Warren Thomas – Capitol Broadcasting Company

When Warren Thomas joined Capitol Broadcasting Company in April 2025 as its new General Counsel, he stepped into a role that demanded not only deep legal expertise but also patience, humility, and a sharp strategic mind. Capitol Broadcasting Company, founded in 1937 by A.J. Fletcher, has grown from a small radio operation into a multifaceted media and entertainment organization that remains proudly locally owned. Headquartered in Raleigh, North Carolina, and led by the Goodmon family, the company continues to shape the state’s cultural and civic life through its radio and television stations, the Durham Bulls baseball team, and a diverse portfolio of commercial real estate and community-focused initiatives.

Warren Thomas | Capitol Broadcasting Company | Vice President & General Counsel

CBC’s mission—to transform media, entertainment, and communities—requires a legal leader who understands both the regulatory complexity of broadcasting and the human side of storytelling. For Warren, those dual demands drew him to the role.

“It’s such a dynamic company,” he says. “I gain energy from my relationships with our business partners, from listening, learning, and understanding what people need to be successful.”

Over the past six months, he’s done just that. Before jumping into major changes, Warren spent his first 100 days listening and observing—building trust, understanding workflows, and identifying where the legal function could best support the company’s ambitious growth. With multiple business units spanning TV, radio, digital, sports, and commercial real estate, a family office, and community development, he knew that earning confidence across departments was the essential first step.

The art of transition

Thomas joined CBC following the long tenure of his predecessor. The transition was unusually smooth—and intentionally so.

“I had over three months of crossover with my predecessor,” Warren says. “That’s rare in the legal world, but it was incredibly helpful and amicable.”

The overlap allowed him to absorb institutional knowledge, understand ongoing projects, and appreciate the culture of collaboration that defines CBC.

That culture, driven by the Goodmon family’s leadership, is entrepreneurial and creative. With Jimmy Goodmon Jr. as CEO, Michael Goodmon as EVP, and their father, Jim Goodmon, serving as chairman of the board, CBC operates with a deep sense of continuity and shared purpose. As one of the few non-family members on the board of directors, Warren’s dual role as both legal counsel and strategic advisor gives him a unique vantage point. He must wear multiple hats—sometimes offering legal risk assessments, other times contributing to broader discussions about community investments or technological innovation.

Rather than overhaul existing systems, Thomas focused on strengthening what worked.

“You don’t change too much at first,” he explains. “You build trust, learn how people operate, and understand what the business really needs.”

From reviewing newsroom processes and negotiating broadcast contracts to advising on major projects like the YMCA development near the Durham Bulls stadium, Warren has leaned into his strength: simplifying complex challenges into actionable strategies.

That measured approach has been fundamental in a company like CBC, where nearly every business unit operates within a web of regulations—from Federal Communications Commission compliance to Major League Baseball oversight. Whether reviewing political advertising or navigating consent agreements for the Bulls, Warren must constantly balance creativity with compliance.

“The FCC heavily regulates over-the-air broadcasts,” he says, “but platforms like YouTube TV don’t have the same rules. The challenge is understanding both worlds and ensuring we’re doing what’s right, not just what’s allowed.”

A background built for complexity

Warren’s ability to manage that kind of complexity comes from a life shaped by service and adaptability. He joined the Army while still in high school and spent twelve years in uniform, including time in the JAG Corps, where he made real-time legal decisions in combat zones.

“In the JAG Corps, I was doing rules-of-engagement analysis that literally impacted life and death,” he recalls. “No matter how difficult the challenges are now, I’ve experienced far more intense situations.”

That perspective gives him a calm, steady presence—one that colleagues and executives have come to rely on. His military experience, combined with in-house roles across financial services, healthcare technology, and telecommunications, has taught him how to navigate highly regulated industries without losing sight of the people behind the policies. Before joining CBC, he served as general counsel for Commnet Broadband, advising on rural telecommunications expansion, and earlier held General Counsel positions at Cloudmed, Computershare, and MegaStar Financial Corp.

That cross-industry experience now serves him well at CBC, where no two days are alike. One morning might involve reviewing a sports sponsorship contract; the next could mean analyzing copyright disputes or advising on federal policy changes. Warren’s small legal team—two staff members plus outside counsel—operates like an internal consultancy, balancing proactive planning with hands-on problem-solving.

“We’re a lean team, but we’re packing a punch because of the use of technology, outside counsel, and third-party support,” he says.

Technology has been central to that efficiency. CBC has spent the past two years implementing new legal and operational systems, including AI-driven tools for document management and process automation. Warren is building on those foundations, optimizing how the legal department collaborates with other business units and streamlining legal review workflows. The result is a nimble, tech-enabled legal function that can anticipate risks and respond quickly as the media landscape evolves.

Navigating a changing industry

The pace of change in broadcasting and digital media shows no signs of slowing. For Warren, that reality makes listening and foresight more critical than ever.

“I really like taking complicated things and simplifying them on a macro level,” he says. “That’s what allows us to be proactive—to anticipate issues before they become problems.”

The regulatory landscape requires constant vigilance, from evolving Department of Labor rules regarding seasonal employees to shifting definitions of digital ownership.

He’s also keenly aware of how technology continues to blur the lines between traditional broadcasting and online platforms. CBC must comply with FCC standards for on-air content, while many of its news stories and sports programming are also shared on digital platforms like YouTube or streaming services.

“I could spend all my time just fighting copyright infringement,” he jokes. “But the real question isn’t just what we can do—it’s what we should do.”

That mindset reflects CBC’s core philosophy: integrity and accountability come before expedience.

As he works through these challenges, Warren regularly meets with department heads, ensuring the legal team remains aligned with business priorities.

“I like to spend 15 to 20 minutes with each department head every week,” he explains. “It’s not about micromanaging risks; it’s about understanding where we can support them and what processes we might need to put in place.”

Those conversations, he believes, are the cornerstone of building trust—and the first step toward a long-term strategic partnership.

That trust is already paying dividends. Warren is now involved in multiple high-profile initiatives, from the company’s ongoing negotiations with national networks to local ventures that strengthen CBC’s connection to the community. He also plays a role in discussions around ATSC 3.0, an over the air broadcast technology standard that could redefine how audiences access 4K Ultra High-Definition programming.

“We have a responsibility to ensure people have access to our content and our information,” he says. “That’s part of our DNA as a company.”

A foundation of service and teamwork

For all the complexity of his work, Warren remains grounded by the same principles that guided him in the Army: teamwork, service, and integrity.

“You must have the right team members and support,” he says. “You can’t do it alone.”

His days are often 14 to 16 hours long, but he thrives on the pace. The variety of CBC’s operations, from a newsroom and production studio to community partnerships and sports venues, keeps the work engaging and unpredictable.

“It’s exciting for me,” he says. “That’s why this was such an opportunity.”

Outside the office, life is grounded in family. His wife is also an attorney, and their two children — ages 12 and 8 — keep them busy with sports and outdoor adventures. “My favorite thing to do is watch our kids play sports,” he says. “That’s how I spend most of my free time.”

Warren’s approach to leadership is defined by a blend of discipline, humility, and curiosity. He views every challenge—whether it’s navigating new broadcast standards or structuring a new investment—as an opportunity to better serve the business.

“I strive to be able to proactively anticipate what people need without them having to ask,” he says.

In a company built on communication, that kind of foresight is more than a skill — it’s a shared value.

Six months in, Thomas has already proven himself as both counselor and collaborator, helping Capitol Broadcasting Company chart a thoughtful course through an evolving industry. With a foundation built on service and a passion for problem-solving, he’s ensuring that CBC’s next chapter will be guided by the same principles sustained for nearly nine decades: community, trust, and the courage to innovate.