Charlotte's Force of Nature

In the same vein, recalls Mansfield, the North Carolina Housing Finance Agency was “sleepy” in its pursuit of affordable housing until Crosland became its chairman in 1977. Under his leadership, the agency issued nearly $120 million in low-income housing bonds in three years—versus just $16 million in the two years prior to his involvement. That flurry of funding generated 5,000 single-family units and 2,250 apartments for low- and moderate-income families.

Over the years, the Crosland company has been quick to master and implement government affordable-housing programs. For example, it has built and managed many low-income tax credit projects, including two new showcase Hope VI developments in Charlotte on sites that once contained dilapidated public housing. Two top Crosland executives focus full-time on affordable housing programs.

On the commercial side, too, Crosland has been the go-to guy on pivotal revitalization projects in Charlotte. When the Charlotte-Mecklenburg Development Corp. (CMDC) was formed in 1997 to establish an industrial park area in a depressed part of the city's west side, Crosland raised his hand to become its first chairman, donated $5,000 of his own money, and helped raise $7 million for the overall project. All this delighted Lawrence Toliver, the Charlotte Chamber of Commerce executive charged with finding a leader for CMDC. “I knew if we could get John, we would have the benefit of someone who would go full throttle.”

And he did, including leading the charge for city-charter changes that allowed CMDC to exercise eminent domain in the event of opposition from the tangle of 18 property owners in the deteriorating 33-acre brownfield site. “A business executive who didn't have the ongoing relationships with local and state government officials would not have succeeded,” says Toliver, who adds that the resulting Wilkinson Park Business Center is spawning other facelift projects.

PRESIDENTIAL PARTNER: A newspaper clipping from 1987 shows John Crosland (in shorts) working on a home with Jimmy and Rosalynn Carter during a weeklong Habitat for Humanity building blitz in Charlotte, N.C.

Those who know Charlotte aren't surprised at Crosland's success in the west side renewal. “John Crosland would easily be on everyone's list of the top 10 people who have had the greatest impact on this city,” says Claude Lilly, dean of the Belk College of Business at the University of North Carolina at Charlotte. Dean Lilly knows first-hand Crosland's influence and generosity, which includes endowing a new John Crosland Sr. real estate chair at Belk and spearheading the funding of a real estate center at the school for graduate courses and research. Total financial commitment: $4 million dollars.

Here, too, Crosland was no passive participant. When Lilly and Crosland met for lunch to discuss candidates for the endowed real estate chair, the dean was surprised to find that the two had arrived at the same first choice: real estate expert Steven Ott of the University of Kentucky. “As usual, John had done his homework,” recalls Lilly.

Crosland also has set up the John Crosland Jr. Foundation and the John Crosland Jr. Control Trust to funnel a portion of company profits to such causes as the Foundation for the Carolinas and Crosland's alma maters, Davidson College and Episcopal High School in Alexandria, Va.

“John is a real visionary, and he has seeded and delivered facilities and programs at EHS that wouldn't be here without his energy and commitment,” says F. Robertson Hershey, headmaster of Episcopal High School. While Crosland served as a trustee and chair of the building committee, the high school built a new chapel, art center, alumni house and dorms. Crosland also has donated generously to programs at Episcopal and other schools to help students with learning disabilities. “I had to work twice as hard or maybe even four times as hard as the next person,” says Crosland in recalling his own early battles with dyslexia.

Taking into account these diverse causes, Crosland has given away more than a half million dollars annually over the last five years, with plans to increase that amount to $700,000 annually for the next five. Like his father before him, Crosland keeps much of this charity private. “He is a soft touch,” says Mansfield. “For example, there was the mother who was in danger of losing her house, and the man who needed money to start a coffee-house ministry. He helps such people all the time.”

Adds Leonard: “So much of what matters in business today is measured in dollars alone. John's life work reminds us that we can be a success in business and at the same time help people and better our communities.”