In the world of beauty education, prospective students are often met with a confusing and financially risky reality: despite wanting to specialize in a single area like nail technology or esthetics, they are frequently steered toward a much longer and more expensive program—cosmetology. This trend is not a matter of better training or broader opportunity. Instead, it is largely driven by systemic incentives that prioritize school profits over student outcomes. Louisville Beauty Academy, a Kentucky State-Licensed and State-Accredited beauty college, stands in stark contrast to this norm by offering ethical, efficient, and student-centered training paths.
The Cosmetology Trap: How Beauty Schools Exploit Licensing Structures
Across the United States, the full cosmetology license requires 1,500 hours of training, encompassing hair, nails, and skin. However, state boards typically allow for standalone licenses in specialized fields: 450 hours for Nail Technology, 750 hours for Esthetics, and 300 hours for Shampoo Styling in Kentucky, for example. Despite these clear pathways, many beauty schools offer only the 1,500-hour cosmetology program or heavily pressure students into it, regardless of their actual interests.
This practice is rooted in financial incentives, not student needs. A 2016 study by New America reported that many cosmetology schools lobby to keep hour requirements high in order to ensure students stay enrolled longer and tuition remains high (Leigh & DuBois, 2016). Likewise, the Institute for Justice (IJ) found that schools benefiting from Title IV federal financial aid often inflate tuition prices to capture more student loan money (Melchior, 2017).
Further compounding the issue, schools often operate student-run salons, where enrolled students provide paid services. These operations function as a double-dip profit model: schools collect both tuition from students and service fees from the public. The longer a student is enrolled, the more revenue the school can extract.
The Human and Financial Cost to Students
These systemic choices have real consequences. Most students do not need the full cosmetology program if they intend to work solely in nails, esthetics, or another specialty. Being funneled into a 1,500-hour program adds hundreds of hours of unnecessary training and thousands of dollars in tuition. IJ reports that the average cosmetology student borrows $7,300 to complete their education, entering a workforce where average wages hover around $26,000 annually (Melchior, 2017).
Dropout rates are also troubling. Many students either don’t finish or extend far beyond the anticipated timeline due to the irrelevant curriculum and financial strain. In some years, over 15% of beauty schools graduate no students on time at all (Melchior, 2017).
Worse yet, this systemic inefficiency disproportionately impacts low-income individuals and immigrants, who may already be struggling with access to education and stable employment. Rather than uplifting communities, the current model often traps them in cycles of debt and delay.
Louisville Beauty Academy: A Humanized, Results-Oriented Alternative
Louisville Beauty Academy (LBA) rejects this exploitative model. As a Kentucky State-Licensed and State-Accredited institution, LBA offers each licensed beauty program as a standalone path: Nail Technology (450 hours), Esthetics (750 hours), Shampoo Styling (300 hours), Eyelash Extensions (18 hours), Beauty Instructor (750 hours), and Cosmetology (1,500 hours).
This model ensures that students only enroll in what they truly need. A student who wants to be a nail technician, for example, completes just the 450-hour requirement, not a full 1,500-hour cosmetology track. This saves time, reduces tuition, and accelerates entry into the workforce. Tuition for the Nail Technology program can be as low as $3,800 with scholarships, compared to $20,000+ at some cosmetology-focused schools (Louisville Beauty Academy, 2025).
More importantly, LBA leads with humanity. Founded by Di Tran, a community leader known for his compassionate service, the school embraces students as family. Every policy reflects this philosophy:
Self-paced learning: Students enroll and start at any time. They attend classes during open hours and learn at their own pace.
Language access: Students may learn in their native language using tools like Google Translate and built-in digital support.
No-debt mindset: LBA discourages student loans. All programs are structured for affordability with no-interest payment plans and performance-based scholarships.
Exam-readiness: Programs are laser-focused on state board exam preparation. Students receive professional toolkits and digital prep systems.
Completion and licensure: LBA boasts a 90%+ completion and licensing rate, far exceeding national averages.
A School Built on Ethics, Not Exploitation
Unlike many schools that prioritize profit through longer programs and salon labor, LBA focuses on results, dignity, and community empowerment. The school has graduated nearly 2,000 professionals, contributing an estimated $20–$50 million annually to the Kentucky economy. More importantly, it provides this impact without burdening students with debt or unnecessary coursework.
The industry has long operated with misaligned incentives. Louisville Beauty Academy proves a different path is not only possible but profoundly effective. Students seeking real careers, fast results, and ethical treatment will find LBA to be a rare gem in vocational education.
In short, LBA is Kentucky’s most efficient, affordable, and compassionate beauty school—licensed, accredited, and focused entirely on your success.
References
Leigh, J., & DuBois, S. (2016). Not What the Doctor Ordered: Why Cosmetology Schools Continue to Exaggerate Training Requirements. New America. https://www.newamerica.org/
Melchior, M. (2017). Barriers to Braiding: How Job-Killing Licensing Laws Tangle Natural Hair Care in Needless Red Tape. Institute for Justice. https://ij.org/
High student loan debt and low returns have put cosmetology students in a financial bind. Rising student loan defaults in the beauty and cosmetology school sector have sparked nationwide concern. For years, many for-profit beauty colleges relied heavily on federal financial aid (FAFSA) – grants and especially student loans – to fund student tuition. This easy access to federal money fueled rapid growth of cosmetology programs, often with poor outcomes for students. Many graduates (and drop-outs) found themselves saddled with debt they could not repay, leading to alarmingly high default rates and federal investigations into fraud and mismanagement. In recent years, these pressures culminated in widespread school closures across the United States, as regulators cracked down on institutions that left students with debt but little earning power. The closure of the Marinello Schools of Beauty chain in 2016 – shutting down all 56 campuses after the U.S. Department of Education uncovered systemic misuse of federal aid – is one high-profile example of the fallout. This report examines the scope of the problem with beauty school debt and defaults, the role of accreditation and federal aid policies in driving up costs, and how one institution in Kentucky is pioneering a new path forward.
The Student Loan Debt Trap in Cosmetology Education
High Debt and Poor Outcomes: Cosmetology programs are relatively short (often about one year), but they come with outsized costs and debts for students. Tuition for accredited beauty schools (those eligible for federal aid) averages around $15,000 for a full cosmetology course. Students commonly finance these programs with federal loans; cosmetology students borrow about $7,100 on average – which is actually higher than the average student loan across all U.S. undergraduates. Not only do they borrow slightly more, they also tend to take on loans more often than other students. Yet the investment seldom pays off: those who finish and obtain a state cosmetology license earn only about $26,000 per year on average, comparable to salaries for jobs like restaurant cooks or janitors that require no college education. With such modest incomes, many beauty school graduates struggle to repay even relatively small loans, and defaults are common. In fact, an industry analysis indicates beauty school borrowers default at disproportionately high rates – a problem so longstanding that as far back as the 1970s, federal officials noted cosmetology schools accounted for a significant share of student loan defaults despite being a small part of the loan portfolio.
Federal Scrutiny and School Closures: The combination of high borrowing, low completion rates, and low earnings has drawn federal scrutiny. Fewer than one-third of cosmetology students graduate on time, and in some years, 15–31% of beauty schools did not see a single student complete on schedule. Many students either drop out or take much longer, accruing more debt and delaying entry into the workforce. Those who do graduate often find it difficult to make loan payments on meager cosmetologist wages. Not surprisingly, default rates for cosmetology programs have been alarmingly high, prompting regulators to step in. Under the Obama administration’s gainful employment rule (set to be revived in 2024), the Department of Education analyzed debt and earnings data: nearly two-thirds of for-profit cosmetology certificate programs would fail the proposed debt-to-income benchmarks. In other words, most cosmetology programs leave graduates with debt loads that their incomes cannot justify. Borrower advocates note that for-profit colleges (which include many beauty academies) tend to leave students with “lower incomes, heavier debt and an increased risk of default” compared to public or nonprofit schools. These grim outcomes have led to crackdowns. The U.S. Education Department and state Attorneys General have investigated several cosmetology chains for misconduct – from falsified high school diplomas to misrepresentation of job prospects – resulting in some schools losing Title IV aid eligibility and subsequently closing. Marinello’s closure in 2016, mentioned above, followed findings that it fraudulently obtained federal aid for students with bogus diplomas, among other violations. More recently, regulators put the Paul Mitchell The School – Knoxville on notice for financial instability and terrible student outcomes (only a 3% on-time graduation rate); that campus depended on federal aid for ~75% of its revenue and announced it would shut down in 2023 when it could no longer meet accreditor standards. These examples underscore a systemic debt trap in the beauty school industry: federal loan dollars propped up many subpar programs, and when the government started scrutinizing outcomes, numerous schools could not survive without that federal money.
Cosmetology Education by the Numbers (U.S. Averages)
To fully grasp the situation, consider some key national statistics for cosmetology and other vocational programs:
Metric
Cosmetology Schools (Nationwide)
Average tuition (full cosmetology program)
~$15,000 (at Title IV aid-participating beauty schools)
Median federal loan debt per student
~$7,000–$11,000 (varies by program; ~$7,100 average)
On-time graduation rate
< 33% (majority of students graduate late or not at all)
Schools with 0% on-time completion
15–31% of schools (in a given year)
Average annual earnings after licensure
~$26,000 (median income for cosmetology grads)
3-year loan default rate (for-profit avg)
~15% (for-profit college sector overall) – cosmetology defaults are higher than average.
Programs failing gainful employment test
~66% of cosmetology certificate programs (for-profits)
Table: Key outcomes for cosmetology education nationwide. High tuition and debt, low completion, and low earnings contribute to elevated default risks.
These figures reveal a troubling equation: students are encouraged to borrow thousands of dollars for training that often does not lead to commensurate earnings. Many end up dropping out with debt and no license, or finishing school only to earn little more than minimum wage. The return on investment in many cosmetology programs is thus very poor – a reality not lost on regulators. The U.S. Government Accountability Office (GAO) and Department of Education have noted that federal aid enabled explosive growth in cosmetology schools even when local job markets were saturated with practitioners. By 1990, for example, beauty schools were training 96,000 new cosmetologists annually, far beyond the growth in demand, and taxpayer-funded loans were essentially **producing far more graduates than the industry could absorb】. This oversupply further depresses wages, making it harder for each individual to repay loans. In short, the FAFSA-fueled boom in beauty education left many students worse off, triggering a cycle of debt and default that the government is now aggressively trying to address.
The Role of Accreditation and Compliance Costs in Tuition
Any discussion of rising tuition and debt in vocational schools must consider the role of accreditation agencies and federal compliance. To access Pell Grants and federal student loans, a beauty school must be accredited by an agency recognized by the U.S. Department of Education. Accrediting bodies (such as NACCAS – the National Accrediting Commission of Career Arts & Sciences – for cosmetology programs) impose extensive standards, reporting, and compliance requirements on schools. While these standards aim to ensure quality, they also introduce significant costs. Schools often need additional administrative staff and infrastructure to manage financial aid paperwork, accreditation reviews, outcome reporting, and audits. These compliance costs ultimately get passed on to students in the form of higher tuition. Louisville Beauty Academy’s founders, who deliberately opted out of federal aid, estimate that processing Title IV aid and meeting all federal accreditor regulations can add 40–60% to a school’s tuition rates. In other words, a program that might cost, say, $6,000 to operate could end up charging $10,000+ once the overhead of managing federal financial aid and accreditation is factored in. Schools reliant on FAFSA funds also tend to max out tuition to whatever loan limits will cover, knowing that students don’t feel the cost upfront. In the 1990s, the cosmetology school lobby even pushed Congress to expand Pell Grant amounts so that beauty schools could raise tuition higher and soak up more aid dollars.
Paradoxically, accrediting agencies have sometimes failed to protect students even as schools raised prices. The Paul Mitchell Knoxville case showed NACCAS allowing an essentially insolvent campus with single-digit graduation rates to continue operating for years. Such lapses are not uncommon – accreditors have been critiqued for focusing on checking boxes rather than flagging poor outcomes. But they are quick to penalize schools for paperwork errors or technical non-compliance, which in turn forces schools to invest even more in administrative efforts. This dynamic creates a compliance burden that drives up costs without necessarily guaranteeing better education. As one school owner observed, “the regulatory burdens of federal, state, and accreditation requirements made the system financially unsustainable for students without heavy reliance on student loans.” In effect, accreditation (and the Title IV access it grants) became a double-edged sword: it brought in federal funding, but also pushed tuition higher and encouraged some schools to enroll more students than the job market could support. Now, with stricter accountability rules on the horizon, many high-priced beauty programs are at risk of losing federal aid due to poor outcomes – a reckoning that is long overdue according to student advocates.
A New Model Emerges: Louisville Beauty Academy’s Debt-Free Approach
Louisville Beauty Academy (LBA) in Kentucky offers a striking contrast to the typical FAFSA-dependent cosmetology school. LBA is a state-licensed beauty college that deliberately operates on a debt-free, cash-based model, proving that it’s possible to deliver quality cosmetology training at a fraction of the cost. Founded in 2017, LBA has from the outset eschewed federal Title IV funding – no Pell Grants, no federal student loans – and therefore isn’t bound by costly accreditation mandates beyond state licensing requirements. Instead, it keeps tuition low and lets students pay as they go. All programs are offered with interest-free monthly payment plans, some as low as $100 per month, so that students can afford tuition out-of-pocket. As a result, no LBA student needs to take a loan – true to its motto, the academy enables “education without debt.”
Critically, LBA’s tuition rates are 50–75% lower than the national average for similar programs. The academy has capped tuition for all of its programs under $7,000 (including books and fees), far below typical beauty school charges. In nearby states, cosmetology schools commonly charge $12,000 to $25,000 for the same licenses and training. By contrast, LBA’s 1500-hour Cosmetologist program costs around $6,250 total, and shorter specialty programs are even more affordable. For example, the Nail Technician course (450 hours) is only $3,800 at LBA, versus $8,000–$10,000 elsewhere. Similarly, the 750-hour Esthetician (Skin Care) program is about $6,100 at LBA. Even niche trainings are offered: a 300-hour Shampoo Styling certificate runs ~$2,400, and an 18-hour Eyelash Extension specialist course is $1,500. These focused programs allow students to avoid the “jack of all trades” trap and pursue only the licenses they truly need. Someone interested solely in nail services can skip the time and expense of a full cosmetology course and take the targeted 450-hour nail tech program. Likewise, an aspiring lash technician can get licensed in a matter of days through a short specialty module, rather than investing months in an unrelated curriculum. By offering distinct pathways (hair, nails, skin, etc.), LBA lets students customize their training and budget – a flexibility that is rarely found at traditional beauty schools that often push a one-size-fits-all cosmetology diploma.
Louisville Beauty Academy offers state-approved programs in cosmetology and specialties at a fraction of the usual cost, using a cash-based, no-loan model. Each program’s tuition is deeply discounted (50%–77% off normal rates), enabling students to graduate debt-free.
The impact of LBA’s model has been dramatic. Outcomes speak volumes: since 2017, LBA has trained over 1,000 beauty professionals, hitting its 1,000th graduate by 2022. (By 2024 the total had grown toward 2,000 graduates.) Crucially, these aren’t just graduates on paper – they are all state-licensed cosmetologists, nail technicians, estheticians, and even beauty instructors who passed Kentucky’s exams and joined the workforce. LBA reports that about 90% of its alumni secure jobs in their field – many quickly move into salons or open their own businesses. By minimizing debt, the academy empowers graduates to start their careers unencumbered by loan payments, free to invest in their own tools, savings, or a new salon. As one analysis noted, an LBA graduate can redirect the $200–$300 per month that would have gone to student loans into saving for a down payment on a home or launching a business. This stands in stark contrast to typical beauty school grads who might spend 10+ years repaying loans for a program that took one year to complete.
Quality and Licensing Success: Low cost at LBA does not mean low quality. In fact, LBA’s student outcomes often exceed those of costlier schools. Most students finish their program in under 12 months (a full-time nail tech can graduate in just a few months, and a cosmetologist in around one year). Thanks to strong relationships with local employers, many students “walk straight into employment” upon getting licensed. Salons in the Louisville area know that LBA graduates receive intensive hands-on training – the academy emphasizes practical, on-the-floor skills (hair cutting, chemical treatments, skincare techniques, etc.) under close instructor mentorship, rather than excessive theory or busywork. LBA even incorporates modern digital learning (using the Milady CIMA platform for online theory) so that classroom time can focus on practice and state board exam preparation. This approach has paid off in excellent licensure exam pass rates, with LBA students routinely passing state board exams in cosmetology and esthetics on the first attempt (including non-native English speakers – LBA was the first in Kentucky to facilitate licensing exams in Spanish and Vietnamese for its students). By aligning its curriculum tightly with the state licensing requirements and industry needs, LBA produces graduates who are salon-ready on day one. The school’s success has not gone unnoticed: LBA was recognized as one of the most impactful small businesses in Louisville, and its co-founder/CEO was honored as a “Most Admired CEO” in 2024 for the academy’s community-driven mission. These accolades reflect how an ethical, student-centered approach can thrive even in a struggling industry.
A Scalable Solution: Partnering with Schools and Communities
Louisville Beauty Academy’s achievements suggest a sustainable and scalable model for vocational education in the beauty field and beyond. The core principle is simple: keep education affordable, job-focused, and debt-free. This model can be replicated through partnerships with high schools, community colleges, and nonprofits. Indeed, LBA has already begun laying groundwork for expansion – the founders are planning a “Di Tran University” initiative to bring the same cash-based, job-oriented philosophy to other trades and disciplines, in collaboration with community organizations. For high schools, partnering with a program like LBA could mean offering juniors and seniors the chance to earn a cosmetology or nail tech license by graduation – giving them an immediate income-generating skill. Rather than pushing all students down a one-size-fits-all academic college path (and encouraging them to take loans), schools could integrate vocational licensing programs as an option. An LBA-style partnership might involve evening or weekend cosmetology classes on campus, or dual-credit arrangements, where students complete hours toward a license while in school. The payoff for students is huge: by age 18, they could have a professional license in hand, no debt, and the ability to work in a well-paying trade. Local economies would benefit from a pipeline of skilled, job-ready young professionals.
Colleges and adult education centers can likewise collaborate with debt-free academies to serve the many Americans seeking career switches or side incomes without taking on more college debt. For example, a community college could host an LBA-run esthetics certificate as an alternative to a loan-funded certificate program. The key is to emphasize immediate employability and zero debt – a combination that is highly attractive in today’s climate of student debt anxiety. With student loan payments resuming and federal aid becoming more uncertain, there is a timely opportunity to innovate. Nonprofits and local governments should also take note: supporting models like LBA can uplift communities, especially for low-income and immigrant populations who often fare poorly in traditional higher ed but thrive in skill-based training. Micro-grant programs or scholarship funds could help more students pay the modest tuition at schools like LBA, further reducing any financial barriers while still avoiding the bureaucratic overhead of federal aid.
Finally, accreditation and oversight bodies should view LBA’s success as proof that high outcomes are achievable without onerous debt. State licensing boards can maintain rigorous exam standards (to ensure quality of graduates) while allowing flexible educational pathways – such as apprenticeships or part-time schooling – that expand access. The story of LBA suggests that when schools compete on value and outcomes rather than access to loans, students win. As one analysis put it, LBA’s model is a “return to common sense: schools compete by keeping tuition low and results high, and students ask ‘how quickly can I get skilled and start working?’”. This ethos – prioritizing skill acquisition and financial prudence – could revolutionize cosmetology training nationwide.
Conclusion
The rising defaults and closures in the beauty school sector are a wake-up call that the status quo in career education is broken. An industry that should be about teaching creative, practical skills became, for many students, a gateway to debt and disappointment. Federal investigations have revealed how some cosmetology schools exploited the system – living off FAFSA dollars while failing their students – but they also highlight a path forward. By cutting off taxpayer money to programs that don’t deliver, the government is forcing a necessary reckoning. Schools must either improve outcomes and lower costs, or make way for new models. Louisville Beauty Academy demonstrates that a better way is not only possible, it’s profitable and impactful. By eliminating federal loans, reducing tuition, and focusing on targeted job skills, LBA has achieved what many large chains have not: high graduation rates, licensure success, gainfully employed alumni, and community trust. Perhaps most importantly, it accomplishes this while sparing students the burden of debt. In a field notorious for its debt-for-dreams trade-off, LBA proves that students can pursue their beauty industry dreams and actually make a living – without a loan collector on their back.
The challenge now is to scale up such ethical, student-first models. High schools, colleges, and policymakers should take up the call to action: invest in partnerships and programs that put affordable, income-generating education within reach. Encourage entrepreneurship in the education space that prioritizes outcomes over access to easy money. Close oversight loopholes that allowed low-performing schools to thrive on federal aid, but also remove unnecessary red tape that makes running a small school so expensive. If accreditation agencies and regulators focus on what truly matters – student learning, licensure, and earning outcomes – while encouraging cost-efficiency, then more institutions like LBA can flourish. The beauty school sector may be struggling, but with innovators like Louisville Beauty Academy leading the way, a brighter, debt-free future for vocational education is on the horizon. It’s time to cut short the cosmetology debt trap and give students the tools to succeed without the financial baggage.
PBM Impact: Pharmacy Benefit Managers (PBMs) are criticized for practices like low reimbursement rates, spread pricing, and steering patients to their own pharmacies, which harm independent pharmacies.
Trump Administration Actions: The Trump administration has targeted PBMs through executive orders and legislation to increase transparency and competition, with notable actions in 2018, 2019, and 2025.
Major PBMs: The top three PBMs—CVS Caremark, Cigna Express Scripts, and Optum Rx—control about 80% of the market, with others like Humana, Prime Therapeutics, and MedImpact also significant.
Investigations and Blocks: Federal and state efforts, including FTC investigations and Arkansas’s 2025 ban on PBMs owning pharmacies, aim to curb anti-competitive practices.
Controversy: While PBMs argue they lower drug costs, critics, including bipartisan lawmakers, highlight their role in inflating prices and reducing pharmacy competition.
How PBMs Harm Pharmacies
PBMs act as middlemen in the prescription drug supply chain, managing benefits for health plans. However, their practices often disadvantage independent pharmacies. They set low reimbursement rates, sometimes below the cost of drugs, making it hard for pharmacies to stay profitable. Through “spread pricing,” PBMs charge insurers more than they pay pharmacies, keeping the difference. Their ownership of pharmacies (e.g., CVS owning Caremark) allows them to favor their own stores with better rates and steer patients away from competitors, reducing business for independent pharmacies. Past use of “gag clauses” also limited pharmacists’ ability to inform patients about cheaper options, though these are now banned.
Trump Administration’s Response
The Trump administration has taken steps to address PBM practices. In 2018, it passed laws banning gag clauses to improve price transparency. In 2019, it proposed removing legal protections for PBM rebates to reduce conflicts of interest. In 2025, an executive order aimed to enhance PBM transparency and competition, building on earlier efforts like the Most Favored Nation model (though previously blocked in court). These actions reflect a broader push to lower drug costs and protect pharmacies.
Major PBMs
The leading PBMs include CVS Caremark, Cigna Express Scripts, and UnitedHealth Group’s Optum Rx, which dominate with an 80% market share. Other key players are Humana, Prime Therapeutics, and MedImpact Healthcare Systems, collectively controlling 95% of the market.
Investigations and Blocks
The Federal Trade Commission (FTC) is investigating PBMs for anti-competitive practices, with a 2024 report highlighting their role in inflating drug costs. Arkansas became the first state to ban PBMs from owning pharmacies in 2025, and 39 state attorneys general have urged Congress to follow suit. Proposed federal laws, like the PBM Act, aim to force PBMs to sell pharmacy assets to restore competition.
Detailed Report on PBMs and Their Impact on the Pharmacy Business
Pharmacy Benefit Managers (PBMs) are third-party administrators that manage prescription drug benefits for health plans, employers, and government programs like Medicare. While they were initially created in the 1960s to process claims, their role has expanded to include negotiating drug prices, managing formularies, setting co-pays, and controlling pharmacy networks. However, their practices have drawn significant criticism for harming the pharmacy business, particularly independent pharmacies, and driving up drug costs. This report explores how PBMs impact pharmacies, the actions taken by the Trump administration to address these issues, the major PBMs in the USA, and ongoing investigations and legislative efforts to curb their anti-competitive practices. It also includes a detailed artifact summarizing key findings in a structured format.
Impact of PBMs on the Pharmacy Business
PBMs have been accused of practices that undermine the viability of independent pharmacies and contribute to higher drug costs for consumers. The following are the primary ways PBMs are said to “destroy” the pharmacy business:
Unfair Reimbursement Rates and Spread Pricing: PBMs determine how much pharmacies are reimbursed for dispensing drugs. Often, these rates are set below the cost of acquiring the drugs, making it financially unsustainable for pharmacies, especially smaller independent ones. Additionally, PBMs engage in “spread pricing,” where they charge health plans a higher price for a drug than what they reimburse pharmacies, pocketing the difference. This practice reduces pharmacy revenue and contributes to their financial strain (Commonwealth Fund).
Vertical Integration and Steering: The largest PBMs are vertically integrated with health insurers and pharmacy chains, creating conflicts of interest. For example, CVS Caremark is owned by CVS Health, which also owns Aetna and operates thousands of pharmacies. Similarly, Cigna Express Scripts is part of Cigna, and Optum Rx is owned by UnitedHealth Group. This integration allows PBMs to favor their own pharmacies by offering higher reimbursement rates and designing formularies that steer patients to their affiliated pharmacies, reducing business for independent competitors (American Economic Liberties).
Gag Clauses: Historically, PBMs used “gag clauses” in contracts to prevent pharmacists from informing patients about lower cash prices for drugs, forcing patients to pay higher insurance co-pays. These clauses reduced transparency and harmed both patients and pharmacies. While gag clauses have been banned in several states since 2017, federally for private insurance since October 2018, and for Medicare since January 2020, their prior use contributed to financial and operational challenges for pharmacies (Wikipedia: Pharmacy benefit management).
Market Consolidation: The PBM market is highly concentrated, with the top three PBMs—CVS Caremark, Cigna Express Scripts, and Optum Rx—controlling approximately 80% of the market, covering about 270 million people in 2023. The top six PBMs control 95% of the market, with a market size of nearly $600 billion in 2024. This dominance allows PBMs to dictate terms to pharmacies, often forcing independent pharmacies to accept unfavorable contracts or risk exclusion from networks (Wikipedia: Pharmacy benefit management).
These practices have led to a significant decline in independent pharmacies, with many closing due to unsustainable financial conditions. The House Committee on Oversight and Accountability has noted that PBMs’ anti-competitive tactics jeopardize patient care and undermine local pharmacies (House Oversight Committee).
Trump Administration Actions
The Trump administration has taken several steps to address PBM practices, focusing on increasing transparency, promoting competition, and lowering prescription drug costs. These efforts span both the first term (2017–2021) and the second term (2025–present):
Legislation on Gag Clauses (2018): In October 2018, President Trump signed the Patient Right to Know Drug Prices Act and the Know the Lowest Price Act, which banned gag clauses nationwide for private insurance plans. These laws allowed pharmacists to inform patients about lower-cost drug options, improving transparency and potentially reducing costs for consumers (Wikipedia: Pharmacy benefit management).
Proposed Rule on Rebates (2019): On January 31, 2019, the Department of Health and Human Services (HHS) proposed a rule to remove safe harbor protections under the antikickback statute for PBM rebates from drug manufacturers. This aimed to address the lack of transparency in how PBMs negotiate and retain rebates, which can inflate drug prices (Wikipedia: Pharmacy benefit management).
Executive Order on Drug Pricing (2025): On April 15, 2025, President Trump issued an executive order directing federal agencies to implement drug pricing reforms. This order specifically targeted PBMs by:
Improving disclosure of fees paid by PBMs to brokers for steering employers to their services.
Promoting a more competitive, transparent, and efficient prescription drug value chain.
The order also aimed to enhance Medicare drug pricing and align payments with actual drug acquisition costs, potentially reducing the financial burden on pharmacies (White House).
Most Favored Nation (MFN) Model: During his first term, Trump introduced the MFN model to tie U.S. drug prices to those in other countries, aiming to reduce costs. Although this was blocked in court and rescinded by the Biden administration, it reflects the administration’s focus on addressing PBM-driven price inflation (Independent Voter News).
Continued Scrutiny: In 2025, the second Trump administration has signaled ongoing efforts to “cut out the middlemen,” with President Trump stating intentions to allow Americans to buy medications directly from drugmakers at lower prices. The administration’s appointments to the FTC suggest a continued focus on addressing PBM monopolistic practices (STAT News).
These actions indicate a bipartisan recognition of PBMs’ role in rising healthcare costs, with the Trump administration leveraging both regulatory and legislative tools to address these issues.
List of Major PBMs
The PBM market is highly concentrated, with a few key players dominating the industry. The major PBMs in the USA are:
PBM
Parent Company
Market Share (2023)
Notes
CVS Caremark
CVS Health (owns Aetna)
~27%
Operates thousands of pharmacies and is vertically integrated with Aetna.
Cigna Express Scripts
Cigna
~26%
Part of Cigna, with significant influence over formularies and pricing.
UnitedHealth Group’s Optum Rx
UnitedHealth Group
~27%
Integrated with Optum and UnitedHealth’s healthcare services and pharmacies.
Humana
Humana Inc.
Part of 95% (top 6)
Operates as part of Humana’s health insurance and pharmacy services.
Prime Therapeutics
Owned by Blue Cross Blue Shield plans
Part of 95% (top 6)
Serves multiple health plans, primarily Blue Cross affiliates.
MedImpact Healthcare Systems
Privately held
Part of 95% (top 6)
Independent PBM, less vertically integrated than the top three.
Market Share: The top three PBMs (CVS Caremark, Express Scripts, and Optum Rx) control approximately 80% of the market, covering about 270 million people. The top six PBMs collectively control 95% of the market, with a total market size of nearly $600 billion in 2024 (Wikipedia: Pharmacy benefit management).
Investigations and Blocks Against PBMs
PBMs are under significant scrutiny for their anti-competitive practices, particularly their ownership of pharmacies and control over the prescription drug supply chain. Federal and state efforts are addressing these issues:
Federal Investigations:
The Federal Trade Commission (FTC) has been actively investigating PBMs. In July 2024, the FTC released an Interim Staff Report titled “Pharmacy Benefit Managers: The Powerful Middlemen Inflating Drug Costs and Squeezing Main Street Pharmacies.” The report highlighted how PBMs:
Steer patients to their own pharmacies, including for mail-order and specialty drugs.
Pay lower reimbursement rates to independent pharmacies compared to their own.
Engage in spread pricing, which inflates costs for insurers and patients.
The FTC withdrew prior advocacy statements supporting PBMs in 2023, signaling a shift toward greater regulatory oversight (FTC).
Congressional Oversight:
The House Committee on Oversight and Accountability released a report in July 2024 titled “The Role of Pharmacy Benefit Managers in Prescription Drug Markets.” The report detailed how the top three PBMs use their market power to enact anti-competitive policies, inflate drug costs, and undermine independent pharmacies. It called for legislative reforms to increase transparency and restore competition (House Oversight Committee).
A hearing in July 2024 saw bipartisan criticism of PBM executives for their role in rising drug costs and monopolistic practices (House Oversight Committee).
State-Level Actions:
On April 16, 2025, Arkansas Governor Sarah Huckabee Sanders signed HB1150, making Arkansas the first state to ban PBMs from owning pharmacies. This law aims to prevent PBMs from using their ownership to disadvantage independent pharmacies (Arkansas Governor).
A bipartisan coalition of 39 state and territory attorneys general sent a letter to Congress in April 2025, urging passage of legislation to prohibit PBMs from owning or operating pharmacies. They cited conflicts of interest and the negative impact on independent pharmacies and consumers (NAAG).
Proposed Legislation:
The Lower Costs, More Transparency Act (H.R. 5378), passed by the House in December 2023, addresses spread pricing in Medicaid and requires PBMs to participate in drug cost surveys and report negotiated rates (Committee for a Responsible Federal Budget).
The PBM Act, introduced in December 2024, would require companies owning health insurers or PBMs to sell their pharmacy assets, aiming to level the playing field for independent pharmacies (Healthcare Dive).
These efforts reflect a growing consensus that PBMs’ practices, particularly their vertical integration and market dominance, harm competition and increase costs. While PBMs argue they help lower drug prices through negotiations, critics, including bipartisan lawmakers and regulators, assert that their practices prioritize profits over patients and pharmacies.
Summary of PBM Impact and Reform Efforts
Impact on Pharmacy Business
Reimbursement Rates: PBMs set low reimbursement rates, often below drug acquisition costs, making it unprofitable for independent pharmacies.
Spread Pricing: PBMs charge insurers more than they pay pharmacies, keeping the difference, which reduces pharmacy revenue.
Vertical Integration: Ownership of pharmacies by PBMs (e.g., CVS Caremark, Express Scripts, Optum Rx) allows them to favor their own stores with higher rates and steer patients away from competitors.
Gag Clauses: Past use of gag clauses prevented pharmacists from disclosing lower cash prices, though banned federally since 2018–2020.
Market Dominance: Top three PBMs control 80% of the market, dictating terms that disadvantage independent pharmacies.
Other Key Players (95% market share with top three, 2022):
Humana
Prime Therapeutics
MedImpact Healthcare Systems
Market Size: Nearly $600 billion in 2024, covering ~270 million people.
Trump Administration Actions
2018: Signed Patient Right to Know Drug Prices Act and Know the Lowest Price Act, banning gag clauses for private insurance.
2019: Proposed rule to remove antikickback safe harbor protections for PBM rebates.
2025: Executive order (April 15) to improve PBM fee disclosure and promote competition in the drug supply chain.
Ongoing: Commitment to “cut out the middlemen” and explore direct drug purchasing from manufacturers.
Investigations and Blocks
FTC Investigations: 2024 Interim Report highlighted PBMs’ role in inflating costs and squeezing pharmacies; prior PBM advocacy withdrawn in 2023.
Congressional Oversight: 2024 House report called for reforms to address PBM anti-competitive practices.
State Actions: Arkansas banned PBMs from owning pharmacies (HB1150, 2025); 39 attorneys general urged Congress for a federal ban.
Proposed Legislation: PBM Act (2024) to force divestiture of pharmacy assets; Lower Costs, More Transparency Act to address spread pricing.
Conclusion
PBMs significantly impact the pharmacy business through practices like low reimbursement rates, spread pricing, and vertical integration, which disadvantage independent pharmacies and contribute to higher drug costs. The Trump administration has addressed these issues through legislative and regulatory actions, including banning gag clauses, proposing rebate reforms, and issuing a 2025 executive order to enhance PBM transparency and competition. The major PBMs—CVS Caremark, Cigna Express Scripts, Optum Rx, Humana, Prime Therapeutics, and MedImpact—dominate the market, controlling 95% of prescription drug benefits. Ongoing investigations by the FTC, congressional oversight, and state-level bans (e.g., Arkansas’s HB1150) aim to curb PBMs’ anti-competitive practices, particularly their ownership of pharmacies. Proposed federal legislation, such as the PBM Act, seeks to further restore competition by forcing divestiture of pharmacy assets. These efforts reflect a bipartisan push to reform the PBM industry and protect pharmacies and consumers.
In today’s politically uncertain and economically volatile climate, where even long-established immigrants face the threat of deportation and systemic exclusion, the message to all newcomers to the United States is both urgent and empowering: Be the best citizen you can be—through contribution, hard work, and relentless legitimacy.
Nowhere is this ethos more clearly embodied than in the story of Louisville Beauty Academy (LBA) and its founder, Di Tran—a Vietnamese-born, American-made entrepreneur, educator, and author whose influence is rippling across Kentucky and the nation. LBA is not just a school—it is a beacon of hope, legitimacy, and empowerment for thousands of immigrants, especially Vietnamese Americans, who seek to solidify their place in the United States through skilled work, community engagement, and lawful, licensed entrepreneurship.
A Call to Legitimacy and Contribution
Immigrants—especially those from Vietnam—have long been some of the most industrious, family-centered, and economically vital populations in America. Many arrived after the Vietnam War, with little more than hope and humility. They rebuilt their lives in America not through government aid, but through grit, long hours, and a deep-rooted cultural discipline passed down across generations. Yet despite their contributions, legal status can still hang precariously. The recent alarming news of Vietnamese migrants being deported to third countries like South Sudan without due process—violating federal court orders—sends a chilling reminder: Without documentation, licensing, or institutional support, even the most honest workers can be made vulnerable.
This is why education, licensing, and public records of good citizenship matter more than ever. Institutions like Louisville Beauty Academy are not simply technical schools—they are the protectors and amplifiers of the immigrant story.
Louisville Beauty Academy: A Beacon of Legitimacy and Humanized Licensing
Louisville Beauty Academy, founded by Di Tran, is one of Kentucky’s most trusted, state-licensed and state-accredited vocational schools. What sets it apart is its commitment to making licensing accessible—especially for immigrants, refugees, and non-traditional students. It offers training in nail technology, cosmetology, esthetics, shampoo and styling, and instructor preparation—all geared toward one thing: helping individuals earn their first official career license ever.
For most students, many of whom have never attended college and often work under informal or cash-only arrangements, LBA becomes their first experience with post-secondary education and legal career credentials. More than a classroom, it is a transformation center—where knowledge, legality, and purpose intersect.
Di Tran’s model is simple but profound: legitimize the people, uplift the profession, and keep the record of contribution clear and undeniable.
The Nail Industry: More Than Beauty, Now Mental Health and Community Healing
One of the strongest testaments to this vision is the nail industry—a field largely pioneered and dominated by Vietnamese Americans. Once dismissed as a fringe job, the nail industry today is not only thriving economically, it is also recognized by psychiatrists and psychologists as a tool for mental wellness. Nail care is now prescribed as therapy for seniors experiencing loneliness, for trauma victims needing human touch, and for individuals seeking affordable self-care in a community setting.
This elevates the work of nail technicians—and schools like LBA—from economic necessity to public health allies. To be a licensed nail technician today is to be a frontline contributor to both the economy and the emotional wellbeing of America.
Di Tran: From Refugee to Multi-Faceted Leader, Author, and Visionary
Di Tran is not just the founder of LBA. He is a cultural torchbearer for Vietnamese Americans nationwide. Featured in outlets like Louisville Business First, TOPS Louisville Magazine, and Nashville Voyager, Tran has released over 120 books on themes of personal growth, immigrant success, contribution, humility, and humanization—a term he proudly champions in education and entrepreneurship.
Through public speaking, publishing, and advocacy, Tran emphasizes that success is not just measured in money or titles, but in how deeply one gives back. He documents everything—his work, his students’ progress, his family’s rise from hardship—so that there is a paper trail of value. This is a key strategy for immigrants: record your impact so that no one can erase your worth.
His mother, a nail salon matriarch, and he himself embody the very culture he teaches—long hours, community over competition, family first, and always keeping one’s paperwork in order.
Humanization: The Core Mission
Tran’s books and initiatives revolve around one vital idea: humanization in a world increasingly run by automation and indifference. While artificial intelligence grows in capability, the need for heart, recorded contributions, and licensed legitimacy becomes more critical for the vulnerable.
LBA trains not just for skills, but for life. Its graduates are equipped with licenses, portfolios, employment support, and often, their first step toward full citizenship and recognition. Many graduates open salons, hire others, and become advocates for lawful, proud entrepreneurship.
A National Model for Empowerment
In a time when deportation can be sudden, random, and unjust, LBA stands as a model to be replicated nationwide. It proves that when you provide affordable, state-approved, fast-track career licensing to immigrants—especially in fields where they already possess skill—they transform from statistical liabilities into documented contributors.
With continued expansion, Di Tran and LBA are set to help millions, not just thousands. His model is being watched across Kentucky and beyond as a new way forward in workforce development, immigration legitimacy, and vocational education.
Final Word: You Must Be Your Own Best Advocate
If you are an immigrant or child of immigrants: Get licensed. Get documented. Get recorded. Show your worth. Be visible in your contribution. Whether in beauty, health, food, or trade, there is no small role when it is done legally and with pride.
Louisville Beauty Academy is not only changing lives—it is protecting them through empowerment and proof. It is building an army of licensed, loyal contributors to the American dream.
And Di Tran? He’s not just writing books—he’s rewriting what it means to rise as a refugee.
When you meet Vy Truong, you immediately feel it — a deep compassion, quiet strength, and tireless work ethic rooted in service. A proud Vietnamese-American, Dr. Truong is not only a licensed pharmacist in four states — Massachusetts, Kentucky, Indiana, and Ohio — but also the co-founder and CEO of Kentucky Pharmacy, Louisville’s premier independent, family-oriented pharmacy.
A graduate of Massachusetts College of Pharmacy and Health Sciences in Boston, Vy Truong has spent over 15 years in the pharmacy field, quietly building a legacy of care that is now being recognized citywide. With a gentle smile and sharp mind, she has filled over 1 million prescriptions and administered thousands of vaccines, helping Louisville’s most vulnerable — immigrants, elders, disabled individuals, and those without consistent access to healthcare.
What makes her different? She meets people where they are. Through Kentucky Pharmacy, Dr. Truong offers:
Text-a-pharmacist access
Free medication delivery
Multilingual support (including Vietnamese)
Immunizations, therapy consultations, and more
Personalized, compassionate service that feels like family
Her efforts have not gone unnoticed. In the past year alone, Dr. Truong has been:
Beyond her business achievements, Vy is a dedicated volunteer and mental health advocate, actively supporting youth education, community health, and access for all.
“She’s not just a pharmacist — she’s an icon of hope in our city,” says Di Tran, Co-Founder and COO of Kentucky Pharmacy. “Vy is learning every day, evolving faster than most, and always focused on how to love more, serve better, and uplift the people around her.”
Kentucky Pharmacy, nestled inside Harbor House of Louisville, is more than a pharmacy. It is a symbol of what true care looks like — healthcare that is accessible, personal, and delivered with heart.
To the Vietnamese community and beyond, Dr. Vy Truong is not just a success story — she is a role model. Her journey from Boston pharmacy school to Louisville community leader is proof that service, humility, and relentless love can change lives.
In a deeply moving moment of cultural pride and community unity, Louisville hosted a powerful event on May 7, 2025, celebrating Asian American and Pacific Islander Heritage Month—featuring two extraordinary Vietnamese-American women whose lives, stories, and leadership inspire across generations.
The public event, held at Americana World Community Center, took place right next door to Saint John Vianney, the only Vietnamese Catholic church in the state of Kentucky. Together, these two community landmarks served as the heart of a gathering filled with conversation, connection, and celebration.
Vy Truong: A Pillar of Care, Leadership, and Service in Louisville
At the center of this event was Dr. Vy Truong, a respected pharmacist, entrepreneur, and community leader who embodies the spirit of service in all she does. As the CEO of Kentucky Pharmacy and COO of Louisville Beauty Academy, Vy’s mission has always been to elevate the underserved through access to healthcare, education, and compassionate support.
Born in Vietnam and educated through 12th grade before immigrating to the U.S., Vy represents the “1.5 generation”—bringing deep cultural roots while rising as a leader in the American professional landscape. She completed her Doctor of Pharmacy degree in Boston, Massachusetts and is currently licensed to practice pharmacy in Massachusetts, Kentucky, and Indiana. Her work has been recognized through multiple honors, including the 2025 MOSAIC Award, the Family Business Award, and her growing presence as a leading woman in healthcare equity.
What sets Vy apart is not only her resume, but her heart. She constantly steps up—volunteering her time, offering her leadership freely, and lifting others without hesitation. Moderating this high-profile conversation with author Susan Lieu, Vy once again led with grace, humility, and a genuine commitment to elevate her community.
Susan Lieu: A Story Rare Even Among Vietnamese-Americans
On the other side of the stage stood Susan Lieu, a Harvard and Yale business graduate, whose story captivated the audience. Born in the U.S. to refugee parents, Susan’s memoir, The Manicurist’s Daughter, explores the loss of her mother to a botched cosmetic surgery and the intergenerational trauma that followed.
What makes her story so rare—both in the Vietnamese and broader American context—is how she channels that trauma into healing, through bold storytelling, art, and activism. Despite her Ivy League education, Susan’s roots lie in the same nail salon world so many Vietnamese families know—making her both relatable and revolutionary. Her book has been named a Best Book of 2024 by NPR, Smithsonian Magazine, and ELLE, and her voice is quickly becoming one of the most important among the Vietnamese diaspora in America.
Where Culture Meets Faith, Healing, and Hope
This unforgettable event didn’t just happen in isolation—it was shaped by the spirit of Louisville itself. At Americana, families, youth, and elders gathered to hear stories that reflected their own struggles and strength. Immediately after, many walked next door to Saint John Vianney Church, where community members mingled with Susan Lieu, discussed the topics raised, and shared in a sacred moment of cultural reflection.
Featured by WHAS11 News, this moment served as a perfect tribute to AAPI Heritage Month, shining a light on the Vietnamese-American experience in Kentucky—a story of resilience, service, sacrifice, and rising together.
In a city like Louisville, where immigrant roots grow into leadership, and where Vietnamese voices are rising stronger every year, this was more than an event. It was a testament to the beauty of cross-generational Vietnamese-American impact—where one woman (Vy Truong) uplifts through healthcare and direct service, and another (Susan Lieu) heals through words, performance, and truth.
This is the beauty of Louisville. This is the power of Vietnamese women. This is America at its best.
Today at Churchill Downs, local leaders, entrepreneurs, and community advocates gathered for Winsday—a powerful annual tradition that blends business networking, civic pride, and community collaboration in the heart of Louisville, Kentucky.
Among those in attendance were Di Tran, founder of Louisville Beauty Academy and Di Tran University, and Vy Truong, co-founder of Kentucky Pharmacy. Known for their work in affordable education and healthcare access, the couple took a rare midday pause to reconnect—professionally and personally—while celebrating community accomplishments alongside peers and mentors.
The moment was made even more meaningful as they stood in front of a vibrant mural by Humberto Lahera Gonzalez, Di Tran’s brother. The mural, full of life and energy, beautifully captures the spirit of Churchill Downs and serves as a tribute to the city’s culture, resilience, and artistic depth.
Louisville has weathered a particularly storm-heavy year in 2025.
From January’s snow and ice storms to intense wind events, EF-1 tornadoes in March, and major flooding in April, the city has seen historic challenges. The Ohio River rose to nearly 37 feet, marking one of the most significant flood events in recent memory. Churchill Downs itself required major restoration to prepare for Derby season.
And yet, as always, Louisville rises together.
The event was organized in part by the Rotary Club of Louisville, the 13th largest Rotary club in the world among more than 46,000 clubs globally. Each year, Winsday gathers leaders from business, nonprofit, education, and public sectors to celebrate the past year’s progress, build connections, and recommit to service.
Di Tran, Vy Truong, and many others highlighted how these moments—of art, leadership, and shared meals—remind us that business is not just about profits but about people. Whether it’s rebuilding after storms, investing in youth through vocational education, or providing healthcare to underserved populations, their work reflects the heart of Louisville.
“Louisville isn’t just a place,” Di Tran shared. “It’s a people. It’s a heart. And it’s always rising.”
From powerful public art to powerful partnerships, Winsday 2025 served as a living portrait of what makes Louisville shine: love, resilience, and the determination to move forward—together.
On Sunday, April 27, 2025, a deeply meaningful moment unfolded at the Kentucky Science Center in downtown Louisville. Accompanied by my sons — Jayden, Skylar, and Dylan — we stood proudly before a display showcasing the spirit of Vietnamese heritage: my mother’s Áo Dài (traditional Vietnamese long dress), her Hài (traditional shoes), and two of my published books, displayed for all visitors to see.
It was a beautiful reflection of what it means to honor the past while building a hopeful future. As my 7-year-old son Dylan pointed excitedly and said, “Dad, your books and Bà’s Áo Dài are here!” — I was overwhelmed with gratitude.
Gratitude for this country. Gratitude for the sacrifices of our elders. Gratitude for every opportunity to give back through hard work, service, and love.
Paperback available for readers who love to hold inspiration in their hands.
You can also access the full free version at Di Tran University: 🔗 Read it here
This book is a heartfelt tribute to the journey of the Vietnamese diaspora — a celebration of resilience, family, faith, gratitude, and value-adding spirit that continues to lift communities around the world.
The Resilient Legacy of the Vietnamese Diaspora
The Vietnamese story is not just one of survival — it is one of value creation, contribution, and triumph.
Over 1,000 years of resistance against Chinese domination without losing identity.
Brilliant victories against the Mongol Empire in the 13th century, led by national hero Trần Hưng Đạo.
Fierce struggles against French colonialism, culminating in independence in 1954.
Surviving the tragic refugee crisis after 1975 and building thriving communities across America and beyond.
Today, Vietnamese Americans lead in business, healthcare, education, and government, embodying the Đời Cha, Nuôi Đời Con (One generation sacrifices to nurture the next) spirit in all they do.
We are no longer just survivors. We are contributors, leaders, builders of hope — grateful to both Vietnam for our resilient roots, and America for the freedom to thrive.
A Call to Action: Celebrate, Reflect, and Serve
If you visit the Kentucky Science Center, take a moment to reflect on the Vietnamese display — a humble yet powerful symbol of the journey from hardship to honor. Share it with your children. Teach them where we came from, so they know where they must go: forward, with gratitude and love.
And I warmly invite you to read The Unbreakable Spirit — a story not just for Vietnamese people, but for anyone who believes in the power of faith, hard work, gratitude, and the endless possibilities of the human spirit.
Together, we carry the best of our past into a future filled with even greater blessings.
We are the unbreakable spirit — and by God’s mercy, the best is yet to come.
On May 7, 2025, the Americana World Community Center in Louisville, Kentucky, will host an inspiring evening featuring two remarkable Vietnamese-American women: Susan Lieu, acclaimed author and performer, and Dr. Vy Truong, award-winning pharmacist and community leader. This event promises to be a celebration of resilience, entrepreneurship, and the profound impact of immigrant contributions to American society.
Susan Lieu: A Voice for Healing and Empowerment
Susan Lieu, a Harvard and Yale graduate, is the author of the memoir The Manicurist’s Daughter, which delves into themes of grief, trauma, and the pursuit of the American Dream. Her work has garnered national acclaim, being featured in NPR’s “Books We Love” list for 2024, recognized by Smithsonian scholars as one of the best books of the year, and highlighted by ELLE Magazine in their roundup of the best nonfiction books of 2024.
Dr. Vy Truong: A Pillar of Community Health and Leadership
Dr. Vy Truong, CEO of Kentucky Pharmacy LLC, has been recognized with multiple prestigious awards for her dedication to accessible healthcare and community service. In 2025, she received the JFCS Mosaic Award, honoring her commitment to serving underrepresented communities. Additionally, she was named a Rising Star in the 2025 Family Business Awards by Louisville Business First and was celebrated as the 2024 Most Admired Woman in Louisville by Today’s Woman Magazine.
A Convergence of Stories and Service
The evening will feature a moderated conversation between Susan Lieu and Dr. Vy Truong, exploring their journeys, challenges, and the intersections of their work in storytelling and community health. This dialogue aims to inspire attendees by highlighting the power of perseverance, cultural heritage, and the importance of giving back to the community.
Event Details:
Date: May 7, 2025
Time: 7:00 PM – 8:30 PM
Location: Americana World Community Center, 4801 Southside Dr, Louisville, KY 40214
Tickets: Proceeds will be split between Susan Lieu and the Americana World Community Center to support the arts and community programs.
Join us for this enriching evening that honors the resilience, creativity, and leadership of Vietnamese-American women, and their invaluable contributions to the fabric of American society.
At a recent Rotary Club of Louisville luncheon, local leaders and business professionals gathered to hear from one of Kentucky’s most impactful business figures—Jimmy Kirchdorfer, Chairman and CEO of ISCO Industries. What unfolded was more than just a story about piping solutions; it was a reflection of how deep community roots, family values, and unwavering dedication to a hometown can create a lasting legacy.
Jimmy Kirchdorfer grew up in Louisville, educated in its Catholic school system, surrounded by a close-knit family and a strong sense of responsibility. Over time, he helped transform a small, family-run business into a global leader in high-density polyethylene piping, all while remaining grounded in the very city that shaped him. Despite ISCO’s national reach, Kirchdorfer never left behind his Louisville identity—instead, he doubled down on it.
His civic contributions reflect that commitment. In 2022, he led a local investment group in purchasing Valhalla Golf Club, bringing it back into Louisville hands. Since then, the venue has been slated to host major events like the 2024 PGA Championship and the 2028 Solheim Cup. These milestones aren’t just about sports—they’re about pride in place, and about giving Louisville a place on the national stage.
One of the many attendees deeply moved by Kirchdorfer’s message was Di Tran, a Louisville-based entrepreneur and educator. Tran, himself a product of Catholic schooling and a longtime advocate for community-focused development, saw in Kirchdorfer’s words a reflection of his own journey.
Di Tran came to the U.S. as an immigrant, working from a young age to help support his family. Through determination and a deep love for the city, he went on to found multiple businesses—including Louisville Beauty Academy and the New American Business Association Inc.—aimed at empowering working adults, immigrants, and aspiring entrepreneurs. His work in vocational education and small business development has helped thousands gain licenses, jobs, and purpose.
Listening to Kirchdorfer speak, Tran said he felt both inspired and reassured. For many small business owners, the road is often isolating and uncertain. But seeing someone who built success without ever disconnecting from his city or his values reminded Tran that building a legacy doesn’t require leaving home—it requires growing where you’re planted.
“Jimmy represents what many of us hope to become,” Tran reflected afterward. “Not just successful in business, but deeply woven into the fabric of the city that raised us. His example reminds me to keep learning, keep serving, and keep loving Louisville—because this city has given me everything.”
Through different industries and backgrounds, both Kirchdorfer and Tran share a common mission: to lift up their city through service, opportunity, and a deep, abiding belief that community is the most powerful foundation for growth. Their stories are testaments to what’s possible when success and humility walk hand in hand—and when business becomes a vehicle not just for profit, but for purpose.
