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Dr. George T. French Jr. Leaves Miles College On Top

BIRMINGHAM TIMES — Miles College President George T. French Jr., PhD, is forever a teacher and a motivator.

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Dr. George T. French, Jr., outgoing president of Miles College, speaks in Fairfield, Ala. (Photo by: Mark Almond)

By Ameera Steward

Miles College President George T. French Jr., PhD, is forever a teacher and a motivator.

“I absolutely love my students,” he said. “Any chance I get, I walk across the campus. Anytime I see someone with their head down, I will stop them and offer counseling, advice, encouragement. That’s what I enjoy doing. That’s what I’m going to really miss about Miles College—my students, more than anything.”

Last month, French announced that he is resigning from Miles to become the president of Clark Atlanta University (CAU), which has a student body of 3,485;

Miles has about 1,700 students. He has served as president of Miles College since March 2006 and will assume his new role on September 1.

Departing the Miles campus in Fairfield, Ala., French said, “was one of the hardest decisions of my life. Having a solid employment contract, having solid support of the board of trustees, it was very difficult for me to leave—but, [I’m] leaving on top. I’ve achieved every single goal I set out to achieve. It was just time.”

Miles is in much better shape than it was when he arrived, and he credits the partnerships among students, faculty, staff, the board of trustees, and his office.

“Relationships are so important to me,” he said. “And then to put the college on such sound financial footing with nearly $100 million in assets, … this is somewhere we’ve never been before, and to double the size of the endowment at almost quadruple the size of the campus.”

French has been known as a prodigious fundraiser. The key? Making friends, he said.

“Once you raise friends, you can raise funds,” he said. “People don’t give to institutions; people give to people, so the key is to develop relationships. … Do the prospect research early, find out where the money is, take … sufficient time and [don’t] rush to cultivate the relationship, make the ask, be accountable to the donor for the gift after you’ve received it, … and continue to build new relationships for new asks.”

Former Birmingham Mayor Richard Arrington and Miles College alum said CAU is getting “a proven leader.”

“I have mixed emotions [about French leaving],” Arrington recently told a gathering of Birmingham-area CAU alumni. “I think Birmingham and Miles College are losing a proven leader, but I hope and know [you] will hold up his arms and support him.

“[French] has done wonderful things at Miles College. Remember what leadership is about. … It takes a special person to really be a leader, and George French is really a leader. He has transformed Miles College. … Anybody can steer a ship, but to lead it in the right direction and do things, that takes a leader—and that’s what you all got in George French. You’re going to be proud that you have him as president.”

Once a Leader, Always a Leader

It’s not surprising that French would leave on top. After all, that’s something he learned from growing up in the same community as one of the greatest heavyweight boxing champions of all time—Muhammad Ali.

French, 57, was born and raised in Louisville, Ky., in the same neighborhood as Ali. One thing that stuck with French was hearing Ali always say he was going to quit boxing while he was on top.

“That was drilled into my head living in Louisville, which is why I’ve been fortunate to leave positions of leadership, such as Miles College, while on top,” French said. “I’d rather have people ask me to stay than ask me to leave.”

He also learned a valuable lesson from his father, who pulled French aside at 8 years old and said, “I need to be a lawyer, which I am,” French recalled his father telling him. “I want you to go to law school, I want you to go to Congress, and then I want you to be president of the United States.”

French said he allowed “some people who were racist to talk me out of thinking I could be president of the United States. What’s interesting is I’m the exact same age as President Barack Hussein Obama, … we’re both lawyers, we’re both from the Midwest, and we both did community work, but I let somebody talk me out of a dream. That has always … stayed with me.”

That would be the last time anyone would talk French out of his dreams.

“That’s why I tell my students, … ‘Make sure you don’t interact too much with dream killers,” he said.

French began his leadership training with the National Association for the Advancement of Colored People (NAACP) during his last year attending Trinity High School in Louisville, Ky., in 1979 and his freshman year at the University of Louisville, where he served as Kentucky president from 1979 until 1982. In addition, he also was on the National NAACP Board of Directors Youth Works Committee from 1981 until 1983.

“I always had a passion for Civil Rights,” he said. “Not being old enough to be part of the Civil Rights Movement, I just wanted to do my part. … I had the chance to work with Julian Bond, [who helped to establish the Student Nonviolent Coordinating Committee (SNCC)], [as well as former NAACP Executive Director] Benjamin Hooks and some of the nation’s Civil Rights leaders at the time. It was an awesome opportunity.”

French learned about politics through his work with the NAACP, which gave him the opportunity to listen to the needs of people and “really understand how policy works. I had an opportunity to meet with several congressmen, U.S. senators,” he said.

French earned a Bachelor of Arts degree in political science, with an emphasis on policy analysis, from the University of Louisville. He was accepted into the University of Richmond Law School in Richmond, Va., and completed two years of studies before being recruited to serve as director of development at Miles College. He completed his final year of law school at Miles Law School, earning a juris doctorate, and received a doctorate in higher education from Jackson State University in Jackson, Miss.

What many may not now is that French is a martial artist: “I love to work out. I do Kung Fu, Wing Chun,” he said, adding that he works out four days a week.

He also loves to listen to jazz and travel to the beach “whenever I can.”

“I go a couple of times during the summer … [and] try to get there three to four times a year,” said French, who recently returned from a retreat in Key West, Fla.

Click to view slideshow.

Man of God

To know French is to know that he is a man of God who is “unapologetically Christian.”

“I’m a child of God,” he said. “I’m a man of great faith, … so I’ve been a pastor for several years. I’ve pastored about three churches, so I listen to the man on the inside. I listened to my father on the outside, but there is a man on the inside of me who solidified the things my father said to me.”

French served as pastor from 1989 until 2006 at three churches: Ebenezer Christian Methodist Episcopal Church in South Boston, Va.; St. John Christian Methodist Episcopal Church in Gadsden, Ala.; and Mount Carmel Christian Methodist Episcopal Church in Adamsville, Ala. He resigned as pastor because “I wasn’t happy, and I wasn’t feeling like I was giving [the congregation] what they needed for proper spiritual nourishment. I was too busy, so I resigned,” he said.

Being a pastor is what led French to Miles College. He was pastoring at Ebenezer Christian in South Boston, Va., where he met then-Miles President Albert Sloan, who was looking for a fundraiser and grant writer. Sloan invited French to come the institution in 1996.

“After I was here for two years, I was his right hand,” said French, who moved to Birmingham in 1996.

“[Sloan] told me, ‘I’ve never seen anybody in 25 years that I wanted to succeed me as the president of Miles College, until I met you,’” said French, who earned his doctorate in higher education from Jackson State, “and the rest is history.”

“I was unanimously voted the 14th president of Miles College,” he said.

Protecting a Legacy

French began at Miles College in 1996 as director of community development, and six months later he became the director of Title Three, a financial-assistance program that helps historically black colleges and universities (HBCUs) solve problems that threaten their ability to survive. He became vice president for development in 1997 and was named president in 2006, after the untimely passing of Sloan.

“I was happy to be president but not at the expense of … one of my best friends, my mentor, dying,” French said. “So, it wasn’t exciting. … There was a sense of foreboding in that this president selected me. He had a plan of succession and wanted me to succeed him as president, so there was a sense of fulfillment in knowing I would protect his legacy. That’s really important to me. … I walked into that office on the first day knowing I had to protect the legacy of my predecessor.”

French said he stuck with Miles because of its great board of trustees and supportive chairs, Bishop Teresa Jefferson-Snorton and before her Bishop Lawrence Reddick. He also stayed because “any city that has a great HBCU has a great black middle class.”

“If you have a city that doesn’t have an HBCU, you usually don’t have a prosperous African American middle class,” said French. “For Birmingham to be what she is, we have to have a strong HBCU. That’s what I saw, so that’s why I wanted to build Miles—not just for Miles but for Birmingham. We cannot lose our students … to all the surrounding states. We need to have a product here, which is Miles College, which will bring people to our community. … I wanted to build Miles, but I also wanted to build Birmingham and [provide] an option for students looking for an education.”

“Students First”

The role of president has given French a sense of accomplishment: “To see the transformation, to lead the transformation [of a student], to actually engage in these student’s lives, to make a difference,” he said.

“Sometimes all you need to change a generation is one person in the family getting a good job. … Higher education is the great equalizer for prosperity, for generational wealth building, for changing families.”

One of the highlights for French as president of Miles came during his first graduating class, when he awarded a degree to his oldest daughter, who is now a medical doctor with a private practice in Birmingham.

His other children, he has two girls and a boy, have given him some familiarity with Atlanta. His son graduated from Morehouse College in 2019, and his youngest daughter is a senior at Spelman College.

“It’s perfect,” French said. “I will … preside over the college that looks directly at Spelman, where my daughter is. So, I have an opportunity to enjoy family there, and it’s a larger platform … and opportunity to touch more students.”

French plans to grow research efforts at CAU significantly “to [make it] one of the top five HBCUs in research in the nation, [as well as] continue to grow graduate school enrollment.

It is with “great pleasure” that French said he turns over the reins of the presidency to his friend Bobbie Knight, who will assume the role of interim president on September 1. Knight has served on the [Miles] board of trustees and is the former vice president of the Birmingham division of Alabama Power.

Asked what advice he would give to Knight, French said, “Love the students, love the structure, respect the academy, understand the importance of faculty members, respect faculty members, go in and just hold fast to the strategic plan that is in place until 2023. … Follow the road map.”

This article originally appeared in The Birmingham Times.

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A Nation in Freefall While the Powerful Feast: Trump Calls Affordability a ‘Con Job’

BLACKPRESSUSA NEWSWIRE — There are seasons in this country when the struggle of ordinary Americans is not merely a condition but a kind of weather that settles over everything.

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By Stacy M. Brown
Black Press USA Senior National Correspondent

There are seasons in this country when the struggle of ordinary Americans is not merely a condition but a kind of weather that settles over everything. It enters the grocery aisle, the overdue bill, the rent notice, and the long nights spent calculating how to get through the next week. The latest numbers show that this season has not passed. It has deepened.

Private employers cut 32,000 jobs in November, according to ADP. Because the nation has been hemorrhaging jobs since President Trump took office, the administration has halted publishing the traditional monthly report. The ADP report revealed that small businesses suffered the heaviest losses. Establishments with fewer than 50 workers shed 120,000 positions, including 74,000 from companies with 20 to 49 workers. Larger firms added 90,000 jobs, widening the split between those rising and those falling.

Meanwhile, wealth continues to climb for the few who already possess most of it. Federal Reserve data shows the top 1 percent now holds $52 trillion. The top 10 percent added $5 trillion in the second quarter alone. The bottom half gained only 6 percent over the past year, a number so small it fades beside the towering fortunes above it.

“Less educated and poorer people tend to make worse mistakes,” John Campbell said to CBS News, while noting that the complexity of the system leaves many families lost before they even begin. Campbell, a Harvard University economist and coauthor of a book examining the country’s broken personal finance structure, pointed to a system built to confuse and punish those who lack time, training, or access.

“Creditors are just breathing down their necks,” Carol Fox told Bloomberg News, while noting that rising borrowing costs, shrinking consumer spending, and trade battles under the current administration have left owners desperate. Fox serves as a court-appointed Subchapter V trustee in Southern Florida and has watched the crisis unfold case by case.

During a cabinet meeting on Tuesday, Trump told those present that affordability “doesn’t mean anything to anybody.” He added that Democrats created a “con job” to mislead the public.

However, more than $30 million in taxpayer funds reportedly have supported his golf travel. Reports show Kristi Noem and FBI Director Kash Patel have also made extensive use of private jets through government and political networks. The administration approved a $40 billion bailout of Argentina. The president’s wealthy donors recently gathered for a dinner celebrating his planned $300 million White House ballroom.

During an appearance on CNBC, Mark Zandi, an economist, warned that the country could face serious economic threats. “We have learned that people make many mistakes,” Campbell added. “And particularly, sadly, less educated and poorer people tend to make worse mistakes.”

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The Numbers Behind the Myth of the Hundred Million Dollar Contract

BLACKPRESSUSA NEWSWIRE — Odell Beckham Jr. did not spark controversy on purpose. He sat on The Pivot Podcast and tried to explain the math behind a deal that looks limitless from the outside but shrinks fast once the system takes its cut.

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By Stacy M. Brown
Black Press USA Senior National Correspondent

Odell Beckham Jr. did not spark controversy on purpose. He sat on The Pivot Podcast and tried to explain the math behind a deal that looks limitless from the outside but shrinks fast once the system takes its cut. He looked into the camera and tried to offer a truth most fans never hear. “You give somebody a five-year $100 million contract, right? What is it really? It is five years for sixty. You are getting taxed. Do the math. That is twelve million a year that you have to spend, use, save, invest, flaunt,” said Beckham. He added that buying a car, buying his mother a house, and covering the costs of life all chip away at what people assume lasts forever.

The reaction was instant. Many heard entitlement. Many heard a millionaire complaining. What they missed was a glimpse into a professional world built on big numbers up front and a quiet erasing of those numbers behind the scenes.

The tax data in Beckham’s world is not speculation. SmartAsset’s research shows that top NFL players often lose close to half their income to federal taxes, state taxes, and local taxes. The analysis explains that athletes in California face a state rate of 13.3 percent and that players are also taxed in every state where they play road games, a structure widely known as the jock tax. For many players, that means filing up to ten separate returns and facing a combined tax burden that reaches or exceeds 50 percent.

A look across the league paints the same picture. The research lists star players in New York, Philadelphia, Chicago, Detroit, and Cleveland, all giving up between 43 and 47 percent of their football income before they ever touch a dollar. Star quarterback Phillip Rivers, at one point, was projected to lose half of his playing income to taxes alone.

A second financial breakdown from MGO CPA shows that the problem does not only affect the highest earners. A $1 million salary falls to about $529,000 after federal taxes, state and city taxes, an agent fee, and a contract deduction. According to that analysis, professional athletes typically take home around half of their contract value, and that is before rent, meals, training, travel, and support obligations are counted.

The structure of professional sports contracts adds another layer. A study of major deals across MLB, the NBA, and the NFL notes that long-term agreements lose value over time because the dollar today has more power than the dollar paid in the future. Even the largest deals shrink once adjusted for time. The study explains that contract size alone does not guarantee financial success and that structure and timing play a crucial role in a player’s long-term outcomes.

Beckham has also faced headlines claiming he is “on the brink of bankruptcy despite earning over one hundred million” in his career. Those reports repeated his statement that “after taxes, it is only sixty million” and captured the disbelief from fans who could not understand how money at that level could ever tighten.

Other reactions lacked nuance. One article wrote that no one could relate to any struggle on eight million dollars a year. Another described his approach as “the definition of a new-money move” and argued that it signaled poor financial choices and inflated spending.

But the underlying truth reaches far beyond Beckham. Professional athletes enter sudden wealth without preparation. They carry the weight of family support. They navigate teams, agents, advisors, and expectations from every direction. Their earning window is brief. Their career can end in a moment. Their income is fragmented, taxed, and carved up before the public ever sees the real number.

The math is unflinching. Twenty million dollars becomes something closer to $8 million after federal taxes, state taxes, jock taxes, agent fees, training costs, and family responsibilities. Over five years, that is about $40 million of real, spendable income. It is transformative money, but not infinite. Not guaranteed. Not protected.

Beckham offered a question at the heart of this entire debate. “Can you make that last forever?”

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FBI Report Warns of Fear, Paralysis, And Political Turmoil Under Director Kash Patel

BLACKPRESSUSA NEWSWIRE — Six months into Kash Patel’s tenure as Director of the Federal Bureau of Investigation, a newly compiled internal report from a national alliance of retired and active-duty FBI agents and analysts delivers a stark warning about what the Bureau has become under his leadership.

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By Stacy M. Brown
Black Press USA Senior National Correspondent

Six months into Kash Patel’s tenure as Director of the Federal Bureau of Investigation, a newly compiled internal report from a national alliance of retired and active-duty FBI agents and analysts delivers a stark warning about what the Bureau has become under his leadership. The 115-page document, submitted to Congress this month, is built entirely on verified reporting from inside field offices across the country and paints a picture of an agency gripped by fear, divided by ideology, and drifting without direction.

The report’s authors write that they launched their inquiry after receiving troubling accounts from inside the Bureau only four months into Patel’s tenure. They describe their goal as a pulse check on whether the ninth FBI director was reforming the Bureau or destabilizing it. Their conclusion: the preliminary findings were discouraging.

Reports Describe Widespread Internal Distrust and Open Hostility Toward President Trump

Sources across the country told investigators that a large number of FBI employees openly express hostility toward President Donald Trump. One source reported seeing an “increasing number of FBI Special Agents who dislike the President,” adding that these employees were exhibiting what they called “TDS” and had lost “their ability to think critically about an issue and distinguish fact from fiction.” Another source described employees making off-color comments about the administration during office conversations.

The sentiment reportedly extends beyond domestic lines. Law enforcement and intelligence partners in allied countries have privately expressed fear that the Trump administration could damage long-term international cooperation according to a sub-source who reported those concerns directly to investigators.

Pardon Backlash and Fear of Retaliation

The President’s January 20 pardons of individuals convicted for their roles in the January 6 attack ignited what the report calls demoralization inside the Bureau. One FBI employee said they were “demoralized” that individuals “rightfully convicted” were pardoned and feared that some of those individuals or their supporters might target them or their family for carrying out their duties. Another source described widespread anger that lists of personnel who worked on January 6 investigations had been provided to the Justice Department for review, noting that agents “were just following orders” and now worry those lists could leak publicly.  

Morale In Decline

Morale among FBI employees appears to be sinking fast. There were a few scattered positive notes, but the weight of the reporting describes morale as low, bad, or terrible. Agents with more than a decade of service told investigators they feel marginalized or ignored. Some are counting the days until they can retire. One even uses a countdown app on their phone.  

Culture Of Fear

Layered over that unhappiness is something far more corrosive. A culture of fear. Sources say Patel, though personable, created mistrust from the start because of harsh remarks he made about the FBI before taking office. Agents took those comments personally. They now work in an atmosphere where employees keep their heads down and speak carefully. Managers wait for directions because they are afraid a wrong move could cost them their jobs. One source said agents dread coming to work because nobody knows who will be reassigned or fired next.

Leadership Concerns

The report also paints a picture of leaders unprepared for the jobs they hold. Multiple sources said Patel is in over his head and lacks the breadth of experience required to understand the Bureau’s complex programs. Some said Deputy Director Dan Bongino should never have been appointed because the role requires deep institutional knowledge of FBI operations. A sub-source recounted Bongino telling employees during a field office visit that “the truth is for chumps.” Employees who heard it were stunned and offended.

Social Media and Communication Breakdowns

Communication inside the Bureau has become another source of frustration. Sources said Patel and Bongino spend too much time posting on social media and not enough time communicating with employees in clear and official ways. Several told investigators they learn more about FBI operations from tweets than from internal channels.

ICE Assignments Raise Alarm

Nothing has sparked more frustration inside the FBI than the orders requiring agents to assist Immigration and Customs Enforcement. The reporting shows widespread resentment and fear over these assignments. Agents say they have little training in immigration law and were ordered into operations without proper planning. Some said they were put in tactically unsafe positions. They also warned that being pulled away from counterterrorism and counterintelligence investigations threatens national security. One sub-source asked, “If we’re not working CT and CI, then who is?”  

DEI Program Removal

Even the future of diversity programs became a point of division. Some agents praised Patel’s removal of DEI initiatives. Others said the old system left them afraid to speak honestly because they worried about being labeled racist. The reporting shows a deep and unresolved conflict over whether DEI strengthened the organization or weakened it.

Notable Incidents

The document also details several incidents that have become part of FBI lore. Patel ordered all employees to remove pronouns and personal messages from their email signatures yet used the number nine in his own. Agents laughed at what they saw as hypocrisy. In another episode, FBI employees who discussed Patel’s request for an FBI-issued firearm were ordered to take polygraph examinations, which one respected source described as punitive. And in Utah, Patel refused to exit a plane without a medium-sized FBI raid jacket. A team scrambled to find one and finally secured a female agent’s jacket. Patel still refused to step out until patches were added. SWAT members removed patches from their own uniforms to satisfy the demand.

A Bureau at a Crossroad

The Alliance warns that the Bureau stands at a difficult crossroads. They write that the FBI faces some of the most daunting challenges in its history. But even in despair, a few voices say something different. One veteran source said “It is early, but most can see the mission is now the priority. Case work and threats are the focus again. Reform is headed in the right direction.”  

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