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Charleston is moving forward on several business-regulation changes that could significantly affect street vendors, mobile food operators, and short-term rental owners.

Street Vendor Rules Under Review

The most active proposal involves downtown street vendors operating on the Charleston peninsula. During a June 2026 meeting of the city’s Traffic and Transportation Committee, officials discussed revisions to the city’s street-vending ordinance aimed at reducing disputes over prime vending locations. 

Key proposed changes include:

• Creating designated vending spaces on peninsula streets.
• Awarding those spaces through an annual competitive bidding process rather than informal occupation.
• Potentially removing some high-traffic intersections, including King & Queen Streets and King & Princess Streets, from the list of approved vending locations.
• Providing vendors with exclusive rights to specific locations for a one-year period if they submit the winning bid. 

City officials say the review began after complaints involving conflicts between vendors and repeated calls for police and livability staff to intervene. The proposal is expected to receive additional public discussion and review this summer. 

New Business License Subclassifications

The City has also been modernizing its business-license framework by creating more specialized categories and permit requirements for certain business types, including:

• Mobile food vendors.
• Short-term rentals.
• Sidewalk cafés.
• Late-night entertainment venues.
• Home occupations and other specialized operations. 

The goal is to better align licensing requirements with the specific impacts and regulatory needs of different businesses rather than treating all businesses under a single licensing structure. The city’s permitting system now routes applicants through specialized reviews depending on the business activity involved. 

Strict Enforcement of Short-Term Rentals

Charleston continues to maintain some of the strictest short-term rental regulations in South Carolina.

Current requirements include:

• A valid business license.
• A separate short-term rental permit.
• Annual permit renewals.
• Compliance with zoning and location-specific rules.
• Ongoing enforcement and inspections. 

The city categorizes short-term rentals into different permit classes depending on location, including residential categories on the peninsula and in suburban areas, as well as commercial short-term rental districts. Each category carries its own parking, occupancy, and property requirements. 

Among the stricter provisions:

• Owner occupancy is generally required for residential short-term rentals.
• Investment properties typically do not qualify for residential STR permits.
• Additional off-street parking is required.
• Permits must be renewed annually.
• Operators must maintain both a permit and business license to legally operate. 

The city has dedicated staff focused on STR compliance, and officials have repeatedly emphasized that illegal rentals will not be grandfathered into compliance. Enforcement remains a major priority as Charleston balances tourism with neighborhood livability. 

What Happens Next?

The street-vendor proposal is still under discussion and could see revisions before reaching Charleston City Council for a vote. If approved, it would represent the most significant change to downtown vending operations in years by replacing informal location claims with a formal bidding system. Meanwhile, the city’s tighter business-license classifications and aggressive short-term rental enforcement are already being implemented through Charleston’s permitting and regulatory framework. 

For Charleston businesses, the overall trend is clear: more specialized licensing categories, clearer operational requirements, and stronger enforcement of existing regulations.

By Mark A. Leon

South Carolina leaders are proposing one of the largest spending plans in state history, fueled by a projected $2.7 billion budget surplus and continued economic growth. The FY 2026-27 Executive Budget prioritizes infrastructure improvements, teacher pay raises, healthcare investments, public safety enhancements, workforce development, and tax relief, while also setting aside more than $1.4 billion in reserve funds. The proposal reflects a continued emphasis on long-term growth, fiscal stability, and investments designed to address South Carolina’s rapidly expanding population and economy.

Transportation and Infrastructure Receive Largest Investment

The single largest allocation in the proposed budget is directed toward transportation infrastructure. The South Carolina Department of Transportation would receive $1.1 billion to address inflation-driven cost increases and accelerate major highway projects across the state.

Funding would support ongoing improvements including:

• Interstate 26 widening between Charleston and Columbia
• Interstate 95 widening projects
• Carolina Crossroads (“Malfunction Junction”) improvements in Columbia
• Future capacity expansions on Interstate 77 and Interstate 85

Local governments would also benefit from $321.2 million in Local Government Fund distributions and $79.8 million dedicated to fire district support statewide.

Major Investments in K-12 Education

Education remains one of the state’s highest funding priorities.

The budget includes $150 million for teacher salary increases, raising the state’s minimum starting teacher salary from $48,500 to $50,500 while providing a $2,000 increase across the entire teacher salary schedule.

Additional education investments include:

• $61.4 million for the Education Scholarship Trust Fund
• $50 million for instructional materials
• $20 million for school safety grants
• $15 million for summer reading camps
• $9.9 million to expand four-year-old kindergarten access
• $8.7 million for universal school breakfast availability

The scholarship funding is expected to support approximately 20,000 students through South Carolina’s school choice programs.

Higher Education and Workforce Development

South Carolina’s colleges and universities would receive significant support under the proposal.

The budget allocates $39.2 million to freeze in-state tuition rates for a seventh consecutive year, helping families manage rising education costs.

Additional higher education investments include:

• $81.7 million for university maintenance and capital projects
• $40.3 million for technical college improvements
• $299.1 million for LIFE, HOPE, and Palmetto Fellows scholarships
• $95 million for SCWINS workforce scholarships
• $80 million for need-based grants
• $53 million for technical college tuition assistance
• $15 million for Meeting Street Scholarships

State officials say the investments are intended to strengthen workforce development pipelines and improve access to postsecondary education.

Healthcare Funding Targets Cancer Care and Modernization

Healthcare agencies would receive nearly $100 million for modernization efforts and operational improvements.

One of the largest healthcare allocations is a $115 million investment in the Medical University of South Carolina’s effort to establish a National Cancer Institute-designated Comprehensive Cancer Hospital, a move expected to enhance cancer treatment and research capabilities statewide.

The proposal also includes $36.7 million to maintain state employee health insurance benefits without increasing premiums for the 14th consecutive year.

Public Safety and Corrections Receive Funding Boost

The budget continues to prioritize public safety through additional investments in law enforcement and corrections.

Key allocations include:

• $10.7 million for law enforcement salaries and staffing
• $35 million in grants for sheriff’s office equipment
• Continued funding of $56.2 million for school resource officers
• $58.9 million for Department of Corrections staffing, technology upgrades, and facility improvements

The South Carolina Emergency Management Division would also receive $20 million for disaster recovery assistance to help communities cover costs not reimbursed through federal programs.

Conservation and Resilience Funding Expands

Environmental and conservation initiatives receive $68 million in new funding.

The money would support:

• Conservation Land Bank programs
• Department of Natural Resources projects
• Forestry Commission initiatives
• Office of Resilience programs
• Flood mitigation efforts
• Land preservation projects

An additional $3 million is designated specifically for agricultural conservation easements to protect working farms and forests.

Tax Relief and Fiscal Reserves

The budget proposal includes $107.2 million in tax relief through a reduction of the state’s top individual income tax rate from 6.0 percent to 5.9 percent.

At the same time, lawmakers propose depositing $1.406 billion into reserve accounts, including:

• $984 million into the General Reserve Fund
• $422 million into the Capital Reserve Fund

The reserve deposits are designed to strengthen South Carolina’s financial position during future economic downturns or emergencies.

Looking Ahead

The proposed FY 2026-27 budget reflects South Carolina’s continued focus on accommodating growth while maintaining fiscal discipline. With major investments in transportation, education, healthcare, workforce development, public safety, and conservation, state leaders are directing surplus revenues toward both immediate needs and long-term priorities. As the budget moves through the legislative process, lawmakers will continue debating funding levels and spending priorities before a final budget is adopted.

By Sam Watson, Executive Director of Strategic Communications & Marketing

Collaboration to strengthen student opportunities, research and innovation in applied artificial intelligence

ORANGEBURG, S.C. — South Carolina State University and NVIDIA have announced a collaboration designed to expand artificial intelligence education, strengthen workforce development and position South Carolina as a leader in applied AI innovation.

The partnership establishes a strategic framework to integrate NVIDIA’s AI technologies, training programs and developer ecosystem into SC State’s academic, research and workforce initiatives.

“This partnership represents another major step forward for South Carolina State University as we continue expanding opportunities for our students in high-growth fields that are shaping the future,” SC State President Alexander Conyers said.

“Working with a global technology leader like NVIDIA helps position our students, faculty and researchers at the forefront of artificial intelligence, advanced computing and innovation,” Conyers said. “This partnership also reinforces SC State’s role as a driver of workforce and economic development in South Carolina and beyond.” 

Through the agreement, students across disciplines will gain access to hands-on learning opportunities, certifications and training in advanced computing, machine learning and data science tools aligned with high-demand industries. 

The initiative is expected to strengthen opportunities for student research, innovation and workforce preparation while expanding access to careers in emerging technology fields.

 “AI is essential infrastructure, like the internet or electricity,” said Ned Finkle, Vice President of Government Affairs at NVIDIA. “This new collaboration with South Carolina State University will help students learn on the technology shaping every industry, gain the skills to build with AI, and bring that capability into communities, companies, and classrooms across South Carolina.”

U.S. Rep. Ro Khanna (D-California) helped support discussions that led to the collaboration between NVIDIA, SC State and several other HBCUs as part of broader efforts to expand access to technology education and workforce opportunities.

“This is exactly the kind of partnership we need to ensure the benefits of the AI revolution reach everyone,” Khanna said. “Supporting HBCUs like South Carolina State is key to expanding access to tech careers and closing the racial wealth gap.”

Source: South Carolina State University

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The University of South Carolina has named Dr. Jamie P. Dwyer dean of the University of South Carolina Kay and C. Edward Floyd, M.D. School of Medicine.

Dwyer currently serves as executive associate vice president for research and chief innovation officer at the University of Utah, where he also holds appointments as professor of medicine in the Division of Nephrology & Hypertension and director of the Utah Data Coordinating Center. In these roles, he has led major institutional initiatives focused on clinical research infrastructure, innovation strategy, industry partnerships, entrepreneurship and the advancement of translational science.

“USC welcomes the vision and leadership that Dr. Dwyer brings to our Floyd School of Medicine,” President Michael Amiridis said. “With last month’s announcement of the generous Floyd family gift to the school, and its new academic home opening next year, the medical school is entering an exciting new chapter. Dr. Dwyer is ideally suited to lead the school in its next era of success.” 

An internationally recognized leader in kidney disease, cardiovascular outcomes research and large-scale clinical trials, Dwyer brings extensive experience in academic medicine, healthcare innovation and translational research. Throughout his career, he has served on executive and steering committees for major global clinical trials focused on kidney disease and its complications, cardiovascular disease, obesity, hypertension and metabolic disorders. In 2015, he was appointed to the U.S. Food and Drug Administration’s CardioRenal Advisory Committee and has also served as a consultant to the Centers for Medicare and Medicaid Services Innovation Center.

Beyond his leadership in academic medicine, Dwyer is recognized for his innovative approach to securing venture capital funds to develop impactful public-private partnerships in health care and research.

“Dr. Dwyer is an accomplished physician-scientist and collaborative leader whose vision for academic medicine aligns strongly with the future of the Floyd School of Medicine,” said Provost Mary Anne Fitzpatrick, executive vice president for academic affairs. “His commitment to transformative medical education, interdisciplinary research growth, innovation, clinical and community partnerships, and statewide impact will help advance the school’s mission and improve health outcomes across South Carolina and beyond.”

A practicing nephrologist, Dwyer has cared for patients across the full spectrum of kidney disease throughout his career while maintaining a longstanding commitment to medical education and mentorship. He is widely recognized as an educator and mentor and has received numerous teaching honors, including multiple faculty teaching awards and election to the Academy for Excellence in Education at Vanderbilt University.

Dwyer earned a Sc.B. in Mathematics and Latin from Brown University and received his M.D. with Distinction from Brown University School of Medicine. He completed his residency in internal medicine at Mayo Clinic, where he served as chief medical resident, followed by fellowship training in nephrology, hypertension and clinical research at Vanderbilt University Medical Center. Prior to joining the University of Utah in 2022, Dwyer served on the faculties of Mayo Clinic and Vanderbilt University Medical Center, where he held leadership roles spanning clinical research, graduate medical education and patient care.

“The Floyd School of Medicine is uniquely positioned to shape the future of healthcare, medical education, research, and innovation in South Carolina and beyond,” said Dwyer. “I am honored to join the University of South Carolina at this transformational moment and look forward to working alongside our faculty, staff,  students, clinical partners, communities, and alumni across the state to advance discovery, improve health outcomes, foster innovation, and prepare the next generation of healthcare leaders.”

Source: University of South Carolina

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A new study on behalf of Luxury Link has identified the most popular U.S. travel destination for the Fourth of July.

The Fourth of July is one of the most significant travel periods of the year in the United States, combining a major national holiday with the peak of the summer vacation season. With schools out across much of the country, many families use the holiday to take extended trips, visit relatives, or gather for celebrations. The result is a surge in travel activity that ripples through airports, hotels, restaurants, and tourism destinations nationwide. The scale of that demand is reflected in broader summer travel trends, where AAA projected that a record 45.1 million Americans would travel at least 50 miles from home during the 2026 Memorial Day holiday period. Together, strong leisure demand, America’s 250th anniversary celebrations, and the FIFA Men’s World Cup are likely to put added pressure on air travel during the holiday period.

While Independence Day travel affects virtually every region of the country, the impact is not distributed evenly. Some destinations experience dramatic increases in incoming flights as travelers flock to outdoor recreation areas, coastal communities, and seasonal tourism hubs. Other markets see relatively modest changes in traffic levels or even decreases. Examining these differences provides insight into how Americans choose to spend the holiday and which regions bear the greatest transportation and tourism impacts during one of the nation’s busiest travel weeks.

To better understand these patterns, researchers at Luxury Link, an online booking platform specializing in luxury travel, analyzed domestic airline schedules and operational performance data surrounding the Fourth of July holiday period. The analysis examines seasonal trends in U.S. airline traffic, measures how flight delays and cancellations change during the holiday, and identifies the destinations that experience the largest increases in incoming air travel during Independence Day week.

Tracking U.S. Airline Traffic Trends

Scheduled domestic flights typically peak in the summer and are approaching pre-pandemic totals

Source: Luxury Link analysis of Bureau of Transportation Statistics data

The surge in travel demand surrounding Independence Day reflects a broader recovery in U.S. air travel. After the COVID-19 pandemic triggered an unprecedented decline in airline activity, domestic flight schedules have steadily rebounded toward pre-pandemic levels. According to Bureau of Transportation Statistics data, scheduled domestic flights—commercial flight segments from reporting carriers that exclude cargo-only flight operations and general aviation—fell from 701,274 in March 2020 to just 192,412 in May 2020 as travel restrictions and public health concerns curtailed demand. By July 2025, however, airlines had scheduled 675,722 domestic flights, bringing capacity close to the volumes recorded before the pandemic disrupted travel.

As a part of the broad recovery, domestic airline traffic returned to a predictable seasonal cycle. In 2025, scheduled domestic flights rose 15.8% from January to July, reflecting the typical summer build-up as schools close and leisure travel increases. Pre-pandemic data show a similar pattern: in 2019, scheduled flights climbed from 626,472 in January to a summer high of 692,256 in August. As airlines concentrate more flights into the summer travel season, holiday periods such as Independence Day place additional demands on airport capacity and airline operations.

How Are Domestic Flights Affected by 4th of July Holiday Travel?

Despite a modest increase in scheduled flights, flight cancellations and delays increase dramatically during the July 4th holiday

Source: Luxury Link analysis of Bureau of Transportation Statistics data

The Fourth of July holiday brings a noticeable increase in airline activity, but even a modest increase in scheduled flights can have an outsized impact on airline operations. Based on averages from 2023 through 2025, the number of scheduled domestic flights during the week ending on July 4th was 16.3% higher than during the rest of the year. The increase reflects the holiday’s position within the peak summer travel season, when airlines add capacity to accommodate stronger leisure travel demand.

Operational disruptions, however, increase at a much faster rate. The average number of cancelled flights during the Independence Day week is 121.5% higher than the rest-of-year average, while flights significantly delayed—flights delayed by more than three hours—increase by 74.6%. Even shorter delays become more common, with flights delayed at least 15 minutes rising 44.8%. These findings suggest that while airlines are generally able to accommodate higher passenger volumes during the holiday period, the combination of increased traffic and seasonal travel demand can make flight operations significantly more vulnerable to disruptions.

Where Are Travelers Flying for the 4th of July?

Outdoor tourism hotspots like Alaska, Maine, and Montana see the largest 4th of July flight surges

Source: Luxury Link analysis of Bureau of Transportation Statistics data

The largest Fourth of July travel surges are concentrated in destinations known for outdoor recreation and summer tourism. Western mountain states, northern New England, and other seasonal vacation markets experienced some of the country’s largest increases in incoming air traffic during the week ending on July 4th. Alaska ranked first nationwide, with average daily arrival flights increasing 51.7% compared with the rest of the year, followed closely by Maine (50.9%), Montana (49.9%), and Wyoming (41.8%). Notably, U.S. territories also see large surges during the July 4th holiday period, with Puerto Rico seeing a 31.3% increase and the U.S. Virgin Islands drawing 23.4% more scheduled flights.

By contrast, several states that already attract significant year-round visitor traffic experienced relatively modest holiday-related increases. Arizona recorded the smallest increase in average daily arrival flights at 3.5%, followed by Louisiana (8.2%), Florida (8.8%), and Georgia (11.7%). While these destinations benefit from established tourism industries that generate consistent demand throughout the year, they also experience some of the country’s most challenging summer weather conditions. Extreme heat in Arizona and high temperatures and humidity across the Southeast may reduce the appeal of these destinations during the peak summer travel season. In contrast, the three states with the largest increases—Alaska, Maine, and Montana—are known for harsh winters that can limit tourism activity during much of the year. As temperatures warm and outdoor attractions become more accessible, travel demand becomes increasingly concentrated during the summer months, helping drive some of the nation’s largest Fourth of July-related surges in air traffic.

The state-level trends are also evident when examining individual metropolitan areas. Many of the largest increases occurred in gateway cities that provide access to outdoor recreation destinations, national parks, and scenic coastal regions. Among large metropolitan areas, Seattle recorded the largest increase in average daily arrival flights during the week ending on July 4th at 28.1%, followed by Portland, Oregon (25.3%) and Fresno, California (23.0%). Other metros posting substantial increases included Spokane, Washington (22.5%), Bangor, Maine (22.4%), and Bozeman, Montana (21.7%). The concentration of fast-growing destinations across the Pacific Northwest, northern New England, and Mountain West reinforces the broader pattern seen at the state level, with travelers gravitating toward regions known for outdoor recreation and relatively mild summer weather.

Here is a summary of the data for Charleston, SC:

• Change in daily arrival flights during July 4th week: +22.4%
• Average daily arrival flights (July 4th week): 87.5
• Average daily arrival flights (rest of year): 71.4
• Change in daily flight cancellations during July 4th week: +169.9%
• Change in daily flights delayed >3 hrs during July 4th week: +78.6%
• Change in daily flights delayed >15 min during July 4th week: +52.8%

For reference, here are the statistics for the entire United States:

• Change in daily arrival flights during July 4th week: +16.3%
• Average daily arrival flights (July 4th week): 23,511.5
• Average daily arrival flights (rest of year): 20,217.8
• Change in daily flight cancellations during July 4th week: +121.5%
• Change in daily flights delayed >3 hrs during July 4th week: +74.6%
• Change in daily flights delayed >15 min during July 4th week: +44.8%

Methodology

The data used in this analysis is from the U.S. Bureau of Transportation Statistics’ Airline On-Time Performance database. Researchers at Luxury Link analyzed domestic commercial flight activity and operational performance surrounding the Fourth of July holiday period, using data from 2023 through 2025. To reduce the impact of year-to-year anomalies, all flight, delay, and cancellation metrics were calculated using three-year daily averages.

For the airline traffic analysis, arriving flights were defined as domestic commercial flight segments operated by reporting carriers. The data exclude cargo-only flight operations, general aviation flights, and commercial flights operated by airlines that account for less than 0.5% of domestic scheduled passenger revenue. Researchers compared average daily flight activity during the week ending on July 4th with average daily activity during the remainder of the year. Flight delays were categorized using Bureau of Transportation Statistics definitions, including flights delayed by at least 15 minutes and flights delayed by more than three hours.

To identify the destinations experiencing the largest Independence Day travel surges, researchers calculated the percentage difference between average daily arriving flights during the week ending on July 4th and average daily arriving flights during the rest of the year for each city market and state. City market populations were estimated using U.S. Census Bureau population data. For relevance, the analysis included metropolitan areas, nonmetropolitan markets, and outlying cities with distinct city markets located within larger metropolitan regions. Only locations with sufficient flight and population data were included. Delaware (Wilmington Airport, ILG) was excluded because it lacked qualifying commercial service from reporting carriers during the study period.

NOTES TO EDITORS

About Luxury Link

Luxury Link is an online booking platform specializing in luxury travel, whose published research of both domestic and international travel trends has been featured on USA Today, MSN, Yahoo, Fox News, and more. Additional commentary and insights from Luxury Link can be provided on request.

Author

Diana Moreno, Luxury Link

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NORTH CHARLESTON, S.C. — Leadership officially changed hands at Joint Base Charleston on June 17 as the 628th Air Base Wing conducted its Change of Command ceremony, marking the transition from Colonel Jason H. “JP” Parker to Colonel Kenneth M. “Mike” Shirley II.

The ceremony symbolizes the formal transfer of responsibility, authority, and accountability for one of the Department of Defense’s most significant joint installations. Joint Base Charleston serves as home to more than 70 military and federal mission partners and supports global airlift, maritime transport, and power projection operations.

As commander of the 628th Air Base Wing and Joint Base Charleston, Shirley assumes responsibility for $7.5 billion in base property and assets across 23,000 acres, oversight of an annual budget exceeding $172 million, and support for more than 132,000 service members, civilians, retirees, and family members.

Presiding over the ceremony, Darren R. Cole emphasized the importance of the installation’s workforce.

“Leaders can come and go, but the Airmen are the ones who make it happen,” Cole said. “The men and women of the 628th Air Base Wing are the foundation of force generation and power projection.”

Shirley, a career Security Forces officer, said he is eager to continue the base’s mission while strengthening ties with the Lowcountry community.

“Taking command of the 628th Air Base Wing and Joint Base Charleston is an incredible honor,” Shirley said. “The bond between this installation and the surrounding communities is something special, and I am deeply committed to being a strong partner and neighbor across this entire region.”

Shirley enlisted in the Air Force in 1992 as a law enforcement specialist before earning his commission through the ROTC program at Eastern Kentucky University in 1999. During his career, he has held numerous leadership positions, including squadron commander, group commander, congressional liaison, and senior security forces leader within Air Mobility Command.

Most recently, Shirley served as commander of the 375th Mission Support Group at Scott Air Force Base. His military decorations include the Distinguished Service Medal, the Legion of Merit, and the Bronze Star Medal.

The change of command ensures continuity of leadership at Joint Base Charleston, a strategic installation that generates more than $10.9 billion in economic activity annually and plays a critical role in supporting military operations worldwide.

BIO: COLONEL KENNETH M. “MIKE” SHIRLEY II

Colonel Kenneth Shirley II is the Commander, 628th Air Base Wing and Joint Base Charleston, South Carolina. As host to over 74 DoD and Federal agencies, the Wing provides installation and mission support to a total force of over 132,000 Airmen, Sailors, Soldiers, Marines, Coast Guardsmen, civilians, dependents, and retirees across an installation that accounts for $10.9 billion in local economic activity. In addition, the Wing provides mission-ready expeditionary Airmen to Combatant Commanders in support of Joint and Combined operations worldwide. As the Commander, he is responsible for $7.5 billion in base property and capital assets and controls an annual budget exceeding $172 million while delivering power projection across 23,000 noncontiguous acres.

Col. Shirley enlisted in 1992 as a Law Enforcement specialist and was stationed in Air Force Special Operations Command. He commissioned in 1999 through Reserve Officer Training Corps at Eastern Kentucky University. 

A career security forces Airman, Col Shirley has served as a group commander, squadron commander, flight commander, operations officer, instructor, and resource officer, as well as a congressional liaison. Prior to his current position, Col Shirley was the commander of the 375th Mission Support Group, Scott Air Force Base, Illinois.

EDUCATION

• 1997 Bachelor of Science degree in Police Administration, Eastern Kentucky University, Richmond, Ky. 
• 2001 Aerospace Basic Course, Maxwell AFB, Ala.
• 2004 Squadron Officer School, Maxwell AFB, Ala.
• 2006 Police Administration Course, Eastern Kentucky University, Richmond, Ky.
• 2008 Master of Arts degree in Criminal Justice and Terrorism, American Military University, Manassas, Va. 
• 2009 Federal Bureau of Investigation National Academy, University of Virginia, Quantico, Va.
• 2011 Air Command and Staff College, by correspondence, Maxwell AFB, Ala. 
• 2013 Air Force Fellow, Legislative Liaison Fellowship, US Capital, Washington DC 
• 2015 Air War College, by correspondence, Maxwell AFB, Ala.
• 2021 Air War College, in residence, Maxwell AFB, Ala.

ASSIGNMENTS

• 1. January 1992 – August 1995, Law Enforcement Specialist, 16th Security Police Squadron, Hurlburt Field, Fla.
• 2. January 2000 – August 2001, Training and Resource Officer, 30th Security Forces Squadron, Vandenberg AFB, Calif.
• 3. September 2001 – September 2002, Chief of Computer Branch, 51st Operation Group, Osan AB, Korea
• 4. October 2002 – January 2003, Training and Resource Officer, 96th Security Forces Squadron, Eglin AFB, Fla.
• 5. February 2003 – June 2005, Operation Officer/Lead Instructor, 96th Ground Combat Training Squadron, Eglin AFB, Fla.
• 6. June 2005 – July 2008, Commander/Operation Officer, 60th Security Forces Squadron, Travis AFB, Calif.
• 7. July 2008 – October 2009, Flight Commander, 30th Student Squadron, Maxwell AFB, Ala.
• 8. October 2009 – June 2010, Director of Training, Squadron Officer’s School, Maxwell AFB, Ala.
• 9. June 2010 – July 2012, Commander, 460th Security Forces Squadron, Buckley AFB, Colo.
• 10. July 2012 – December 2013, Air Force Fellow, Legislative Liaison Fellowship, US Capital, Washington DC
• 11.January 2014 – June 2015, Congressional Liaison Officer, Secretary of the Air Force, Pentagon, Washington DC
• 12. June 2015 – June 2017, Commander, 10th Security Forces Squadron, US Air Force Academy, Colo
• 13. June 2017 – Jun 2020, Chief, Mission Assurance Division, USTRANSCOM, Scott AFB, Ill.
• 14. June 2020 – Jun 2021, Student, Air War College, Maxwell AFB, Ala.
• 15. June 2021 – May 2024, Chief, Security Forces Division, Air Mobility Command, Scott AFB, Ill.
• 16. May 2024 – June 2026, Commander, 375th Mission Support Group, Scott AFB, Ill.
• 17. June 2026 – Present, Commander, 628th Air Base Wing, and Commander, Joint Base Charleston, S.C.

DEPLOYED COMMANDER

• August 2006 – February 2007, Commander, 455th Security Forces Squadron, Bagram AB, Afghanistan, Operation ENDURING FREEDOM
• MAJOR AWARDS AND DECORATIONS
• Distinguished Service Medal
• Legion of Merit with four oak leaf clusters
• Defense Meritorious Service Medal with oak leaf cluster

OTHER ACHIEVEMENTS

• Bronze Star Medal 
• Defense Meritorious Service Medal 
• Meritorious Service Medal, four oak leaf clusters 
• Air Force Commendation Medal, one oak leaf cluster 
• Air Force Achievement Medal, four oak leaf clusters 
• EFFECTIVE DATES OF PROMOTION 
• Second Lieutenant December 19, 1999
• First Lieutenant January 16, 2002
• Captain January 16, 2004
• Major October 1, 2009
• Lieutenant Colonel April 1, 2015
• Colonel April 1, 2021

Current as of June 2026

Photo Credit: Joint Base Charleston

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$118.96 million investment will create 202 new jobs

COLUMBIA, S.C. — AmbioPharm, Inc. (AmbioPharm), a peptide manufacturer and developer, today announced it is expanding its operations in Aiken County. The company’s $118.96 million investment will create 202 new jobs. 

Founded in 2005, AmbioPharm is headquartered in North Augusta and specializes in developing highly efficient peptide manufacturing processes for peptide-based active pharmaceutical ingredients (APIs) at small to very large scales. The company manufactures new chemical entities (NCEs) and peptide APIs under current good manufacturing practice (GMP) regulations for clients worldwide.

As part of its expansion, AmbioPharm will construct a modular manufacturing building at its existing South Carolina campus, located at 1024 Dittman Court in North Augusta. The facility will offer commercial-scale GMP synthesis, solid-phase peptide synthesis (SPPS), liquid-phase peptide synthesis (LPPS) and hybrid approaches, all supported by semi-automated production systems and advanced solvent delivery infrastructure.

Operations are expected to be online by the end of 2027. Individuals interested in joining the AmbioPharm team should visit the company’s careers page.

QUOTES

“As the global demand for peptide therapeutics accelerates, the need for dependable U.S. manufacturing is extremely important. This expansion enhances our ability to support our client-partners with scalable, high-quality production while creating new opportunities for skilled talent in Aiken County.” -AmbioPharm CEO Brian Gregg

“AmbioPharm’s expansion in Aiken County is a testament to the advantages of doing business in South Carolina and the opportunities available here. By adding 202 new jobs, the company is strengthening our local economy and deepening our state’s position as a global leader in manufacturing.” -Gov. Henry McMaster 

“With an investment of $118.96 million, AmbioPharm’s additional manufacturing capabilities will provide new economic opportunities in Aiken County. We are excited to witness the life sciences company’s continuing growth and development in South Carolina.” -Secretary of Commerce Harry M. Lightsey III

“I am pleased that AmbioPharm has chosen to make this significant investment in Aiken County. The company’s expansion, totaling nearly $119 million and creating 202 new jobs, is a tremendous vote of confidence in our community, our workforce and our business climate. AmbioPharm has been a valued member of our corporate community, and the Aiken County Council is proud of their growth and success. This announcement further strengthens Aiken County’s position as a leader in advanced manufacturing and life sciences.” -Aiken County Council Chairman Gary Bunker

“We are proud to celebrate AmbioPharm’s continued growth and commitment to North Augusta and Aiken County. This $118.96 million expansion and the creation of 202 new jobs represent a significant investment in our community and our workforce. AmbioPharm’s success demonstrates the strength of our region as a destination for advanced manufacturing and life sciences, and we look forward to supporting the company’s continued growth for years to come.” -Western SC Economic Development Partnership Chairman Richard Pendarvis

FIVE FAST FACTS

• AmbioPharm is expanding its operations in Aiken County.
• The company’s $118.96 million investment will create 202 new jobs.
• AmbioPharm is a peptide manufacturer and developer.
• The company is located at 1024 Dittman Court in North Augusta, S.C.
• Individuals interested in joining the AmbioPharm team should visit the company’s careers page.

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By Mark A Leon

Smashley’s Burger Bar, located at 5401 Netherby Lane, Suite 1002, North Charleston, is the neighborhood success story that grew from a patched-together $20,000 food truck into a thriving North Charleston storefront—built on culinary ambition, operational pragmatism, and deep community ties. At the center of that evolution are Victor and his wife Ashley, whose complementary strengths—Victor’s kitchen craft and Ashley’s marketing and booking savvy—turned a mobile concept into a reliable neighborhood destination.

The Beginnings

Victor’s journey began long before the truck. Born in Ecuador to an Ecuadorian father and mother of Italian descent, he trained in professional kitchens and dreamed of becoming a famous chef in the United States. Confronted with the reality that traditional chef salaries rarely translate into restaurant ownership without substantial backing, he and Ashley explored a lower-cost entry point: a food truck. They found a truck for $20,000 that needed work and committed to making it theirs. Victor taught himself fabrication and retrofit skills from YouTube, turning a rough vehicle into a functioning kitchen. “It was like a Frankenstein,” he says—a candid testament to the DIY retrofit that kept startup costs viable and ownership within reach.

Menu, Strategy and Neighborhood Focused

The menu’s evolution is central to Smashley’s story. Victor began with ambitious, modern techniques and elaborate dishes, but the constraints of a food truck—space, speed, and throughput—forced a rethink when customers repeatedly gravitated toward the standout burger. Recognizing the need for clarity, Victor pared the offerings down to a tight, high-quality lineup: burgers anchored by the Smashley’s OG, a couple of rice bowls including a vegan option, empanadas, and a handful of appetizers. “I was too ambitious with the menu,” he admits. That pivot toward simplicity and consistency improved speed of service and reliability, turning casual buyers into repeat customers.

Operational strategy was pragmatic and neighborhood-focused from the start. During the pandemic, Victor and Ashley took advantage of the truck’s mobility to bring food directly into neighborhoods rather than waiting for customers to come to them. That grassroots approach—showing up at block parties, community events, and residential gatherings—built a loyal and geographically diverse customer base across West Ashley, Johns Island, and surrounding communities. They formalized the business as they scaled: forming an LLC, securing permits and inspections, and professionalizing bookings. Ashley managed the calendar, and by the third year the truck’s schedule filled quickly each January, demonstrating demand that made a brick-and-mortar expansion feasible.

Laying permanent roots

When scouting for a permanent site, Victor and Ashley prioritized financial discipline. They refused to saddle the business with heavy loans or a rent burden they couldn’t sustain. Instead, they found a North Charleston storefront already outfitted with much of the needed infrastructure and relied on Victor, Ashley, and her Uncle Tom to finish the space affordably. “I didn’t want to take on any loans, I didn’t want to take on a place that we couldn’t fill out,” Victor explains, underscoring the cautious approach that reduced financial risk and preserved operational flexibility.

Customer Loyalty and Community Commitment

Customer loyalty is the backbone of Smashley’s success. The truck’s neighborhood-first strategy cultivated regulars who followed the brand and later embraced the North Charleston storefront. Smashley’s returns that loyalty not only through consistent, flavorful food but also through active community involvement: sponsoring youth sports teams, contributing to local charities, and sometimes matching customer donations for causes like children’s hospitals. “We like to give back to the youth,” Victor says, highlighting how community engagement is a core part of the brand’s identity rather than an afterthought.

Recommendations for emerging chefs and restaurant owners

For newcomers, Victor’s recommendations showcase the menu’s balance of creativity and comfort: start with the Brussels sprouts and zucchini chips, then move to the Bleu Corvette Burger and the lasagna burger when available, sample the beef bulgogi rice bowl, and finish with Victor’s flan, a staple that comes from his grandmother’s own recipe book back in Ecuador, and a nod to his roots, reinforcing the restaurant’s homegrown feel. 

The partnership between Victor and Ashley is a big reason Smashley’s navigated growth without burning out. Victor focuses on the kitchen and culinary standards; Ashley handles the image of the restaurant, concept and marketing, and they share responsibility of the books. That clear division of labor allowed them to scale steadily while preserving the quality and hospitality that earned them a loyal following.

From a refurbished truck to a fully booked North Charleston storefront, Smashley’s Burger demonstrates how disciplined scaling, a focused menu, and meaningful local engagement can convert a food-truck dream into a lasting neighborhood institution—one Bleu Corvette Burger at a time.

P.S.  The Latin Yuca Fries and Corn Fritters are truly heavenly!

Continue to follow their journey on Instagram.

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