The first thing you notice about Verna Griffin-Tabor is her welcoming smile and easy manner. You’d never guess she works with trauma survivors and heads a legacy organization that focuses on advocacy, healing, and the prevention of domestic violence and sexual assault (“Real light subject, huh?”). That org, the Center for Community Solutions, maintains emergency shelters, a hotline, and the city’s only rape crisis center.
Before Griffin-Tabor, known to many as “Vee,” arrived at CCS 21 years ago, she’d earned a bachelor’s degree in criminology and a master’s in social work. Early in her career, she designed treatment programs for children who’d been sexually assaulted. She went on to work with rapists and pedophiles in a federal prison in LA, as well as with perpetrators in a halfway house. The challenging work with the convicted “catapulted me to want to work with survivors.”
When she started as CEO and executive director of CCS, its budget was $700,000 and there were just 17 people on staff. Her job involves a lot of fundraising, while still nurturing a healthy culture at the agency and ensuring best practices. CCS now has 80 staff members, 300 volunteers, and a budget of $6 million. With ten locations in San Diego County, they were able to help 22,000 San Diegans last year. What keeps her going is her unassailable optimism, and the knowledge that violence is preventable.
On the #MeToo effect:
I’m seeing a shift in people reaching out for help. Two years ago, our hotline calls went up 15 percent, and they’ve gone up again this year. People are less afraid to come forward. When I look at my career, and I look at where we were 30 years ago, even though it’s a snail’s pace, we are pushing the envelope. Things are changing, laws are changing. Public opinion is a slow-moving machine, but I do see changes. Is it fast enough for me? Heck no! But it is changing.
On the importance of recharging:
Vicarious trauma is real. We do a lot of teaching at the agency around self-care. And for me, honestly, when I get to a problem during the day, what grounds me is, survivors would really like to have this be their problem. When I go home, I have learned how to separate. I ride bikes, I work out, I do yoga. I meditate, and I have a very full life outside of here so I can come back recharged. I had to learn to take breaks. I looked at myself when I wasn’t taking regular vacations. Not only was I not being the person I wanted to be, but I also didn’t give a good message to our leadership team. We have very capable leaders, and they are just fine when I’m not here. As a matter of fact, if they’re not, what kind of foundation did we really build?
On working with boards:
When I first came in, we had a grassroots board, then we moved to an operational board. I took classes on the side. Having a challenging experience in a previous job taught me how to set limits for the board about what the role is and what it isn’t in terms of micromanaging, and how damaging that can be to staff. I’ve been fortunate because we spend so much time in board recruitment, we really get to know people. We don’t have the time to have a board that’s divisive or are chest-pounders. People who come to do this work usually have a real commitment to it.
From doing social work to taking a leadership role:
My social work training actually helps me be a better leader and manage people more effectively because it’s about communication and setting boundaries, and really listening to people when you’re trying to make a decision. [Working with prisoners,] sometimes it was just sitting in a room with them, because so many people had made assumptions about who they were. Being with them, talking with them slowly, over time, would build trust, so that we could start looking at incremental goals.
Explaining her line of work:
I watch people physically shut down. I can see their eyes glaze over because of the intensity of sexual assault and intimate partner violence. That’s where my social work training and my counseling training helps me figure out if there’s a place where we can have this conversation. Because I’m interested in creating seeds for change. They may talk over me. I don’t take ownership for that because I don’t know what I’m tapping into with them. I don’t know what their life experiences are, if they’re threatened by it or they just don’t have the emotional bandwidth to tolerate hearing about this issue. I pay attention: Are they engaging? Are they asking questions that invite me in? And then there are some people I can just tell want to get away. I understand. What I want people to know is why there’s every reason to be hopeful, why it’s so important that we lean in on these issues, and that it doesn’t have to be so scary. I want every school to have education on healthy communication, healthy boundaries, and consent.
In Her Own Words
First Job Ever:
At age 16, I waitressed in a beach resort in Ocean City, Maryland.
Erin Meanley Glenny: How does San Diego compares to other cities, in terms of helping victims of sexual violence and intimate partner violence?
Verna Griffin-Tabor: San Diego is seen as a leader in this field nationally. Two programs are cutting-edge right now and unique to San Diego. One is Domestic Violence Abuse Forensic Exams. We’re working with Palomar Medical, law enforcement, and the DA. It’s an evidentiary exam for people who have been victims of domestic violence, with a particular focus on strangulation. When somebody has been [briefly] strangled, they may feel like they’re fine [afterward], but they need a medical exam because they could stroke out in 72 hours. As harsh as it is to talk about, it is saving lives. It’s one of the few in the country. There’s something else called High Risk Teams that the DA asked CCS to coordinate; it’s when a law enforcement officer—or anyone in the community—is working with someone and they know they’re in harm’s way. It’s a way to mobilize the community quickly, bringing in law enforcement, the DA, and other social service agencies to put a safety net around the survivor.
EMG: At what age is it best to start teaching children about healthy relationships?
VGT: I think you start talking to little ones at five and six years old, but you don’t talk about rape and domestic violence. You talk about healthy boundaries and not having kids get in each other’s faces, asking somebody for a hug. Children have the right to say, “No, I don’t want a hug right now.” And then, as they get older, there are age-appropriate conversations to have.
Junior high kids are learning from each other whether we like it or not. They’re on their phones all day. Junior high, high school students are looking at porn. We have to be having these conversations—and not from a fear base; that will do nothing—talking about what’s natural and normal. What is respect? What are healthy boundaries? What is consent? These are just good, healthy conversations. People are scared to have them because they’re not given the tools, but we have all kinds of curricula.
And having some conversation about what it means to be a young man or a young woman; what does that mean sexually and in terms of consent? We’re about healthy relationships. We’re not here to promote any kind of sexual activity; we’re here to look at healthy communication. When you’re dating somebody, what’s okay when you disagree? How do you resolve conflict? I think you start young talking boundaries, individual physical space, and respect for your body, those kinds of things.
I would really love to see it as part of the curriculum. Not just the counselor or having an assembly on these issues, but to have them be a regular part of class. It would be so good for us as a culture, as a country, as a community. And it’s not so farfetched. This is a valuable life skill that we should really integrate into the school system, and give it to parents so they have the tools and they’re not unsure or scared to have the conversation. Let’s make it simple. Let’s take the fear out.
We’ve seen that you have to do at least three “doses.” You have to go back repeatedly to create change. One assembly, one event is not going to help change behavior. They need time to absorb it, try it out, come back, question it.
We’re in a few San Diego Unified schools; we’re in all schools for probation for young boys and young women. Let’s not wait until they have to get there. I’m not marginalizing that, but let’s get on the front end. Hopefully we can head off some of this violence. It’s so doable.
EMG: What kinds of volunteer opportunities does CCS offer?
VGT: We want to expand the work we’re doing in prevention, and we need financial resources to meet the need. We always need volunteers and we put people through extensive training. If somebody wants to do direct service—they want to have contact with survivors, respond to the hospital or help out on the hotline or in the shelter—you need empathy. People who want to help but don’t want the face to face will often help us with administrative tasks, or us do outreach in the community. We always need board members and help fundraising. It depends on somebody’s interest and skill and where they feel like the best seat on the bus is for them.
Captain Keno’s No. 8 special—pancakes, sausage, toast, home fries, and eggs for $2.99—was the fuel that powered Benji Weatherley for surf competitions as a teenage pro. A couple decades later, tears were shed when the Coast Highway dive-slash-eatery called it a day after 54 years. Usually, the guts of a shuttered restaurant go to liquidation auctions or straight to the dump to decompose along with its legend. Instead, Weatherley took in Keno’s spare parts—plus other relics from Encinitas’ past—and used them to build the newest community hangout.
Every single piece in the place is from somewhere in this town,” Weatherley says about Breakers Cafe Bar & Grill. “I’m not going to settle for anything less.”
Breakers is a Hawaiian hideout in an uncool part of the coastal surf town, but it’s got the set design of an Encinitas superfan. The plates, silverware, and coffee mugs are from Keno’s. So are the tables and booths. There’s a bench made from the last table preserved in The Derby House (a building that, for over a century, was a hotel, then became a hospital, a religious retreat, and a private home). Weatherley’s not performing CPR on old upholstery because he’s a fan of antique furniture. It’s a method to bring people together.
“Representing nostalgia in this town is the only way to grasp a hold of the community,” Weatherley says. “Everyone wants to touch and feel something different from what they’re experiencing on their phones.”
Photo Credit: Matt Furman
Every week, locals bring him photos, artifacts, and bits of paraphernalia from Encinitas’ past and ask Weatherley to give them a new home. “I’ve had ladies who were there when [Captain Keno’s] opened cry in my arms and say, ‘This table is where I had my second birthday with my grandma,’” he says. “They tell me these stories, and I tell them I have all the same stories about my mom.” (Weatherley’s mom first brought him to Keno’s and helped raise the young surfers from the Momentum Generation documentary—Weatherley, Taylor Steele, Rob Machado, Kelly Slater, etc.—as they surfed some of the world’s most dangerous waves at Pipeline in Hawaii. Back then, she owned Breakers Restaurant & Bar in Haleiwa. Name sound familiar?)
Weatherley has always been the funniest man in the room. He calls Breakers “the Chuck E. Cheese of Encinitas.” The restaurant hosts hula dancing classes, open-mic comedy nights, and evenings bartended by longtime Captain Keno’s barkeep Vaka Kaufusi. Cult-loved reggae band Steel Pulse hit the Breakers stage recently to perform a new song that Weatherley also helped write. His longtime friend Jack Johnson has dropped by to sing a few, too.
Despite not having a fancy location along the 101, people are catching on. Fire stations and hospitals have held staff parties there. Weatherley also currently sponsors four sports teams.
“Last night, I had a girl say, ‘I want my birthday party at Breakers,’” he says. “That, to me, is community in a nutshell.”
Emma Veidt is an editor at San Diego Magazine. She earned her bachelor's and master's degrees from the Missouri School of Journalism. She loves running, hiking, and rock climbing, but really, she mostly loves encounters with the street cats around North Park.
Walking into a room full of strangers isn’t high on the fun index for most. It’s inherently awkward: Everyone’s standing in closed-loop clusters, deep in conversation, and, depending on your social aptitude, the feeling is somewhere between light apprehension and burning alive from the inside out. The pull to retreat or reflexively look busy on your phone is stronger than the drink you now deeply crave. Having friends is nice, but making friends can be brutal.
There’s plenty of commentary on the loneliness epidemic. Last year, the American Psychiatric Association reported that one in three adults feel lonely at least once a week; those aged 18 to 34 are more likely to feel isolated and even more likely to turn to social media as a result. Dr. Vivek Murthy’s “My Parting Prescription for America” cautioned that “being socially disconnected increases our risk of heart disease, dementia, depression, anxiety, and premature death.” So it’s not just an emotional need; it’s nearly nutritional—chit-chat and the occasional wine-fueled, emotional deep-dive are just as important as Pilates and a reasonable amount of kale.
Finding social connections in any city is hard, but San Diego has very specific challenges. This is largely a transient population that acts as a temporary hotspot for many and a permanent home for few. Pick your reason: high rent, surreal gas prices, housing shortage, meh job opportunities (ranked 71st in the country in 2025), or the fact that active military is a sizable chunk of us (110,000-ish)—stationed here for a stretch, then gone. This constant flow of departees sucks out the potential for deeply established families and friend groups, leaving a good share of nomads, searchers, and plenty of people feeling socially awkward.
“There’s an underlying loneliness in all of us,” says Ramel Wallace, the host of monthly meetup CreativeMornings. “There are not a lot of San Diegans who are born and raised here, so [even those] San Diegans end up being just as lonely as the person who just got here.”
Photo Credit: Blair Kirby
Every month, in local libraries, breweries, and small businesses, there are ambitious social architects who have made a career out of undoing social sads. Extroverted champions of the awkward and searching, they’ve struck gold on in-person connection.
The first moments in a social situation are crucial. Sets the tone and cools the nerves.
At Pitch-A-Friend, singles recruit their close friends to present a slideshow of their dating green flags. The entry points for connection at Pitch-A-Friend are simple, old tech: stickers. Each colored sticker indicates if the wearer is single or taken, queer or straight, or practicing ethical non-monogamy (in a partnership but open to others under a mutual understanding).
At the helm of each showcase is Arielle Fuller, aka Chief Wingwoman, who is making dating hopeful again. As Fuller explains, this takes some of the fear of rejection out of a first interaction. “Putting a sticker on immediately means, ‘I wanted to leave my house and talk to someone, and I am a safe space to come and speak to me,’” she says.
Of course, not all of San Diego’s events designed to make connections are romantic. On the last Friday of every month, hundreds gather at San Diego Central Library for the local chapter of CreativeMornings—an org formed to unite creatives in various cities across the world (designers, artists, writers, producers, performers, architects, etc.).
Photo Credit: Gina Ribando
These aren’t your standard business card swaps, though. Coming from a hip-hop background, host Wallace uses call-and-response to break the fourth wall. “This is not my stage at all, this is our stage,” he says.
In your standard lecture-based meetup, the crowd silently faces the host and acknowledges nobody except those they came with. At CreativeMornings, everyone is encouraged to look around, pay attention to the strangers in the audience—not just the host. Wallace will pull volunteers to read the CM manifesto aloud, and he passes the mic to creatives, who make 30-second pitches to the community about projects they’re working on—and there’s always an invitation to connect and collaborate with the presenters whose ideas struck a chord.
The U.S. Chamber of Connection (yes it exists) says people experience life transitions nearly every year, and in these stretches are more open to forming new habits, relationships, and communities. In a revolving-door city like ours, the transition often comes when someone moves away. In 2023, the Census Bureau reported San Diego had the ninth-highest rates of domestic out-migration in the US.
This poses an issue for friendships that IRL SD addresses in monthly friend-making events called 619 Night.
“San Diego isn’t a place a lot of people stay forever,” says Alex Hunter, the creator of IRL SD. “They leave, and people [who stay] lose that community, so they’re hungry for community again.”
Their website describes the vibe as “backyard party meets college fair meets networking event meets happy hour.” Each follows a theme—wellness, sports, refresh and reset, etc.—with related community groups joining as well.
“The people I encounter are trying to get a fresh start in some capacity, so they’re more open, receptive, and ready to meet new friends,” Hunter says. “They need the circle.”
Photo Credit: Elysian Visions by Deaune Boyd LLC
Another way adults can break out of this disconnection is to revert in unison, says artist Elisa Summiel-Bey. The 2015-ish adult coloring book moment in the US was based on some real science, with multiple studies finding coloring has a noticeable meditative and stress-release effect by taking the brain away from anxieties and mental inventories, and focusing it on a simple, easy art. Summiel-Bey’s company Illustrated Melanin throws “Color & Chill” events, turning that trend into a group exercise, along with live DJ sets, wellness experts doing sound baths, and food and drink from BIPOC-owned local businesses. “I tend to think of coloring as your way to tap back into your childlike play,” she says. “As adults, I think we’re almost scared to let loose and have that unabashed joy.”
All of these social meetups attract crowds of likeminded connection-seekers, but high attendance is not the only thing that matters. Metrics nuts can track RSVPs, but spreadsheets can’t capture intangible wins: friendships made, innovative ideas sparked, collaborations kicked off. At CreativeMornings, Wallace redefines ROI as Return On Imagination. Resounding success means thoughtful inquiries over coffee, curiosity about the monthly meeting themes, and requests to take the microphone.
A simple, observable ROI is an increased number of window shoppers to the experience—on the periphery, watching from afar, looking for the right way in. Hunter from IRL SD sees the anxiety in her DMs. “The scariest part for you right now is not meeting new friends: It’s the unknown,” she says. “It’s the gap between ‘I’m here’ and ‘That’s where I need to be.’ If I can help you understand, or get a little bit of a shape around that unknown, it’s much more approachable.”
Courtesy of IRL SD
Being able to bridge that gap, however, depends on your ability to step out of your own mind. “It’s not a connection crisis; it’s a courage and confidence crisis,” says Fuller. The first hello could be as easy as, “Hey, cool shirt.” These are the types of things she includes in her confidence lab reels on Instagram and weekly newsletters.
Ever left a social event and shot straight into a spiral? Was I being weird? Why did I tell that story? I hope that person moves to another state very soon.
The experts say that post-event self-interrogation is a standard-issue part of being alive.
“I love awkward people, and I love being awkward myself,” says Wallace. “It’s humbling to experience: ‘I’m not alone. Finally someone is not put together.’ So give yourself that grace.”
Jeannine Boisse (she/her) is a freelance writer and professional creative with a background in Radio & Television. Based in sunny San Diego, Jeannine spends her time exploring the city's vibrant brewery scene, cooking up new recipes in the kitchen, and connecting with new people.
Renewable energy companies building hundreds of power plants. Biotech startups using artificial intelligence to create personalized medicine for children with rare diseases. Hospitality companies quietly powering thousands of local events. Consumer brands growing from beach-town startups into national businesses. These are the kinds of companies driving San Diego’s economy today, and the businesses recognized at this year’s San Diego Business Impact Awards offer a snapshot of where the region is headed.
Hosted July 23 by San Diego Regional Economic Development Corporation (EDC) and JPMorganChase, the second annual awards event honored four local companies for innovation, growth, and economic impact. More than 100 nominations from San Diego’s middle-market businesses were reviewed by a 10-person judging committee, with winners selected across four categories: startup, early-stage innovator, rising star, and established heavyweight.
Two-time honoree Jimbo Someck, founder of Jimbo’s organic grocery stores, also joined the event for a fireside chat on buying local, supporting emerging brands, and giving back to the community.
“San Diego’s strength comes from its makers and builders—the resilient people who endure great risks and overcome obstacles to build and scale a company,” says Aaron Ryan, San Diego Region Manager and Middle Market Banking at JPMorganChase & Co. “These awards aren’t just recognition; they spotlight the talent, grit, and innovation shaping our region’s future. By celebrating those who create and build, we foster connections and fuel the growth that keeps San Diego thriving.”
Photo Credit: Matt Furman
Building the Infrastructure Behind Clean Energy
Heavyweight honoree SOLV Energy has grown alongside the country’s rapid investment in renewable power. “It’s an exciting time for SOLV Energy as we are experiencing significant growth,” says CEO George Hershman. “The business has doubled over the last year and has almost double-digit growth since its inception.”
The Rancho Bernardo-based company designs, builds, operates, and maintains utility-scale solar and energy storage facilities. Since its founding in 2008, SOLV Energy has built more than 500 power plants.
Growth has translated directly into hiring. About 200 employees work from the company’s local headquarters, including roughly 20 interns. “Our intern program is a big part of the way that we grow our workforce,” Hershman says. “Last year, 43 percent of our interns became full-time employees. We believe San Diego is a great community to build and grow a high-tech infrastructure and technology company because of the incredible workforce—the ability to attract top talent and draw from world-class universities.”
Photo Credit: Matt Furman
Developing Medicine One Patient at a Time
Startup honoree La Jolla Labs is tackling one of medicine’s biggest challenges by developing personalized RNA therapeutics for patients with rare diseases—many of them children with neurological disorders like ALS. Using proprietary artificial intelligence and machine learning tools, the biotech company develops treatments tailored to each patient’s specific genetic mutation.
CEO Tamar Grossman says the recognition reflects how far the company has come despite limited resources. “We’re honored to be recognized for our ability to change and save patients’ lives and turn our lean startup into a clinical company with very minimal resources,” she says.
Grossman credits San Diego’s concentration of research institutions—including UC San Diego, the Salk Institute, and Scripps Research—with creating a pipeline of talent and collaboration. “San Diego is one of the world-leading centers for technology, genomics, and RNA therapeutics,” she says. “We have over 30 RNA therapeutics companies here, and we support each other and help with anything related to drug discovery.”
She says that collaborative spirit extends beyond formal partnerships. “You can walk around Torrey Pines, go into a café, and find colleagues from the industry and have an ad hoc conversation,” Grossman says. “That’s something very unique to San Diego.”
While Snake Oil Venue Company may not be a household name, chances are many San Diegans have attended one of its events. The early-stage innovator honoree has expanded from beverage catering and mixology consulting into venue management, operating Julep Venue in Mission Hills, Bramble Bay Venue in Imperial Beach, Vesper Venue, the Chapel at Liberty Station, and five outdoor venues throughout Liberty Station—more than 500,000 square feet of event space altogether.
“We do a lot of launch parties for corporations and new products,” says CEO Mike Esposito. “I really like working on the entrepreneur side of things, where new businesses are entering the San Diego market and looking to make a splash.”
Snake Oil has executed more than 16,000 events, employed more than 1,000 people, and partnered with more than 900 local vendors, including caterers, florists, photographers, entertainers, and other hospitality businesses. The company also works with many of San Diego’s nonprofits, museums, and cultural institutions. “We get to celebrate people’s most important moments,” Esposito says. “Whether that’s a wedding, celebration of life, or quinceañera, we’re fortunate to be involved in the community in so many different ways.”
Photo Credit: Matt Furman
Growing a Beach-Town Brand into a National Business
Rising star honoree ALOHA Collection is proof that a simple idea can grow into a thriving company. Founded by two roommates who wanted a better way to carry wet swimsuits after a day at the beach, the lifestyle brand has grown into a business while maintaining strong year-over-year growth.
Now headquartered in Carlsbad, ALOHA Collection employs more than 100 people and operates its California flagship store in Encinitas, which is slated for a remodel. With roots in Hawaii, the company is known for its lightweight, splash-proof travel bags that have become a familiar sight on beaches in San Diego and beyond.
“‘Aloha’ is part of our name, but it’s also how we move through the world,” says CEO Lynna Barnard. “It’s how we show up for people, the way we travel, the way we give back.” Since day one, the company has maintained a 5 percent giveback to Hawaii conservation efforts, contributing millions of dollars over the years.
“I think what’s so inspiring about ALOHA Collection, and the founders in particular, is when you dream big, those dreams can come true when you work hard and trust in the universe,” Barnard says. “It’s inspiring to be a role model for other people wanting to start businesses from humble beginnings. Start small and watch it grow.”
Together, businesses like these form a cornerstone of San Diego’s economy—not only through the jobs and revenue they generate—but through the local workers they hire, vendors they support, and investments they make in the region. Their growth doesn’t happen in isolation; it ripples outward, strengthening the broader business community and the people who call San Diego home.
Ray’s Tennis doesn’t look like much from the outside. Never has. It’s just a green box with cloudy windows in Hillcrest, just steps away from a McDonald’s on University Avenue. But for nearly 60 years, this place has been the genesis for three generations of San Diego tennis dreams. Head inside, and you enter one of the tennis world’s great cornucopias.
For years, there was a tennis court behind the store, where owner Bob Ray gave countless lessons. It was like a racket-sport speakeasy; most customers didn’t realize the court existed unless Bob or his wife, Hiroko, guided them through the back door of the shop. Eventually they converted it into a half-court indoors—where a patron might take a racket for a few trial thwacks, trying to avoid rounders of tennis clothes that shared the space.
The shop is an abridged living history. Relics hang from the ceiling: a model of an old metal racket used by fiery lefthander Jimmy Connors in his heyday, and a version of the wooden Donnay that Björn Borg wielded on his way to five consecutive Wimbledon championships from 1976 to 1980.
And just inside the front door is Hiroko eternally stringing new rackets, carefully threading and adjusting the tension of the polyester strings, back and forth, until she has the entire racket head strung.
Photo Credit: Matt Furman
“I worked seven days a week—five days off in the year,” she says. “My hearing is still good. Physically, I’m as good as I was. Working seven days a week, standing all day. I’m mentally healthier than most people.”
The racket stringing is an operation she does up to 20 times a day—and one that, in some ways, resembles the thread work done by her father decades ago, when he ran a tailor’s shop in Japan.
Hiroko, now 81, was born in the city of Yokosuka at the tail end of the WWII. Her family evacuated to the countryside to escape the bombing raids, and she remembers growing up surrounded by rice fields and mountains. It was in Japan that Hiroko met Bob, a third-generation San Diegan, in the late 1960s, when he was stationed there with the Navy.
Among his possessions at the time was a tennis racket. Inherited from his father, who died when Bob was 11, this racket changed the trajectory of his life: He played constantly, filling up his school days, afternoons, and evenings on the tennis court. He was one of the highest-ranked teen players in the state, and he dreamed of joining the international tournament circuit after his stint in the Navy. But—speaking plainly—he acknowledges that he wasn’t quite good enough to compete with the best of the best. So, instead, he modified his dreams. He and Hiroko returned to San Diego in 1968, and he took a job as the club pro at Morley Field. By their mid-20s, in lieu of touring the world on the tennis circuit, the couple was running the club’s tennis store.
They spent 11 years at Morley Field, which at the time was one of the city’s tennis epicenters, hosting major tournaments for juniors. When the city handed over the store lease to a wealthier applicant, the Rays took over the property on University Avenue and moved in their tennis gear. They have been there ever since—through the McEnroe and Navratilova and Evert eras; the rise of Agassi and Sampras and Graf; the reign of the Williams sisters; the Federer-Nadal-Djokovic rivalry; and into the Alcaraz era. In the near-half century they have sold tennis gear in Hillcrest, the Rays became beloved anchors of the neighborhood’s business community, symbols of stability in an ever-changing environment.
At 84, Bob is still lean and, in his Lacoste tracksuit and Adidas cap, remains every bit the club pro. Like Hiroko, he comes to the store every day—though sometimes, if he is playing tennis in the morning, he might arrive a little later.
Photo Credit: Matt Furman
But time has started to take its toll. His hearing isn’t what it used to be, and the aging process is revealing itself to be true. And much to the disappointment of their loyal clientele, San Diego’s “First Couple of Tennis” is retiring, a milestone that marks the end of an extraordinarily long chapter in the city’s tennis history.
But Ray and Hiroko didn’t sell the building to a developer for condos or to a big-box retailer looking to open a boutique outpost. Determined that Ray’s should remain a tennis temple, they have negotiated a sale to a former employee who wants to continue the Rays’ legacy.
As of this writing, Hiroko and Bob remain in charge, Hiroko stringing rackets, Bob sharing his expertise about new gear. As much as they love what they’ve built, their hope is to move on soon.
For Hiroko, the prospect of retirement is bittersweet. “What am I going to do?” she asks. “Am I going to be ok? I never had a boring life. Always busy. Business first. I’m so involved in the business—because I didn’t want to fail.”
She looks around her store as she continues stringing. For her, the gladiatorial nature of tennis has always been a metaphor for how to succeed in life. “People have to have a drive,” she says. “You can’t just quit because you lose to so-and-so. Tennis players have that mindset.”
She pauses to talk about all the people who have come through the store’s door over the decades, and the relationships she has built with them. “It’s wonderful to have a great customer. That’s probably the reason I lasted this long.”
Sasha Abramsky is the West Coast correspondent for the Nation magazine and the author of nine books. His tenth book, Chaos Comes Calling, will be published by Bold Type Books in September.
At the 1996 Atlanta Summer Olympics, Dane Chapin had a problem. He found himself in possession of tens of thousands of excess Monopoly games, with no plan on how to sell them. What he didn’t know at the time is that this Herculean task would shape the future of his business.
In 1994, Chapin and his sisters started their Carlsbad company, USAopoly, with a two-year license from Hasbro to make city editions of the popular Monopoly board game. “The game is a great canvas,” Chapin remarks. While some aspects of the game are “sacrosanct,” according to Chapin—the four corners, for example—many of the details can be customized to fit a theme.
Photo Credit: Cole Novak No matter your favorite film or TV franchise, there’s probably a USAopoly game representing it
USAopoly appealed to local customers by including San Diego and La Jolla editions in the original six games it created (alongside New York, San Francisco, Boston, and Atlanta versions). The tokens of the San Diego board included a surfer, a beach cruiser, and a copy of the Union-Tribune. Instead of Park Place or Reading Railroad, players land on the Gaslamp Quarter or the San Diego trolley. But after two years of city-specific boards, the siblings were ready to branch out.
In 1996, Hasbro gave them license to create an Olympic edition of Monopoly to commemorate the Atlanta games. The Olympic Committee had agreed to purchase 20,000 copies, a huge number for USAopoly in those days. They decided to manufacture 35,000, figuring they could sell the extra 15,000 on their own. The games went into production, but the Olympic Committee hadn’t actually sent over a purchase order.
“I finally get the buyer on the phone,” Chapin recounts. “And she says, ‘We’re going to order 90 games.’ Nine-zero. Not 900, not 9,000, not 90,000. Ninety.”
Photo Credit: Cole Novak Chapin shows off a snapshot from his weeks hawking Atlanta Olympics Monopoly boards on the street.
When he reminded her of the initial request for 20,000, she said that the team had changed their mind. “There was no point for me to get angry or get mad at her,” he adds, laughing. “I just had to figure out what I was going to do.”
Chapin landed in Atlanta for press coverage the week before the opening ceremony. “The Olympics are a white-hot deal, and then it’s done,” Chapin explains. “And once it’s done, there’s really no market for all those goods.” So, he shipped 20,000 games to the city. If nothing else, he’d have them on hand to replenish the stock for local stores. But, while Chapin was walking to an interview with an Olympic Monopoly board under his arm, a man stopped him on the street and asked where he bought it. Chapin sold it to him for 20 bucks. A lightbulb went off.
Photo Credit: Cole Novak USAopoly’s Carlsbad offices hold copies of the thousands of games the company has produced since 1994.
“We’re sitting with a warehouse of 20,000-plus games that need to find a home,” he recalls. Why not get them directly into consumers’ hands? He rented a van, bought a dolly, and got to work. “I spent the next two weeks on the streets of Atlanta, schlepping games,” he says. At the end of those two weeks, all the boards had been sold at $20 apiece.
Hasbro never knew the full story. But the company did notice how successful the Olympic board had been—and it was all the proof it needed to increase USAopoly’s licenses. “That was the inflection point for USAopoly,” Chapin says. “After that, [Hasbro] expanded our purview, our grants, well beyond city editions.”
Chapin and his sisters started to create pop-culture versions of Hasbro games, producing tributes to everything from Harley-Davidson to Metallica to The Simpsons. Now, three decades later, USAopoly (also known as The Op) is on track to sell over seven million games this year. It’s grown into an international family entertainment company that designs original best-sellers like Telestrations and Flip 7 in addition to twists on the Hasbro classics.
Photo Credit: Cole Novak The board gives players the chance to invest in iconic SD properties like the Carlsbad Flower Fields and the zoo.
Peek in the archives at the Carlsbad offices, and you find shelves jam-packed with a copy of each game the company has produced since its inception, from the Atlanta Olympics Monopoly that changed USAopoly’s fate to Dragon Ball Z chessboards and RuPaul’s Drag Race Clue.
Chapin shows off the original San Diego Monopoly, still sealed in its packaging. “Think about some of your fondest memories in life,” he instructs. “My fondest memories include going to my grandparents’ house with my brother when I was 10 years old—we’d have a sleepover and play canasta for hours. Talk about joy, laughter, and lifetime memories.” He smiles. “So, that’s my job—to create games that will do that, that will bring people together and get them to put their phones away. It’s pure, and people can be present. That’s more important than ever.”
From advancements in cellular biology and molecular research to innovations that deepen our understanding of complex biological systems, biotechnology continues to influence how researchers explore some of science’s most important questions.
While major discoveries often capture headlines, the process behind those breakthroughs receives far less attention. Scientific progress depends on a vast network of researchers, laboratories, manufacturers, and specialized organizations working together to support ongoing investigation and discovery.
The Growing Importance of Biotechnology
In recent years, biotechnology has moved beyond the walls of research institutions and into mainstream conversation. Increased access to scientific information, educational content, and expert commentary has sparked growing public interest in the biological sciences.
Topics once discussed primarily within academic circles are now reaching broader audiences through podcasts, documentaries, digital media, and online communities. As a result, more people are developing an appreciation for the research, experimentation, and innovation that drive scientific advancement.
This growing visibility has transformed biotechnology from a largely specialized field into a subject of interest for educators, innovators, investors, and curious observers alike.
The Hidden Infrastructure Behind Discovery
Scientific breakthroughs often capture public attention, but the infrastructure that makes those breakthroughs possible rarely receives the same recognition. Behind every new discovery are years of investigation, testing, analysis, and refinement.
Behind nearly every research project is a network of laboratories, suppliers, technical specialists, and research-focused organizations working together to support scientific exploration. Laboratory infrastructure, specialized materials, quality standards, and reliable methodologies all contribute to the integrity of the research process.
When these foundational elements are in place, researchers can focus on generating insights, exploring new ideas, and building upon existing knowledge. Although much of this work occurs behind the scenes, it plays a critical role in helping science move forward.
Why Discovery Depends on More Than Researchers Alone
As biotechnology continues to evolve, research-focused organizations have become increasingly important contributors to the broader scientific ecosystem.
Among them is NewBioRx, a company operating within the biotechnology and life sciences sector. Like many organizations operating within the broader research ecosystem, NewBioRx contributes to the network of suppliers, laboratories, and scientific stakeholders that help support ongoing research efforts.
As scientific research becomes increasingly sophisticated, organizations that help support the research environment contribute to a culture where innovation can continue to thrive. Their work may not always be visible to the public, but it forms part of the foundation that enables scientific progress.
Why Science Is Reaching Wider Audiences
One of the most notable developments in recent years has been the growing public fascination with science and human biology.
Scientific concepts that were once primarily discussed within research settings are now reaching wider audiences through educational content, podcasts, digital media, and online communities. People are becoming increasingly interested not only in scientific outcomes, but also in the process of discovery itself.
The growing visibility of science has also created new connections between scientific communities and broader audiences. Individuals who operate across multiple worlds—including fitness, media, and life sciences—have helped introduce scientific topics to audiences that may not have engaged with them previously.
One example is Sam Sulek, co-founder of NewBioRx, whose involvement across fitness culture and the life sciences sector reflects the growing intersection between public curiosity and scientific exploration.
As co-founder of NewBioRx, he has helped champion a research-focused approach to scientific inquiry while supporting broader conversations around scientific literacy and discovery.
As scientific discovery becomes increasingly collaborative, public attention is beginning to extend beyond individual breakthroughs and toward the broader ecosystem that makes those breakthroughs possible. From researchers and laboratories to the organizations that support them, scientific progress remains a collective effort built on curiosity, expertise, and long-term commitment.
