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Meet Joseph Winters: From Inmate to CEO of a Birmingham Road Builders Company
By Sym Posey The Birmingham Times Joseph Winters describes himself as a “lifelong learner and a student at heart,” and the lessons he’s learned have included a 62-year prison sentence—as well as the recent purchase of the Birmingham, Alabama-based Kelly Road Builders (KRB). Along the way, Winters, an experienced land development manager with a history […]
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Joseph Winters, CEO and president of Kelly Road Builders. (Desiree Greenwood, For The Birmingham Times).
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By Sym Posey
The Birmingham Times
Joseph Winters describes himself as a “lifelong learner and a student at heart,” and the lessons he’s learned have included a 62-year prison sentence—as well as the recent purchase of the Birmingham, Alabama-based Kelly Road Builders (KRB).
Along the way, Winters, an experienced land development manager with a history of working in the construction industry, has earned a Master of Real Estate Development (MRED) degree from Auburn University, and helped create two Alabama-based businesses: TWO Oaks Development and TWO Oaks Construction, a homebuilding development and construction company with projects in Birmingham and Huntsville, AL.
After his purchase of KRB last month, Winters said, “I am elated about the opportunity. … I have a long-term vision to increase our presence in the markets we’re in already, in addition to new markets.”
As the new CEO and president of KRB, Winters is taking over a company from someone who has helped him by providing professional direction—Robert Earl Kelly, founder of KRB, one of the largest road milling companies in the Southeast. Milling is a process through which the surface of a paved area (road, bridge, parking lot, etc.) is removed to help restore it to a uniform texture or prepare it for repaving.
“[Kelly] is a servant leader in the Birmingham area with a prominent Black-owned business and a great rep for performing quality work and leading a great competent crew,” said the 50-year-old Winters. “I thought he would be someone who would be a good mentor to me as an aspiring construction business owner.”
Growing up in the drug trade on the west side of Tuscaloosa, Alabama, Winters never imagined that he would become a highly successful figure in the construction industry.
Getting Into Trouble
Winters remembers his parents divorcing when he was around age 11. As a result, he became angry, resentful, and defiant.
“My father was actually my best friend. When he and my mother divorced, I didn’t have any immediate male role models that I clung to. I was a little lost when he left, so I turned to my friends and peers in the streets for leadership. Throughout the course of that, I found myself dealing with some criminality,” said Winters.
Although he remained studious, he started fighting and getting into trouble with his peers.
Around the age of 14, Winters found himself incarcerated for stealing. “I would steal purses, belts, and clothes, … boosting with my friends or people from school. It made me a little money and gave me a taste of money and independence. It escalated, and before I knew it, I was selling drugs, … selling crack cocaine,” he said.
Things worsened from there. By the time he turned 18, Winters was “one of the largest dealers in the city,” he said.
Despite his life outside of school, Winters always excelled in his classes at Tuscaloosa’s Central High School. He went to class every day, was an A and B student, took advanced classes, and shined in math and science.
“Because of my lifestyle, I kind of had a spotlight on me,” he said. “My senior year in school, … I had a Mercedes[-Benz] and BMWs, all the toys drug dealers buy at a young age.”
But it would all come crashing down.
On Nov. 1, 1991, Winters’ friends planned for him a what was supposed to be a surprise party for his 18th birthday.
“They tricked me,” he recalled. “They took me bowling and to a high school football game. We left the game because people repeatedly asked me what time my party was. I didn’t even know I was having a birthday party. More than 100, 200 people were in attendance. It was a big to-do.”
Around midnight, a fight ensued. In an attempt to disperse the crowd, Winters fired a gun into the air. At the same time, a police officer pulled up and shot Winters. After shooting Winters, the police officer instructed Winters to put the gun down and get on the ground. Winters said he promptly followed the police officer commands. Pandemonium immediately broke out and Winters found himself in the hospital. “They patched me up, and I was free to go home,” Winters remembered.
Four months later, he was charged with attempted murder of an officer: “They said I was trying to kill a cop that night,” Winters said. But even before those charges, he was arrested for drug sale and unlawful distribution.
Sentenced
By March 1993, Winters was convicted in the attempted murder case and found guilty of three other drug offenses. He was sentenced to serve a combined 62 years behind bars: 30 years for attempted murder, 20 years for drug trafficking, 10 years for unlawful distribution, and another two years for unlawful distribution.
At just 19 years old, Winters was sent to Draper Correctional Center in Elmore, Alabama. Immediately after arriving, he earned his GED. Still, he found himself with his “back against the wall,” he said.
“When I first went in, I didn’t just go in and become a saint,” Winters recalled. “I was smuggling drugs into the prison and things of that nature, and I found myself facing additional charges [because] some fellow inmates implicated me in a drug transaction they got caught in.”
The warden gave Winters an option to straighten up, and in November 1995 he was sent to Ventress Correctional Facility in Clayton, Alabama. After serving approximately eight years behind bars, he found himself in front of a parole board.
“[They were] compassionate and gracious enough to give me parole after I’d served eight years and nine months,” he recalled.
In October 2001, he was released and reunited with his family. “I came home, … got my [commercial driver’s license (CDL)], and worked for an asphalt pavement company. It was my first job, and I worked with them for little less than a year. I went on to work for an oil field company for almost two years. … Then I found myself back in prison again with a fresh 130-month sentence for drug conspiracy,” Winters said.
Once again, Winters was behind bars. His parole was revoked, and he was sent to the ADOC Staton Correctional Facility in Elmore, AL. Eventually, he was transferred to the U.S. Bureau of Prisons and did stints in Yazoo City, MS and Fort Dix, NJ.
Making a Living
Going from state prison directly to federal prison, Winters served an additional seven years, but this time he approached his incarceration differently, he said.
“The first time I went to prison, I learned how to live because all I did was [participate in] drug- and behavior-modification programs and study religion,” he said. “The second time I went to prison, I learned how to make a living.”
While serving his second prison sentence, Winters pursued becoming a certified fitness trainer, a fiber optic installer, and a solar panel installer, in addition to earning two associate degrees: one in construction management and one in computer-aided drafting and design (CADD).
In June 2015, he was released from federal prison and worked as a state highway road and bridge inspector in Birmingham. By 2016, he made plans to return to college to pursue a bachelor’s degree in construction management. Before earning that bachelor’s degree from Everglades University online, he also enrolled in Auburn University’s MRED program. He eventually earned his bachelor’s degree in construction management in 2018 and his MRED degree in 2020. In January 2018, Winters moved to Tennessee, where he worked as a land developer. And in March 2020, he returned to Alabama.
“My daughter was entering her senior year in high school and, because I had been away for so long, I wanted to be closer to her, so I looked for something closer to her,” he said of his move back to Birmingham.
While working for a Birmingham-based homebuilder, Winters gained more construction experience from managing Birmingham-based construction firm Tortorigi Construction. Over the next one-and-half years, Winters bonded with its owner, Joseph Tortorigi, who gave Winters the opportunity to start his own business.
By March 2021, Winters would help found TWO Oaks Development, followed by TWO Oaks Construction in November of the same year. All of that would lead him to purchase KRB and continue the work of his mentor, Robert Earl Kelly.
“I’m looking forward to getting the employees more engaged, helping to strengthen their commitment to KRB, and continuing to share the vision that was set by [the previous owners],” he said.
Winters, a father of two young adults, is currently engaged and is in the process of planning his wedding. In his free time, he enjoys swimming, working out, and reading history and religious texts.
This article originally appeared in The Birmingham Times.
The post Meet Joseph Winters: From Inmate to CEO of a Birmingham Road Builders Company first appeared on BlackPressUSA.
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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.
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.
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.
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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