Business
Alfred Liggins is the Other Half of Urban One’s Success Story
OMAHA STAR — “Look, my mother has an amazing story from where she came, and she’s always been more of a forefront person. A lot of people tend to think this woman built this company and she made her son the CEO, but they don’t realize how long I’ve been at the company and that it was really a joint effort. They tend to think it’s a traditional family business. But my mother is very good at giving me credit. She did it when we were in Omaha.”
By Leo Adam Biga, The Omaha Star
The oft-told entrepreneurial success narrative of Urban One founder and chair Cathy Hughes tends to leave out a crucial part of the story: her son and company CEO Alfred Liggins III is an equal partner in the journey of this black multimedia and entertainment enterprise.
By now, the tale of this single mother’s rise from Omaha dreamer to Washington, D.C. icon is the stuff of legend. But what gets lost in translation is that her son also came out of Omaha. He was only 7 when he moved with his mom to D.C., but he was there long enough to form fond memories of school (Sacred Heart, Mammoth Park), recreation (Kellom Pool, Fontenelle Park) and spending time with extended family (his maternal grandparents Helen Jones Woods and William Alfred Woods).
For years, he came back annually to visit family. He twice lived with his biological father Alfred Liggins II.
Contrary to popular belief, he didn’t enter or inherit the family business after it was already rolling. He was there from its fledgling start and helped make it a success. He’s since taken it to unimagined heights.
But even he is in awe of his mom.
“Yeah, I marvel at her gumption and her fearlessness,” he said. “You have to remember, she’s only 17 years older than I am. The business was founded in 1980. I joined full time in 1985 when we had the one radio station, so I’ve had a front-row seat on the business journey from almost the beginning.
“She was very open in making me her business partner very early. It’s really a joint journey.”
Along the way, there’s been little time to admire what they’ve done together.
“It wasn’t like we were sitting back watching, going, ‘Oh, look at what we did.’ You’re too busy trying to keep doing what you’re doing on the right track and figuring out how to fix the stuff that’s not working and figuring out what the next thing is.”
He doesn’t mind her getting most of the pub.
“Look, my mother has an amazing story from where she came, and she’s always been more of a forefront person. A lot of people tend to think this woman built this company and she made her son the CEO, but they don’t realize how long I’ve been at the company and that it was really a joint effort. They tend to think it’s a traditional family business.
“But my mother is very good at giving me credit. She did it when we were in Omaha.”
Last May, Omaha feted Hughes at events celebrating her life, including naming a street in her honor. Liggins was content letting his mom have the spotlight.
“I never spend a bunch of time doing press or correcting people because that’s just not who I am. I love our partnership. I’m grateful and happy that people are inspired by her story, our story, and it’s a great story and a great journey. I don’t feel a need to build my own story separate and apart from hers.
“But if I get called for an interview and we start talking about it, I’m happy to lay out what my role was and what our relationship is.”
Before coming on full time at age 20 in 1985, Liggins worked at the station as a sportscaster and weekend talk-show host while a high school teenager.
“I guess it was cool I worked at a radio station, but I didn’t really want to do it. I was kind of required to do it. I didn’t really want to be in the radio business at first. I wanted to be in the record business.”
He went to L.A. to live with his stepfather, Dewey Hughes, looking to break into the music biz.
“I ended up unemployed and my mother suggested I come back to D.C., work at the station, go to college at night and get my act together and figure out what to do next, so I did that.”
What was then known as Radio One consisted of a single station. Within a decade, the mother and son built the company into a nationwide network.
“I always had a talent for sales. I went into the sales department and started to be successful pretty early on,” Liggins said.
He kept doubling his earnings from year to year until, by his early 20s, he was pulling down $150,000.
“I was young making a lot of money. That was the time I realized this would be a great career path if we could grow the business beyond where we were.”
Between his earnings and social life, he dropped out of night school. It was only some years later he applied to the Wharton School of Business executive management master’s program. Despite not being a college graduate, he got in on the strength of managing a $25 million a year company and recommendations from the likes of the Rev. Jesse Jackson.
“The idea that I had doubled-back and ended up getting in an Ivy League business school was exciting to me. It kind of felt like I was beating the system in some way.
My diploma says the same thing everyone else’s diploma says. In the end, I feel like I got my ticket punched, my certification, my bona fides.”
While he took care of business behind the scenes, Cathy Hughes made her presence known on air.
“My mother was doing the morning show and I was a stabilizing force in the sales department. She did some things on the air, like lead the Washington Post boycott, which really started to brand her as the voice of the black community. I was able to sell that to mainstream advertisers. We started to make money. It wasn’t a ton, but we went from losing four, five hundred thousand dollars to making a couple hundred thousand dollars.”
Reaching a more substantial audience came next.
“We owned one AM radio station, and FM radio at that time was really exploding. It was where all the audience was, AM was dying. We set out and put together a plan to expand into FM radio. I identified an FM we could afford. Investors worked with my mother and me to figure out how to finance it. It was like a $7.5 million purchase. I think they needed like 10 different minority-focused, venture-capital entities to put up the funding. And we got our first FM.
“That first year the bank required us to keep it in an adult contemporary format that wasn’t black-targeted because they wanted to have the cash flow. But we didn’t do that very well and we fell out of the ratings book. We were like, ‘OK, can we change the format to something we know?’ So, we changed to an urban adult contemporary and it took off like a rocket.”
For the first time, the company recorded serious profits.
“Five years later the AM and the FM were doing $10 million of revenue and $5 million of profitability. We became a wild success. Then we bought into the Baltimore market – our first market outside of Washington. Then we kept going from there. I felt like we were on this mission to build this business. I felt optimistic and empowered and energetic and vigorous.”
In charge of day-to-day operations for more than two decades, Liggins has led subsequent strategic moves – from taking the company public in 1998 to brokering deals that created TV One and Interactive One (now iOne Digital) to entering the casino-gaming industry. He’s also guided the company in divesting itself of low-performing stations and other media segment drags and in acquiring Reach Media, whose national radio lineup includes Tom Joyner, Erica Campbell, DL Hughley and the Rev. Al Sharpton.
“We built our company around serving the black community,” he said.
That’s why getting into television was key.
“BET was created in Washington in 1980 – the same year Radio One was formed. We knew BET founder Robert Johnson. The people who invested in Radio One were also involved in BET. One of our lead investors was actually on the BET board, so we had a front-row seat to see that success.
“It was clear there was only one network targeting black people in the entire country, and that didn’t make any sense. But we were building the radio station and TV remained off our radar for a time.”
But there was no getting around that radio was “a tertiary medium,” Liggins said, “and if you wanted to really grow the platform to serve African-Americans you had to be in the places where they’re at – and they don’t just listen to radio.
“I’ve always looked at us as in the black people business and not just the media business. BET was wildly successful and there was only one of it, so I always wanted to get into the television business.”
The opportunity to enter the TV space came, he said, when “Comcast decided they wanted to expand in content, and I went in and made a big pitch to them.
“I said, ‘Look, I know we’ve never done television before, but we know how to market and program to black people. You have the distribution, but we’ll put up all the money.’
Lots of people were wanting to start a cable network, but they wanted Comcast to put up all the money. Eventually, $134 million was raised. Comcast invested $15 million in it. They got a big piece of the company just for giving us the distribution. We invested $74 million and I raised another $30 million from people I had done business with before. That’s how we got started in TV.”
The once monolithic TV industry, he said, “is disintermediating now with cord cutting” and streaming.
“We’re trying to figure out how to pay for and deliver more content and what other distribution opportunities or systems there are for us to monetize that content.”
To hedge against media volatility, the company’s diversified into the casino gaming business with partners MGM and a casino resort in D.C.
“It’s been a great investment for us,” Liggins said.
Meanwhile, the radio business that’s been the foundation of the company, he said, is “a declining, mature legacy media business that probably will have further consolidation.” He added, “We’ve got to figure out what our role in that is.”
Urban One carries “a lot of debt,” he said, “because we piled up a bunch of debt buying radio stations over the years, and then when the Internet hit all traditional media took a hit – print taking the worst of the brunt.”
“Our debt’s come way down but still not low enough, so were continuing to reduce our leverage. We’ve been buying back stock for 10 years, which is good, because we’ve been buying it back at low prices and paying down debt. Hopefully, we’ll make that transition to the new media ecosystem and have a reasonable level of debt and have increased holdings for the shareholders who decided not to sell.”
Then there’s the new phenomenon of black culture and content being in great demand.
“Everyone wants to be in that space,” Liggins said, “which makes it more competitive for us because we’re up against big guys like Viacom, A&E, HBO, Warner. Everybody’s got black content, and some of these players have got a lot more money than we do, so we’ve got to be smart and nimble in what we produce and how we finance it.”
He’s arrived at a leadership style that suits him.
“I’m an information-gatherer. I ask a lot of questions of a lot of people and I throw a lot of ideas on the wall. Then I debate them with folks. Even though I ask people a lot of questions I’m not necessarily a manager by consensus all the time. I’ll take that info and chart the path. I’m a big believer in hiring people who know more than I do in certain areas and have skill sets I don’t.
“When we were building the radio company, I made a point of hiring people who had worked for larger radio companies. People we brought in taught us about research and disciplined programming and sales techniques, so I’m a big believer in importing knowledge. What happens in a family business when it’s the only place you’ve really worked at is that you don’t know what you don’t know. You have to import that knowledge in order to grow the business.”
He nurtures the team he’s cultivated around him.
“I try to be collegial in my style with folks even though like my mother I can be very direct. Some people may say I’m aloof. I would say generally though the people who work with me like working with me. I nurture a positive relationship with those people.
“Sometimes when you have to ask people to do difficult things or you have to address negative issues or shortcomings it’s better if it’s coming from a place of constructive criticism in a joint goal as opposed to an ego-driven place where you’re trying to prove your smarter than that person.”
Ego has no place in his business approach.
“In a corporate environment I could see where infighting could cause managers to want to make sure they get credit for the idea and they look like they’re the smartest person in the room – because they want to get that next promotion. Well, fortunately, being in your own business I don’t have to worry about that. I’m more focused on just getting to the right answer and I don’t care who gets the credit.”
Liggins, a single father of one son, acknowledges he’s given some thought to a third generation in this family legacy business.
“It would be great. My son’s 10. He talks as if he wants to. It’s still early on. He’s got to earn his way into that, too. But I like the idea that he would want to follow in our footsteps. But it’s up to me he’s got a company to even consider taking over by the time he comes of age.
“I’m still trying to navigate our transition in the media business – reducing our leverage so the company isn’t at risk and so it is set up for the future.”
Whatever happens, Omaha remains home for him and his mother – a reality impressed upon him when they visited last spring.
“It’s like you come full circle. This is where we both recognize we’re from. We’ve got deep roots there. There’s a track record of successful African-Americans from that community. We’ve always come back.
“To have a street named in her honor is a big deal. You feel like your business career and your life have meant something. It was an amazing experience.”
(Read more of Leo Adam Biga’s work at leoadambiga.com.)
Black Press
Statement from the President of the National Association of Black Journalists on Press Ban
TEXAS METRO NEWS — The National Association of Black Journalists (NABJ) condemned President Donald Trump’s decision to deny access to MS NOW journalists and his threats against CNN and Politico due to unfavorable coverage. The NABJ stated that journalists hold power accountable for the American people, and government officials cannot grant or withhold access based on reporting they like or dislike.
NABJ condemns President Donald Trump’s decision to deny access to MS NOW journalists and his threat to exclude CNN and Politico because of coverage he dislikes. The role of journalists is to hold power accountable on behalf of the American people. Government officials cannot reward reporting they find favorable with access, or withhold access as punishment for journalists who have scrutinized or criticized them. This retaliation is a threat not only to the news organizations being targeted, but to every journalist working to report independently and without fear of government reprisal. The White House belongs to the American people, and they have a right to know what their government is doing. Journalists must be free to ask difficult questions and report the answers. A free and independent press is not a privilege granted at the discretion of any president. It is a cornerstone to a healthy and functioning democracy. The First Amendment can never be optional.
Based on reporting by Texas Metro News.
Black History
HBCU Leaders, Corporate Partners Convene in D.C. to Strengthen Support for Black Colleges’ Athletic Programs
COLUMBUS TIMES — HBCU athletic conference commissioners, university presidents, and corporate leaders gathered in Washington on Tuesday, September 15, for the Salute to HBCU Sports Leadership Reception. This invitation-only event, hosted at Gensler’s K Street office, aimed to deepen investment in historically Black colleges and universities.
Commissioners from HBCU athletic conferences joined university presidents and corporate leaders in Washington on Tuesday, Sept. 15, for the Salute to HBCU Sports Leadership Reception — an invitation-only gathering aimed at deepening investment in historically Black colleges and universities.
Hosted at Gensler’s K Street office, the evening brought together conference commissioners, campus presidents, and executives from sports, media and design organizations under the theme “Building Partnerships. Celebrating Excellence. Advancing HBCUs.” Gensler highlighted its partnership with Paxton Baker on the event in a post on Instagram, showcasing the room full of HBCU presidents and conference leaders.
Five Conferences, One Room
Commissioners from four NCAA conferences and one NAIA conference were on hand, representing institutions that compete across Division I, Division II and the NAIA:
Anthony Holloman — Southern Intercollegiate Athletic Conference Charles McClelland — Southwestern Athletic Conference Jacqie McWilliams Parker — Central Intercollegiate Athletic Association Sonja Stills — Mid-Eastern Athletic Conference Kiki Baker Barnes — HBCU Athletic Conference
Their presence linked leadership from across the HBCU athletics landscape with campus administrators and organizations working in event management, design and media.
Presidents and Black Press Leadership in the Room
Among the university presidents in attendance were Prairie View A&M’s Tomikia P. LeGrande and Bowie State’s Aminta H. Breaux.
LeGrande’s appearance came just days after the Thurgood Marshall College Fund named her the recipient of its Educational Leadership Award, as announced by Prairie View A&M. She was honored at TMCF’s 39th Anniversary Gala on Sept. 12 in Washington. LeGrande has served as Prairie View A&M’s ninth president since June 2023.
Breaux, who has led Bowie State since July 2017, previously chaired the CIAA’s board of directors, according to her university biography.
Benjamin F. Chavis Jr., president and CEO of the National Newspaper Publishers Association, also attended — fitting, given the NNPA’s role as one of the reception’s presenting partners. Chavis and HBCU GO’s Lawrencia Moten conducted two 30-minute interview sessions with the conference commissioners, covering topics ranging from the NIL era to conference growth and the experience of leading HBCU athletics, according to HBCU GO President Curtis Symonds, who spoke with HBCU Legends about the sessions.
Corporate and Institutional Partners
Five organizations presented the reception together:
Gensler — the architecture and design firm that hosted the event Events DC — the District’s convention and sports authority USA Track & Field — the sport’s national governing body National Newspaper Publishers Association — representing Black newspaper publishers HBCU GO — the network dedicated to HBCU sports and culture
That mix of partners pointed to a range of possible collaborations ahead, from athletic facilities and event operations to sports programming and media coverage.
Building Beyond the Scoreboard
What stood out most was the mix of people in the room — conference commissioners setting strategy for their leagues, university presidents shaping institutional priorities, and corporate partners bringing resources and expertise from multiple industries.
With college athletics undergoing rapid change, particularly for HBCUs navigating the NIL era and shifting conference dynamics, the reception offered a venue for candid conversation and relationship-building. Its underlying purpose went beyond athletics: using sports as an entry point to broader opportunities in education, workforce development and economic growth for HBCUs.
Based on reporting by Columbus Times.
Black History
At CBCF Conference, a Panel Asks What Black Public Figures Owe the People Who Follow Them
COLUMBUS TIMES — The Congressional Black Caucus Foundation’s Annual Legislative Conference featured a panel titled “Platforms & Purpose: A Conversation With Black Men Leveraging Their Reach.” Actor and activist Kendrick Sampson, Rep. Jasmine Crockett, media personality Jason Lee, singer Eric Benét, and rapper Yung Joc discussed how public figures can translate influence into real-world change.
WASHINGTON — Among the more than 100 policy forums and brain trusts at this year’s Congressional Black Caucus Foundation Annual Legislative Conference was a conversation about influence itself: who has it, and what they do with it.
"Platforms & Purpose: A Conversation With Black Men Leveraging Their Reach" brought together actor and activist Kendrick Sampson, Rep. Jasmine Crockett, media personality Jason Lee, singer Eric Benét and rapper and radio host Yung Joc. The session looked at how entertainers, creators and elected officials can turn public attention into real-world change.
The panel took place at the 55th Annual Legislative Conference, a five-day event in Washington that began Wednesday. This year’s theme is "Rooted, Ready & Rising," and the conference coincides with the CBC Foundation’s 50th anniversary. CBCF President and CEO Nicole Austin-Hillery has said the gathering is meant to "combine celebration with purpose," while taking up issues including voting rights, economic opportunity, education, health disparities and criminal justice.
That mix of celebrity and policy is a long-running feature of the conference, which brings lawmakers, advocates, entrepreneurs, students and entertainers into the same rooms. The panel’s premise reflects a broader question as creators reach audiences that rival traditional media.
A career built on both stage and street
Sampson is a natural fit for that conversation. The Houston native is known for television and film work, including HBO’s Insecure, and for his activism off screen. He co-founded BLD PWR, a 501(c)(3) nonprofit that combines entertainment, education and activism.
The organization says its mission is to "reimagine and realize the liberated future we know our people deserve." It works to mobilize entertainment-industry figures and organize communities around racial, gender, immigration, economic and environmental justice, mental health and wellness, and opposition to state violence. BLD PWR emphasizes storytelling and community healing, and it centers the voices of Black, Indigenous and other marginalized communities.
What to watch
The conference runs through Sunday at the Walter E. Washington Convention Center. Details on sessions and registration are available through the CBC Foundation.
Based on reporting by Columbus Times.
Black Press
Newsom Signs Addictive Social Media Law to Protect Kids
Newsom said California’s approach focuses on the features that can encourage excessive social media use rather than taking the broader step of banning teenagers from the platforms altogether. He contrasted the measure with restrictions adopted in Australia and Malaysia that prevent teenagers from accessing social media or creating accounts.
Word Count: 391
Gov. Gavin Newsom has signed a new California law targeting addictive social media features that can keep children scrolling, giving the state new authority to restrict how platforms engage young users.
AB 1709, authored by Assemblymember Josh Lowenthal (D-Long Beach) prohibits social media companies from giving children under 16 access to personalized feeds, including “For You” pages, as well as other features designed to maximize screen time, such as infinite scrolling and video autoplay.
The law does not prevent children under 16 from using social media. Instead, platforms must deactivate the covered features for those users.
“This is about actually addressing the problem, the scrolling, the algorithms,” Newsom said Sept. 10 during a bill-signing event in the San Francisco Bay Area.
Newsom said California’s approach focuses on the features that can encourage excessive social media use rather than taking the broader step of banning teenagers from the platforms altogether. He contrasted the measure with restrictions adopted in Australia and Malaysia that prevent teenagers from accessing social media or creating accounts.
The law comes amid growing concerns about the impact of social media on children’s mental health and well-being. California lawmakers have increasingly focused on the design and business practices of technology platforms as part of efforts to protect young users.
AB 1709 is one of 13 youth online safety and privacy laws Newsom signed Sept.10. The package also includes measures regulating AI chatbots, increasing potential penalties for technology companies and establishing additional protections for children using digital services.
Lowenthal said the new rules represent a shift toward greater accountability for technology companies.
“We want oversight. We want accountability. We’re done asking nicely, and we’re demanding that there is a duty of care across these platforms — a duty that puts the wellness of our children ahead of profits,” Lowenthal said.
The law builds on California’s broader effort to regulate children’s online experiences. A separate law, AB 1043, will require users to provide their birth dates when setting up new phones or laptops beginning in January, with device manufacturers required to share users’ ages with apps.
Some youth online safety advocates have supported AB 1709 as a more targeted alternative to outright social media bans. Others have warned that the restrictions could make it harder for some LGBTQ+ young people to find support online and questioned how effectively age requirements can be enforced.
Black Press
Newsom Signs Addictive Social Media Law to Protect Kids
Newsom said California’s approach focuses on the features that can encourage excessive social media use rather than taking the broader step of banning teenagers from the platforms altogether. He contrasted the measure with restrictions adopted in Australia and Malaysia that prevent teenagers from accessing social media or creating accounts.
Word Count: 391
Gov. Gavin Newsom has signed a new California law targeting addictive social media features that can keep children scrolling, giving the state new authority to restrict how platforms engage young users.
AB 1709, authored by Assemblymember Josh Lowenthal (D-Long Beach) prohibits social media companies from giving children under 16 access to personalized feeds, including “For You” pages, as well as other features designed to maximize screen time, such as infinite scrolling and video autoplay.
The law does not prevent children under 16 from using social media. Instead, platforms must deactivate the covered features for those users.
“This is about actually addressing the problem, the scrolling, the algorithms,” Newsom said Sept. 10 during a bill-signing event in the San Francisco Bay Area.
Newsom said California’s approach focuses on the features that can encourage excessive social media use rather than taking the broader step of banning teenagers from the platforms altogether. He contrasted the measure with restrictions adopted in Australia and Malaysia that prevent teenagers from accessing social media or creating accounts.
The law comes amid growing concerns about the impact of social media on children’s mental health and well-being. California lawmakers have increasingly focused on the design and business practices of technology platforms as part of efforts to protect young users.
AB 1709 is one of 13 youth online safety and privacy laws Newsom signed Sept.10. The package also includes measures regulating AI chatbots, increasing potential penalties for technology companies and establishing additional protections for children using digital services.
Lowenthal said the new rules represent a shift toward greater accountability for technology companies.
“We want oversight. We want accountability. We’re done asking nicely, and we’re demanding that there is a duty of care across these platforms — a duty that puts the wellness of our children ahead of profits,” Lowenthal said.
The law builds on California’s broader effort to regulate children’s online experiences. A separate law, AB 1043, will require users to provide their birth dates when setting up new phones or laptops beginning in January, with device manufacturers required to share users’ ages with apps.
Some youth online safety advocates have supported AB 1709 as a more targeted alternative to outright social media bans. Others have warned that the restrictions could make it harder for some LGBTQ+ young people to find support online and questioned how effectively age requirements can be enforced.
Black Press
OP-ED: How Head Start Also Helps Parents
BLACKPRESSUSA NEWSWIRE — “I never thought I would be here before Head Start. It was rough. No childcare, job loss. I’ve been helpless,” she shared on stage at the National Head Start Conference in Baltimore. “When I applied, I did not think my daughter would get in. When I got the call, I cried tears of joy.”
Ron Herndon Head Start Parent Scholarship awardee Paris Hill, of Sunbelt Human Advancement Resources in Greenville, South Carolina, says that Head Start has been instrumental in reaching her dreams.
“Head Start made me sit and realize my goals and what steps I needed to take to achieve them. They show compassion, love, and dedication to helping parents. They push you to do, to be, and to do better—not only as parents but for yourself.”
Hill embodies the spirit of NHSA’s Ron Herndon Scholarship, which celebrates a Head Start parent who goes above and beyond in their community.
During the pandemic, Hill participated in virtual classroom instruction with her children and engaged in parent virtual activities such as Parent Committee meetings and financial literacy classes. She recently contributed over 96 hours to her program.
“I never thought I would be here before Head Start. It was rough. No childcare, job loss. I’ve been helpless,” she shared on stage at the National Head Start Conference in Baltimore. “When I applied, I did not think my daughter would get in. When I got the call, I cried tears of joy.”
Hill enrolled in college and pursued a bachelor’s degree in applied sciences with a concentration in business management. She has met and exceeded her personal goal of becoming a nail technician and creating her own business.
The $2,500 parent scholarship supported her vision. “Head Start made me sit and realize my goals and what steps I needed to take to achieve them. They show compassion, love, and dedication to helping parents. They push you to do, to be, and to do better — not only as parents but for yourself.”
She has an uncommon career goal — to become a mortician — and has already found part-time work. She has found it rewarding to assist families who were going through challenging times because of the death of a loved one.
“When I first applied for the parent scholarship program, I was excited and this was my time to show what I’m capable of. It fills my heart with joy knowing I had a team of teachers and directors pushing me to do better and acknowledging me as parents and not just as a mom.”
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