Scenario planning not only allows businesses to discover a variety of potential outcomes, evaluate actions, and plan for any possibilities; it can guide them to be proactive rather than reactive by envisioning prospective risks and prospects, increasing organizational understanding of alternative results, and identifying early warning signs of approaching issues to take necessary actions.

According to The Strategy Institute, the majority of business plans are based on one set of assumptions, such as a single growth trajectory, a single cost estimate, or a single perspective on market dynamics. While it’s a strategy that works well during times of stability, these conditions are rarely sustained over long periods of time.

As market demand changes, interest rates rise, supply chains are disrupted, and regulatory structures develop, any plan based on a single projection will be unable to respond accordingly, says The Strategy Institute. Scenario planning arose to solve this specific issue. Rather than predicting what is most likely to happen, it looks at what could happen across various possible futures and what actions a business might take in each scenario, resulting in a more open and useful method for developing long-term company strategies. It has been used by companies ranging from large multinational energy corporations to independent small and medium-sized business owners.

Scenario planning is essentially a methodical process for creating several internally consistent scenarios, evaluating their financial implications, and determining the appropriate actions for each circumstance. Comprising a baseline scenario, an optimistic scenario, a pessimistic scenario, and sometimes an acute crisis scenario, each is developed from a single set of premises. Created in the 1960s as military strategy and war-gaming procedures for the Pentagon, the practice gained more popular awareness in the 1970s when Shell managed to anticipate shifts in the oil market through scenario planning, placing the business in a position to adjust accordingly when oil prices then fell in the 1980s.

Since then, narrative, quantitative modeling, monitoring dashboards, and predetermined action plans have all been incorporated into what started out as a qualitative exercise in seeing other futures, and because forecasting and scenario planning are intended to address different issues, it’s important to understand their differences. Conventional forecasting is based on a single anticipated result, estimating what is most likely to occur using past data, present trends, and assumptions about future conditions. While a finance team might anticipate operational costs based on current inflation trends, project revenue growth of eight percent for the following year, and create a budget based on those projections, businesses still require goals, budgets, and performance standards, which makes forecasting useful for operational planning.

As forecasts have the downside of often assuming future events are linear and predictable, a single forecast might easily become outdated when conditions drastically shift, and because of this, uncertainty is approached differently in scenario planning. Instead, it investigates multiple conceivable futures simultaneously rather than concentrating on a single anticipated future, understanding how various circumstances would impact the company and what management would do in response. For instance, a forecast can project revenue growth under anticipated market circumstances, and scenario planning poses even more possibilities, such as: what would happen if there was a 20 percent decline in consumer demand? What happens if interest rates stay high for a further two years? What happens if supply chain interruptions cause expenses to rise and sales to decline at the same time?

According to Mike Brown at Small Business Trends, companies often use workforce planning scenarios as a technique for strategic cost control during times of financial restriction. A scenario analysis, for example, examines the consequences of a 10 percent reduction in the sales force and, through a side-by-side waterfall comparison, provides a thorough picture of all compensation costs, including severance payouts, enabling the business to clearly understand the differences.

An employer can also understand how changes in the workforce may impact a company’s operations and budget management by structuring the functions of the sales department and compiling headcount data. Conversely, investigating a hiring freeze scenario allows a company to find ways to reduce costs while maintaining crucial sales activities. Through a variety of headcount adjustments, these workforce planning scenarios make it easier to project future compensation costs, encouraging evidence-based strategic choices during times of financial constraints and allowing for the alignment of human capital resources with institutional goals.

For businesses looking to align organizational resources with both current market conditions and future expansion goals, strategic capacity planning for sales operations is an essential requirement, says Brown, and organizations can improve their readiness for future operational needs by creating sales capacity and quota estimates that correspond with particular role classifications. A thorough grasp of how workforce modifications affect sales performance results is made possible by examining important performance indicators such as Customer Acquisition Cost (CAC) and Lifetime Value (LTV). The strategic framework allows for the modelling of various personnel management approaches by considering factors such as the length of employee onboarding and recruitment limits.

A business can determine exactly how much sales capacity is required to meet goals by investigating various potential situations, maintaining the organization’s flexibility and readiness to adjust quickly as both customer demands and the competitive landscape change by routinely refining projections using current performance data and new market insights. When it comes to the usefulness of scenario planning, Brown mentions additional possible business scenarios, including a healthcare insurance company increasing the amount of resources it affords to provider network services, using scenario planning frameworks to improve competitive positioning and gain more market share; real estate companies creating proactive plans for potential economic downturns that allow for investment protection and well-informed decision-making; and a media company that prioritizes advanced production techniques and quality standards to maximize financial performance in response to changing industry dynamics. In short, says Brown, various companies in different industries have implemented thorough workforce planning scenarios to effectively balance cost management goals with the use of operational effectiveness during uncertain economic times.

When it comes to real-life uses of scenario planning for small businesses, Toronto-based Geez Louise, a prebiotic carbonated water company co-founded by Carmen Douville and Lauren Jones, was forced to deal with the reality of aluminum pricing in 2025, when Canada imposed a 25 percent retaliatory tariff on aluminum can imports from the United States, as reported by Nickie Shobeiry in The Globe and Mail. Although aluminum had previously been the largest expense component in Geez Louise’s manufacturing operations, the company did manage to keep its pricing structure unchanged via its well-known retail partners including Farm Boy, Longo’s, and Whole Foods. And despite the high costs and financial constraints, Geez Louise was able to mitigate any negative impacts by planning ahead and exercising strategic foresight with the use of scenario planning. In order to avoid the “considerable disruption that numerous competitors have experienced,” the company built comprehensive models that cover a wide range of possible business scenarios and scheduled manufacturing operations well in advance to take advantage of substantial-volume supplier discounts.

As Geez Louise continues to grow, its owners have realized that in order to survive and thrive in the face of economic instability, practical approaches must be put in place, necessitating ongoing innovation and thorough system evaluation in challenging circumstances. In fact, businesses throughout Canada are dealing with the possibility of stagflation, shifting trade laws, rising energy costs, and other potential setbacks, and even though it is difficult to predict the future, scenario planning allows companies to remain adaptable and responsive while still taking into account the industry each business works in and looking at the market segment’s perimeter. Additionally, as every company strives to build its own approach to identify and prepare for future developments, many are using artificial intelligence (AI) technologies to make these approaches more efficient.

According to Shobeiry’s article, while AI poses hurdles for businesses, no company should ignore its potential to improve strategic planning. In fact, the use of AI-supported planning is being spearheaded by firms with a track record of success in scenario planning, especially those in the financial sector, while certain creative industries are gradually integrating AI to better their competitive potential, from operational enhancements to wide-ranging strategic efforts.

Although no company can see the future with certainty, scenario planning does manage to offer a workable solution: a methodical way to prepare businesses for a large variety of potential outcomes, allowing owners and entrepreneurs to avoid rushing to deal with emergencies and instead creating well-thought-out, practical solutions that can often provide the very solutions they might have overlooked otherwise by carefully considering realistic options in advance.

Being prepared for any potential scenario is the crucial distinction between businesses that merely respond to changes and those that stay ahead of the competition.

The post Best Laid Plans<p class="company">Betting on the Future With Scenario Planning</p> appeared first on Business In Focus Magazine.

“We have a rich history that dates back to 1760 that makes itself apparent just by walking downtown and through our historic district. Hosting one of two original Town Commons in the United States, you can walk seven blocks from our Riverfront Park to the Town Common and feel right at home.”

One of Tarboro’s greatest strengths is the ability to maintain a genuine small-town sense of community, agrees Troy R. Lewis, Town Manager.

“People know their neighbors, local businesses know their customers, and there’s still a strong connection between our residents, our schools, our churches, our businesses, and local government,” Lewis says. “That creates a quality of life that is increasingly difficult to find. For residents, it means being part of a community where people are invested in one another.”

Tarboro’s economic history has long been tied to transportation and trade, developing along the Tar River and becoming an important river port during the 18^th and 19^th centuries. In many ways, transportation helped create Tarboro.

“Tarboro has a long history of trade dating back to colonial times when we utilized the river for trade,” says Mayo. “We were the furthest upriver port on the Tar-Roanoke River. With the advent of rail, the decline of river trade began and caused a greater shift to trade by rail.”

Today, a rail line that runs through town serves the town’s industries, with all rail capabilities greatly augmented in 2021 with the opening of CSX’s Carolina Connector Intermodal Terminal, allowing for goods to leave the town and make it to an inland port less than 20 miles away to be easily and speedily transferred to trucks or shipped by rail to the ports of Savannah, Norfolk, Wilmington, and Morehead City.

The Carolina Connector, located locally in Edgecombe County, allows containers to be transferred efficiently between trucks and trains. The facility was designed to improve connections to domestic and international markets and North Carolina’s ports. “For industry, that is a tremendous advantage. A manufacturer does not just look at the cost of land or a building anymore; they look at the entire supply chain,” Lewis adds. “They want to know how quickly raw materials can arrive and how efficiently finished products can reach customers and ports.”

Having that intermodal capability in the immediate region gives Tarboro and Edgecombe County a logistical advantage that many rural communities simply don’t have. There’s also a very strong industrial location within Tarboro itself at the Tarboro Commerce Center, a park that is home to Astemo, Prudential Stainless & Alloys, Piedmont Natural Gas, and Amazon, along with approximately 45 acres of pad-ready industrial property remain available for development. The Commerce Center is adjacent to U.S. 64, the future I-87 corridor, and is served by town water, sewer, and electric utilities. The Carolina Connector is within a short drive, giving Tarboro an immediately available site for companies that may not require the scale of the Kingsboro Business Park—rated by consulting firm Jones Lang LaSalle as the only shovel-ready and competitive megasite in the state of North Carolina—but still want excellent infrastructure and access to multiple modes of transportation.

“Kingsboro is one of the most important economic development assets in our region because one of the biggest factors in industrial recruitment today is speed to market,” Lewis explains. “Companies considering major investments don’t necessarily have several years to assemble property, extend infrastructure, complete environmental studies, and work through all of the other issues associated with developing a large industrial site. They want to know that a community has done its homework and is ready to move.”

That is where Kingsboro distinguishes itself, he adds. The Kingsboro Business Park is a CSX-served industrial site between Tarboro and Rocky Mount with infrastructure including water, sewer, electricity, natural gas, and telecommunications. Significant due diligence on the site has already been completed, and the site has highway, rail, and intermodal access.

For Tarboro, landing a major employer at Kingsboro would have impacts well beyond the site itself. It can create employment opportunities, increase demand for housing, support restaurants and retailers, create opportunities for suppliers and contractors, and strengthen the tax base throughout the region. Like many small communities, one of Tarboro’s biggest challenges is maintaining and replacing aging infrastructure while keeping services affordable for residents—water, sewer, electricity, roads, stormwater, parks, and public facilities all require continued investment. Construction costs have increased substantially, so communities must be increasingly strategic about how they prioritize projects and leverage state, federal, and grant funding.

“Housing is another significant challenge and one that is increasingly connected to our economic development efforts,” Lewis shares. “Tarboro has seen tremendous growth through infill development in recent years, which has been very positive for the community. However, a recent housing assessment identified a significant need for additional housing. We need to continue improving and expanding our housing stock at a variety of price points.” As the town continues to recruit businesses and industries and create new employment opportunities, having quality housing available for the people who will fill those jobs becomes an important part of the overall economic development strategy.

The greatest challenge is the perception of workforce availability, adds the Mayor. “Our workforce is here and very close around us, but this is a constant talking point around the tables of development. We draw a workforce from 11 counties here in Tarboro. If there is work to be had, there will be people to work those jobs.”

He explains that the Town of Tarboro is continually able to keep taxes, electricity, water, and sewer rates lower than any other community in proximity to it.

“One of our accomplishments has been continuing to invest rather than simply maintaining the status quo,” adds Lewis. “We have made significant public investments in our downtown and riverfront, including improvements designed to better connect Main Street with the Tar River.”

Those public investments complement significant private investment that has occurred downtown through projects such as Taps on Main, Granville Lofts, Riverview Lofts, the former Cherry Inn property, and other historic rehabilitation projects.

“I’m proud that we continue to look beyond individual projects and think about what Tarboro should be 10, 20, or 30 years from now,” says Lewis. “The challenge for a community like ours is to pursue progress without losing our identity. We have been successful in recognizing that historic preservation, quality of life, housing, infrastructure, and economic development can support one another rather than compete with one another.”

The town’s economic development in particular has been impressive, and the past two years have seen a number of developments, creating significant jobs and investment: from Amazon, a $15 million investment and 100 jobs; from Prudential Stainless & Alloy, a $10 million investment with 30 jobs; expansions including that of LS Cable & System, a $50 million investment and 85 jobs; Astemo’s $44 million investment with 52 jobs; and Madem-Moorecraft’s $2 million investment, bringing 37 jobs. “$96 million—or approximately 80 percent of this investment—has come from existing industries, highlighting that Tarboro is a great place for business and industry to be successful,” says Lewis.

Tarboro is also currently making “very active headway” into finding more developable land to establish a new industrial park. The town has seen a massive boom in housing supply, expanding the housing stock by around 300 units in the past few years, with over 300 more currently on the books to be constructed.

“We’re also currently placing a great amount of attention into revitalizing the downtown,” Mayo adds. “This includes a bulkhead at Riverfront Park, revitalizing the Courthouse Square, and currently, using grants to help businesses downtown revitalize their storefronts.”

The town also plans to continue improving and expanding its housing stock; a good example is a recently approved 191-unit single-family and multifamily subdivision.

Another major milestone is continuing to improve recreational facilities and public spaces and move forward with projects such as a new farmers market.

“Those may seem like smaller projects when compared with a megasite, but quality-of-life investments are increasingly part of economic development,” Lewis says. “When companies recruit employees, those employees want good parks, recreation, restaurants, housing, events, and attractive public spaces.”

Ultimately, the milestones he wants to see are sustainable growth, additional jobs, new housing, continued downtown investment, additional industrial development, and a stronger tax base, while Tarboro remains recognizably Tarboro.

As for special events and activities, the town has many to share, including its “huge” football culture. “Our Tarboro High School Vikings have won 10 state championships, and the people of our town are very proud of our school and team,” says the Mayor.

The town also hosts a great number of events downtown throughout the year, including a summer concert series, a bluegrass festival at Riverfront Park, carriage rides at Christmas, pop-up markets, and pickleball courts on the Town Common; there are an endless number of events for all interests in Tarboro, and the Christmas season in particular is a special time, with the Christmas Parade and the Downtown Christmas Crawl along with numerous other community activities, while the year begins with the New Year’s Ball Drop. As the weather warms, events such as SpringFest, Blue Ribbon Kids Day, and Happening on the Common bring residents and visitors together on the historic Town Common. The Tarborough Faire is a free, family-friendly Renaissance Faire, while the Downtown Summer Music Series provides live music and another reason for people to come downtown, visit local businesses, and spend time together.

“These events are very different from one another, and that variety says something about Tarboro,” Lewis says. “There are opportunities for families, music lovers, history enthusiasts, outdoor recreation, and people who simply enjoy getting together with their neighbors.”

The Tar River itself provides opportunities for fishing, boating, and paddling, and parks and recreational facilities provide year-round activities. “Taken together, these festivals, sports, traditions, and community gatherings are more than entertainment; they’re part of what creates a sense of place,” says Lewis.

The goal, he stresses, is not to become something different simply for the sake of growth, but to promote economic development and new investment while also preserving the qualities that make people want to live, work, and raise a family in Tarboro in the first place. “That really gets back to what makes Tarboro special,” he says. “We have a remarkable history, but we’re not interested in simply being a historic town that looks backward. We want to use that history and our sense of community as the foundation for what comes next.”

Tarboro can offer a company sophisticated infrastructure, rail and intermodal access, and proximity to major markets, while still offering employees the quality of life and personal connections of a small town. “That combination of historic character, community, quality of life, and modern economic opportunity is the story we want to continue telling about Tarboro.”

The post A Sense of Place<p class="company">Town of Tarboro, North Carolina</p> appeared first on Business In Focus Magazine.

In addition to several thriving unincorporated communities, including Cashiers, Cullowhee, and Whittier, the county is also home to four incorporated towns—Dillsboro, Sylva, Webster, and Forest Hills—and more than 185 recognized summits, 200 rivers and streams, stunning scenery, unmatched outdoor activity, and a beautiful setting for cultural and economic interaction.

Home to approximately 45,000 residents, Jackson County has experienced significant population growth, increasing by approximately 36 percent since 2000.

“Our goal is to build a more diverse economy in Jackson County, one that creates new opportunities for businesses to grow and for our residents to build meaningful careers close to home,” says Tiffany Henry, Director of Economic Development.

Central to that strategy is the Jackson County Business Campus, a roughly 42-acre former industrial property off Skyland Drive. The project represents Jackson County’s first intentionally developed business and industrial campus, creating new opportunities for business expansion, recruitment, and economic diversification. The property was also selected for the Economic Development Partnership of North Carolina’s (EDPNC) SelectSite program, recognizing its potential for industrial development. “Sites like this are extremely rare and difficult to find, especially in the mountains,” says Henry.

A relatively flat site, it is fully rail-served and will provide the county with something it has never had before. “It’s a place where we can proactively recruit businesses rather than waiting for an appropriate property to become available,” Henry says. “We’re focusing on right-sized businesses and industries that fit Jackson County, particularly manufacturing,” she explains. “We want to create opportunities for existing businesses and attract new employers that can provide quality, higher-wage careers for our residents.”

The county has entered into an economic development agreement with The Ruddell Group as its private development partner, with the goal of constructing buildings that will create much-needed, market-ready industrial space.

The development is also expected to attract a range of businesses and industries to the area. “The Ruddell Group primarily targets advanced manufacturing, assembly, specialty logistics, and B2B companies,” says The Ruddell Group’s founder, Dean Taitz. “That could be HVAC that needs 20,000 square feet or a custom cabinet manufacturer; we’ve seen it all, and those clients really like the product we put out.”

Taitz is eager to see development move forward and hopes to secure an early tenant, helping build momentum for the campus.

“It would be a huge win, providing great momentum for the area,” he says. “It’s a testament to how, when local government and private developers come together, we can achieve a whole lot more being on the same team. It’s also a very interesting concept, especially in real estate development. I’ve got to commend Jackson County for being on the cutting edge.”

“An important part of this project is that the county is retaining a portion of the property for a proposed workforce training center in partnership with Southwestern Community College,” Henry explains. “That creates a unique opportunity to bring business and workforce training together on the same campus. Our vision is to connect employers with the talent and training resources they need while creating new career pathways for our residents.”

Taitz also sees the site’s relatively flat terrain and existing rail access as significant advantages in a region where industrial development can be so challenging. “To find that in Western North Carolina is a huge incentive in itself,” Taitz says. “If you need to be in Western North Carolina and need a 50,000-square-foot building, this is one of the only rail-served sites that we could build it on easily and cost-effectively.”

“It’s an incentive to the right kind of people who know how tough it is,” he adds. “If you want to serve the area, be close, and reap all the benefits there, this is a site you can fit your business on.”

With access to both Western Carolina University and Southwestern Community College, Jackson County is well positioned to connect businesses with workforce training and education resources.

“We have an interesting mix right here,” says Henry. “Having this workforce training center on this property will allow us the opportunity to provide hands-on training space for programs such as construction, electrical, plumbing, or other advanced trades needed in this space, and we hope it will respond to the needs of future employers.”

It will also help set Jackson County apart, drawing in both business and employees. “I’ve never worked on a project where we can train all the employers’ workers across the railroad,” adds Taitz. “They’re basically on the same site, which is really powerful.”

Of course, with extra jobs and employment comes the often-challenging task of providing adequate, affordable housing, an issue discussed nationwide and one that Jackson County is tackling head-on. “I’m excited that we’re not just studying these problems anymore; we’re putting projects on the ground,” says Henry. “In Jackson County, we’ve been working on a multi-partner development bringing workforce homeownership, workforce rental housing, and affordable senior housing.”

Webster Village is a collaborative housing initiative bringing together Jackson County, Mountain Projects, Western Carolina University, and Givens Communities. The development will include workforce homeownership opportunities, workforce rental housing, and affordable senior housing, addressing several different housing needs within the community. Jackson County has helped coordinate the partnership and secure funding for the infrastructure necessary to support the development. The Givens affordable senior housing component is scheduled to break ground December 8, with completion anticipated in 2028.

“We’re moving beyond studying the housing challenges and taking real steps to create more housing opportunities in Jackson County,” Henry explains. “We’re a small rural county, and that makes it really challenging. I’ve never felt like I could really, honestly recruit a business until we addressed some of these fundamental things: housing, childcare, broadband, and workforce training.”

Those are precisely the issues she has been working on diligently for the past five years, with housing in particular well on its way. “We’re also doing some significant work in the childcare space with a project we’re really excited about called Webster ChildPlex. It’s an innovative shared-facility model designed to help independent childcare providers open and operate their own classrooms while sharing common spaces and resources.”

A county-owned space being developed around a shared facility model to expand childcare capacity and support providers, the ChildPlex is akin to a “childcare incubator,” providing licensed classrooms, support, and resources needed to start a classroom while incubating and growing into a center model.

“We’re not trying to simply move childcare providers from one location to another,” says Henry. “We want to create opportunities for more providers to enter the market and expand the number of childcare slots available to families. For me, this is about more than childcare. It’s about removing barriers for working families and strengthening the foundation of our local economy.”

It’s certainly a vital one, along with the need for broadband. Broadband infrastructure is being actively deployed across the county, with close to 95 percent of address points either served or funded for broadband service.

With training, education, and housing all making headway, Jackson County boasts a multitude of other advantages, including stunning outdoor spaces to draw residents, tourists, and businesses alike. “Our quality of life is probably one of our greatest competitive advantages because we don’t have to convince people that Jackson County is a great place to live,” Henry says. “From fishing and hiking to public lands wedged in between the Great Smoky Mountains National Park and the Blue Ridge Parkway, visitors and residents love it because we have a lot of those assets right here at our back door.”

These are coupled with vibrant small-town downtowns and communities that have their own unique identities. “You get all of the benefits of a rural community that is vibrant, and there’s a lot going on in it.”

The county also boasts a strong cultural heritage, with approximately 10 percent or more of its residents identifying as Native American, predominantly of Cherokee descent. The Eastern Band of Cherokee Indians, one of three federally recognized Cherokee tribes in the United States, is headquartered on the Qualla Boundary, which includes lands in Jackson and Swain counties.

Special events abound in Jackson County with Mountain Heritage Day, Greening Up the Mountains festival, and numerous community holiday events that bring a tremendous amount of art, music, and Appalachian cultural heritage to the region. Whittier Heritage Grounds sat largely vacant and is transforming into a community and event space that can host anything from festivals and markets to agricultural and youth events. “Plans for the property include a 48,000-square-foot open-air pavilion that will expand opportunities for community celebrations, agricultural events, festivals, and other activities,” Henry adds.

“It’s a unique project. Economic development in rural North Carolina looks very different than it does in our more urban neighborhoods, and this project is one of those.”

Henry has a close affinity for the county she has never left, growing up there and having attended both Southwestern and Western. “Jackson County has always been a place where I want to live, and I want people to want to live, and I’m invested in it because I know how special it is,” she says. “Our work now is making sure it’s a place where more people can build a career, raise a family, and create a future affordably. We’ve got to work on all of these different things so they can stay here.”

This also means increasingly looking at economic development as an ecosystem, she stresses. “We can’t talk about recruiting an employer without talking about where the employees are going to live and whether they can find childcare, access broadband, how we’re going to train the workforce—we’re trying to handle all of those collectively. That’s one element of our economic development strategy.”

Photos courtesy of Jackson County TDA

The post Connected Through Community: Bringing Business, People, and Training Together<p class="company">Jackson County, North Carolina</p> appeared first on Business In Focus Magazine.

Located within the Charlotte metropolitan region, Monroe has established its own identity as a center for manufacturing, industry, and employment. Companies benefit from access to the greater Charlotte market while operating in a community with an established industrial base; transportation connectivity through I-485, U.S. 74, and the Monroe Expressway; Charlotte Monroe Executive Airport; and the infrastructure necessary to support business growth.

“One of Monroe’s greatest advantages is our ability to work directly with companies as they navigate the development process,” says Campo. “The city is a one-stop development shop including planning and zoning, permitting, engineering, fire, and stormwater. Monroe also owns and operates its electric, water, sewer, and natural gas systems.”

While Monroe maintains an average 10-day turnaround standard for complete commercial permit submissions, speed alone does not define good economic development. It’s also about having access to people who will answer questions, identify potential obstacles, and work toward solutions.

“That is the Office of Economic Development’s opportunity to serve,” Campo stresses. “When a prospect comes to Monroe, we want to understand the entire project, not simply how many acres or square feet the company needs. We want to understand its utility requirements, transportation needs, workforce, investment, timeline, and plans for future growth. That allows us to ask a much more important question: What does this company need to be successful here?”

Answering that question requires partnership, and Economic Development strives to connect businesses with the right resources, whether bringing city departments together around a development issue, connecting an employer with South Piedmont Community College and the Centralina Workforce Development Board, or helping a company become part of the broader business community through organizations such as the Union County Chamber of Commerce.

“We place that same emphasis on our existing industries,” says Campo. “A project announcement is important, but it’s only the beginning of the relationship. The true measure of a business environment comes in the years that follow as companies hire employees, invest in equipment, expand production, and respond to changes in their industries.”

SEECO (Southern Electrical Equipment Company) is one example of a recent successful partnership that came about when its existing footprint became a constraint on its growth in Charlotte and in Indian Trail. “We knew we needed more space, but we didn’t want to just move into another building and find ourselves having the same conversation again in five years,” says Advisory Board Member, Christie Panto. “We wanted to make a decision that would give SEECO room to grow for the next 10, 20, and 30 years.”

The opportunity in Monroe allowed SEECO to consolidate operations into one much larger facility, with both the land and flexibility to improve the way people, operations, inventory, and equipment work together. “The Monroe facility gave us approximately 109,000 square feet in a new facility that we could make work for our operation, rather than trying to make an older, more expensive building work around us,” Panto says. “We wanted room to expand, and we wanted opportunities nearby that could support additional growth down the road.” Monroe made sense for practical reasons: the cost, the facility, the land, and the opportunity to grow.

Monroe was also a reasonable geographic compromise, offering a location with good access to major roads for those who wanted to commute while also being a community where employees could choose to live if they wanted to relocate closer to work with good schools and overall affordability.

Working with local officials and economic-development partners was nothing but positive and productive, Panto adds. “It was one of the nicest surprises of the whole experience. We had great cooperation from the City of Monroe, Union County, the Chamber, and our local education and workforce development partners,” she says. “There was a genuine interest in understanding what we were trying to accomplish and figuring out how everyone could help make it happen. We found a partnership with this community that understood the importance of growing manufacturing. When one of us succeeds, we all do.”

While SEECO came to Monroe because the business case made sense, what they found was so much more. “We didn’t necessarily anticipate how much we would appreciate the community itself,” Panto says. “Don’t underestimate the value of finding a community that actually wants you there.”

While SEECO is a new partnership, MacLean Power Systems’ (MPS) Monroe Operation—previously known as ITEC, a manufacturer of instrument transformers essential to the modern electrical grid—has been a proud part of the local community for more than 20 years. “Monroe is where we have built our team, expanded our capabilities, invested in our operation, and created opportunities for employees to create rewarding, long-term careers,” says Greggie Mull, Human Resources Manager. “Our growth has brought increased investment in machinery and equipment, employee development, and workforce training. We have also gained additional training resources through our partnership with South Piedmont Community College.”

MacLean Power Systems’ workforce includes employees from diverse backgrounds and a broad workforce that includes people from the Charlotte area, Lancaster and Pageland in South Carolina, and other surrounding communities, an important strength of its operation. Additionally, the Monroe Expressway has improved transportation routes for shipping products and made it easier to reach potential employees across the region, important connections for a company committed to operating, investing, and hiring in Monroe for the long term.

As the Monroe operation has grown, connection to the community has grown with it, Mull adds. “While many local residents still know us as ITEC, we are proud to be part of MacLean Power Systems and remain committed to investing in Monroe and the surrounding region.”

MacLean Power Systems relies on local talent to manufacture products and values partnerships with organizations such as South Piedmont Community College, which helps develop the next generation of skilled manufacturing professionals. Continued collaboration among employers, educational institutions, economic development organizations, and other community partners will help Monroe remain a place where manufacturers can invest, grow, and succeed.

“For our Monroe operation, modern manufacturing requires continued investment in technology, stronger and more efficient processes, and increased opportunities for employees to develop their skills,” says Mull. “Local education and workforce-training partners are an important part of that continued progress.”

That partnership between education and manufacturing plays a key role in Monroe. In fact, South Piedmont Community College views its manufacturers as true partners in workforce development, working directly with local employers to understand workforce needs, identify skill gaps, and respond with the right training solutions—from curriculum programs and short-term credentials to customized training.

“We also support manufacturing apprenticeships and help employers strengthen their recruitment and talent pipelines,” says South Piedmont Community College President, Dr. Stacy Waters-Bailey. “We are committed to being a trusted, reliable partner to our manufacturing industry.”

As speed and responsiveness are critical in today’s economy, South Piedmont Community College works directly with employers to quickly develop customized workforce solutions that address their specific needs. In many cases, this means moving from identifying a workforce challenge to launching training within days.

“Our goal is to remove barriers for our local manufacturing partners and help them respond quickly to changing business demands,” says Waters-Bailey. “Our employers have a direct voice in shaping what we do. Through advisory committees, employer surveys, and ongoing conversations with industry, we listen closely to what businesses are seeing and experiencing.” This feedback helps to continually refine programs so graduates are prepared for the jobs and technology that employers need today and will need tomorrow, benefiting not only employers but also students, as they can be assured that they are receiving industry-relevant training at South Piedmont Community College.

To that end, the college works hand-in-hand with industry to deliver both credit and short-term, non-credit programs that provide students with the technical expertise, practical experience, and durable skills area employers value, says Waters-Bailey. “Our goal is straightforward: to ensure our students are ready to contribute, grow, and lead in the workforce.”

When it comes to the independent business-community voice, the Union County Chamber of Commerce champions business growth throughout Monroe and Union County through advocacy, economic development, and collaboration, striving to maintain the region’s momentum by strengthening relationships between businesses and partners in government and education.

“Monroe’s diverse industry base makes this work easier by creating opportunities for talented individuals in nearly any industry imaginable,” says President and CEO, Clayton Whitson. “The Monroe area is unique in that business, government, nonprofit, and education partners collaborate with a goal of mutual success.” That collaborative spirit, coupled with the geography that places the Chamber in proximity to a major metro, access to ports and rail, and an ever-growing workforce base, gives companies a real strategic advantage in the marketplace.

The Chamber places a large emphasis on relationships with businesses, Whitson adds. As new businesses enter the market, the Chamber connects with the community in a variety of ways, particularly with the existing business network through Chamber programming. “We tailor our programming to continually provide content that will address areas of ongoing need for our employers, such as environmental health and safety or workforce development,” he explains. “Getting professionals connected to these groups provides peer support for current and future needs and strengthens ties to the community.” The Chamber then communicates needs and opportunities to community partners involved with business retention and expansion efforts.

“North Carolina has always had a business-friendly reputation, and that doesn’t happen by accident,” Whitson says. “The Chamber’s advocacy and public policy work with governmental units at every level to ensure we’re creating an environment where our companies can thrive and continue to provide economic opportunities for our friends and neighbors. Our businesses understand this value and actively provide feedback to guide our public policy work.”

Finally, working to establish that Monroe has access to a regional workforce system, not merely the labor force contained within the city limits, the Centralina Workforce Development Board understands that workforce development starts by understanding exactly what an employer needs and then connecting that employer to the appropriate resources.

As labor markets cross municipal boundaries, workforce professionals can engage companies during recruitment as well as after they locate, and employer needs—occupations, skills, wages, recruitment timelines, and training—should drive the workforce response. “The Centralina WDB and its local NCWorks Career Center in Monroe provide talent recruitment and retention services for employers and career advising, training, and placement services for career seekers,” says David Hollars, Executive Director, Centralina Workforce Development Board. “We work with local partners in developing a regional talent pipeline through the MonroeWorks initiative with the city.”

The Centralina WDB is also actively involved in Our Future in UNiSON—addressing career pathway development and increasing the number of individuals with post-secondary degrees, certificates, and certifications—and with Union JobReady and the Chamber’s Workforce Development Committee in developing strong career guidance, knowledge, and work-based learning opportunities for students in the local middle and high schools.

“These companies and organizations demonstrate different parts of our partnership,” says Campo, adding that SEECO offers the perspective of a manufacturer that recently chose Monroe, while MacLean Power Systems provides the perspective of an employer with approximately two decades of area experience. “Our Chamber, workforce, and education partners demonstrate the network that supports businesses before and after a location decision.”

For Monroe Economic Development, the responsibility does not end when a company selects a site or opens its doors, she adds. “We want to be there for the next expansion, the next workforce challenge, and the next opportunity. We want businesses to choose Monroe, and to have every reason to choose Monroe again when it’s time to make their next investment.”

The post Where Business Location Becomes Business Partnership<p class="company">City of Monroe, North Carolina</p> appeared first on Business In Focus Magazine.

The DCAC team strives to help companies locate commercial land or buildings, connect them with Anderson County business and community leaders, and advise businesses on the Anderson County market and its many prospects.

Embracing a mission statement to support economic growth, job creation, improved quality of life, education, and workforce development throughout the county, the DCAC aims to increase capital investment, sustained job development, and diversity in the county by creating a robust, distinct, and enduring economy, drawing in key Tier 1 and 2 operators, expanding the employment and tax base of the county, offering training to every segment of the workforce, improving training to accommodate all job creators’ needs, and maintaining and improving parks, sports facilities, and lifestyle amenities.

Along with offering business incentives for industries looking to expand or relocate to the area, other DCAC projects include organizing events and meetings with county business leaders, persuading potential employees to seek work within Anderson County, engaging in workforce development and training initiatives such as student apprenticeship programs, and handling possible labor issues, such as moving workers from rural to urban locations.

The Anderson County Manufacturing Alliance also offers numerous benefits; it acts as a communication bridge connecting local manufacturing companies with other industries; offers a professional network to connect with other industries and share common interests and concerns; brings a unified voice to resolve any issues that may arise within or between entities and industries; and provides access to shared educational opportunities and technological resources. The Alliance also offers resource sharing and collaborative support options; quarterly meetings featuring engaging topics and valuable information; a chance for industry professionals, educators, and community members to address current and future workforce development needs, including skill-building and career awareness promotion throughout the county; and networking and communication channels between education and industry partners.

The Manufacturing Alliance welcomes all businesses, workforce development organizations, and education institutions throughout Anderson County, with a core mission to help the area flourish by attracting new industries and supporting the growth of existing ones within the community. The organization is committed to supporting business and industry growth through a range of economic incentives, creating customized incentive packages for both new and established businesses while taking into account factors like investment size, the quality and quantity of jobs being created, and competitive hourly wage rates.

And, as they say, location is often the key to success. “Anderson County sits directly between Charlotte and Atlanta on the I-85 corridor, with I-85 cutting through the heart of Anderson County and providing 40 miles of interstate frontage,” says Cameron Ford, Senior Project Manager of Commercial Development and Recruitment. “It’s also accessible by more than 10 interchanges, making interstate access easy from anywhere in the county.”

This frontage also provides plenty of greenfield sites for a manufacturer looking for both I-85 frontage and access, Ford adds.

“We also have a 150-plus-acre county-owned industrial park at Anderson Regional Airport, and a recent grant award has allowed us to open access into the park and begin construction on two pad-ready sites of 100,000 square feet and 77,000 square feet, pads that should see substantial completion by spring 2027,” he shares. Additionally, the Anderson Airport Business Park has heavy and redundant utilities that can meet the utility demands of almost any project.

In order to help the county thrive and grow as a whole, its workforce services and strategic partnerships provide a number of services, resources, and partnerships to support employers in attracting, developing, and retaining a talented workforce.

“Our most valuable role in workforce development is being the connecting piece between employers and our local training organizations,” says Kelly Parnell, Assistant Director of Economic Development. “Whether that is by hosting the HR One Stop, which introduces new manufacturers to these organizations, or through grant programs that provide stipends for high school students exploring career paths, we strive to provide the opportunities to let our partners show the impactful services they can provide to employers.”

The county’s corporate and manufacturing opportunities include access to available sites, services, and opportunities for companies seeking to establish or expand corporate headquarters or manufacturing facilities.

“The northeast corner of the county is probably our strongest location for the next corporate headquarters,” says Parnell. “There are close to 15,000 professionals living in that area who commute to corporate roles in Greenville and Spartanburg. We believe that the area is destined to land a corporate or regional HQ in the near future.”

For businesses looking to locate or grow, Anderson County’s streamlined permitting and business incentives embody the county’s ability to expedite permitting processes and offer strategic incentives to support both new businesses and existing businesses. “Similar to the HR One Stop, we provide a Construction One Stop,” Parnell explains. “Here the project team—the company, architects, general contractor, engineers, et cetera—present the project to utility and permitting reps.” The utility and permitting reps can then introduce themselves and provide a brief assessment of any issues the construction team may run into prior to submitting documents.

“This allows the project team to proceed on design with a clearer understanding of possible hurdles and areas of emphasis during the project,” she says. “They leave the meeting with the contact information of the utility and permitting reps and have a direct line to them throughout the design and build.”

Certainly, the county has experienced its fair share of successes lately in a variety of areas, but growth can bring with it some unique challenges. “We do not want to be victims of our own success, but like any place that has grown dramatically like Anderson, we have experienced growing pains,” Ford says. “These can be felt in places like the demands on our infrastructure as well as by people in the community who are unsure of all the changes occurring. However, we have taken steps to allay these fears by working to ensure the companies we recruit are always a greater value-add than not.”

Parnell adds, “To illustrate this, the companies that the county has incentivized have invested more than a billion dollars over their contractual obligations as well as created more than a thousand jobs over their obligation.” In fact, a new Land Use Development Ordinance is expected to be passed in the coming months that will further incentivize development in line with the character of the community.

“In 2009, the average wage of Anderson County sat below the poverty level,” says Ford. “Now that average sits healthily above that mark, and we have seen that metric grow at a rate higher than inflation over the past five years.”

Aside from its business development opportunities, there are plenty of other activities taking place in and around the area that are sure to keep residents and visitors entertained in every season. “Anderson County’s Civic Center has undergone a $12.5 million improvement at the amphitheater aimed at improving concert programming,” Parnell says. These improvements consist of a more intimate setting with a permanent seating area, a closer stage, and a VIP section, as well as increased amenities for performers. For this project, Anderson County has partnered with top promoter Peachtree Entertainment to promote the venue.

Anderson County is home to eight municipalities, each with their own history and culture and all holding their own events and festivals throughout the year. These communities are packed with amazing natural attractions and entertainment options, from fascinating historic landmarks and museums to lively local venues. These include live performances and events at the Anderson Civic Center, the excitement of the Anderson Motor Speedway, the Anderson University Rainey Fine Arts Center, the Greater Anderson Musical Arts Consortium (GAMAC), Electric City Playhouse, and the Market Theatre for entertainment, as well as the Anderson County Museum—which houses the archives for genealogical and local history research—and the Quilt Trail, started in 2010 with a single painted quilt square that has now grown to over 180 squares spanning three Upstate counties as well as multiple others throughout the state. There’s also the historic district of Pendleton, recognized on the National Register of Historic Places, with a downtown boasting more than 50 buildings that date back before 1850.

Other draws include shopping, dining, festivals, sports, amazing opportunities for boating, fishing, and tubing, and other outdoor adventures on an abundance of lakes, including Lake Hartwell, a 50,000-acre lake that attracts more than one million people on an annual basis. “Anderson County has over 35 boat ramps and access points, making the lake an easy recreational opportunity for everyone to enjoy,” says Ford.

As the county continues to grow and thrive in the years to come, Ford and Parnell both want the area to continue to not only provide ample entertainment but to embrace its business and development potential as well, drawing in new workers and exciting employment opportunities. “We would hope to continue our trend of growing the average wage in real terms and to fill out the Airport Business Park with quality, high-paying tenants that continue to diversify employment opportunities in the area,” says Ford.

Parnell agrees, adding, “We want to continue to develop innovative programs that connect our industries and our students for work-based learning opportunities.” Thus far, this has proven to be a winning formula for smart and sustainable success countywide.

The post Developing Opportunities<p class="company">Development Corporation of Anderson County, South Carolina</p> appeared first on Business In Focus Magazine.

In addition to the Darlington National Raceway and the Southern 500, one of the oldest and most well-known NASCAR races, the nearby city of Florence features a performance theater, symphony orchestra, ballet companies, museums, festivals, and an excellent recreational complex.

Located in northeastern South Carolina and bordering North Carolina, the county has long been home to farmers who cultivated cotton and tobacco. Over the past 20 years, the county has seen an increase in manufacturing and distribution facilities, due in part to Interstate 95, which runs through the county from north to south, Inland Port Dillon, and Harbor Freight Tools, which boasts more than 2 million feet of distribution space under roof in the county.

When Inland Port Dillon opened in 2018, the manufacturing and distribution industries took notice that rural Dillon County was the place to be, offering tremendous opportunity for companies to prosper. Located in a fully serviced industrial park, Inland Port Dillon is ready to receive manufacturing and distribution enterprises and has all the necessary infrastructure—including gas, power, water, sewage, and high-speed Internet—and space needed for future construction.

“Everything we do surrounds an organization called DCP3, an acronym for Dillon County Public-Private Partnership,” says Dillon Economic Development Director, Rodney Berry. After holding positions as Congressional Director, County Administrator, and Mayor, Berry returned to this role to help attract more businesses to the area. “One of the main initiatives was getting this public-private partnership running again,” he says.

A “very impressive” board of local stakeholders—comprising bankers, utility companies, local co-ops, Duke Energy, Dominion Gas, the Water and Sewer Authority, those in the education field, and local colleges—meets monthly at the Inland Port Dillon to dictate the vision and the curriculum for Dillon Economic Development.

“We thought this would be a wonderful opportunity to educate our locals in economic development,” Berry says. This led to the advent of the Ambassador Program, created to educate a core group of citizens to serve as county ambassadors and speak about the benefits of doing business in the county via a series of monthly informational and educational presentations from leaders in business, education, and public service.

“The course presenters comprised experts from the South Carolina Department of Commerce, the local Pee Dee Regional Council of Governments, our utility partners, railroads, the ports and airports. They each spoke, and it allowed our attendees to learn the process of recruiting industry and all that it takes.”

Additionally, the DCP3 hosts the Bolts, Screws, and Fork Lunch Series featuring local entrepreneurs who share their knowledge and wisdom. “The only time residents see economic development is when you make an announcement, so we want to show people that we’re constantly working, bolts and screws are turning, to be competitive here in Dillon County,” says Berry.

The first lunch featured Tim Norwood, “recognized as the most successful entrepreneur in the general region.” Hailing from neighboring Florence County, Norwood is largely responsible for revamping the downtown, receiving many municipal association awards along the way. That was followed by the new president of Northeastern Technical College, Dr. Melissa Frank-Alston—the first female president in the history of the college—while the third guest was Micah Mallace, the new CEO of the South Carolina Ports Authority (SC Ports), probably the biggest economic driver in the entire state, Berry adds. “We sit down on the stage and I do an informal interview, allowing our local stakeholders to see all that’s involved in getting economic development moving.”

Industry appreciation is taken seriously in the county, Berry stresses. “To that end, an industry appreciation event was held at all of our major industries, organized by the DCP3 Economic Development Board. Free cups of Mike’s Italian Ices were given to all the employees during their schedule breaks. North of 3,000 employees were served.

“Harbor Freight is a large user of the port. Everything we do here now, after announcing the port about eight years ago, surrounds the port,” says Berry. “The port is our competitive advantage. Harbor Freight was truly the reason why the port’s here, because it was an anchor tenant that could ensure high-volume container moves.”

Other notable quality industries in Dillon County’s impressive stable of businesses are Wyman-Gordon; Perdue Chicken, one of the largest chicken producers in the world; and Arclin Group, which enjoyed a large expansion last year, and Elite Quartz. “We’re really fortunate and proud to have these fine industries here,” says Berry.

Manufacturers, distributors, importers, and exporters have also been invited by Inland Port Greer and Inland Port Dillon to take advantage of the benefits of connecting with the Port of Charleston, one of the biggest and busiest deepwater ports in the United States, which is serviced by roughly 12 ocean carriers. The Port of Charleston, which unloads products from all over the world and can carry them directly to Dillon via CSX’s Class 1 Rail, is a major economic generator in South Carolina. Goods can also be transported across the nation by train; alternatively, anything can be exported, including state-grown cereals and soybeans as well as manufactured goods.

Certainly, the inland port has given the region a competitive edge, and trade has grown yearly as a result of the substantial freight savings associated with rail—between 10 and 35 percent—compared to the cost of transportation by truck. Furthermore, SC Ports’ matchback program in Dillon expedites the process by matching exporters with vacant containers, ensuring that the cargo is ready for ship loading when it leaves Dillon via rail for the Port of Charleston.

Amidst all this success, Berry is actively looking to bring more businesses and manufacturers to the area. “We’re pretty active in our recruiting efforts, working with the Department of Commerce and a local group called NESA, the North Eastern Strategic Alliance. Their economic development entity is composed of eight counties, which we all fund, and they actively recruit and help us get prospects here in the county,” he shares.

In addition, “We’re always aiming to improve our infrastructure because it has to be present to get them here,” he says. This includes improving wastewater infrastructure for Perdue in an effort to remain competitive and to potentially receive another large food processor. “You’ve got to have the infrastructure in place. If you don’t have it currently available, there are just too many options for these prospects to locate elsewhere. We never want to have an industry come here and say, ‘You can’t handle our production.’ We’re always keenly aware of that and trying to improve our capacity, be it wastewater, electricity, or gas.”

Clearly, having an inland port is not the only incentive to establish or expand a business in Dillon County. South Carolina has a particularly strong business position; the county can attract investors by utilizing the statewide incentives and subsidies available to businesses, contingent on the size of the investment and the number of employees. Within 60 miles of the geographic center of Dillon County, employers have access to about a million workers. They can also offer the incentive of adopting a more relaxed, rural lifestyle combined with more active, exciting opportunities just two hours away in Myrtle Beach and metropolitan facilities a short drive away in Fayetteville, North Carolina.

“When people move here, especially from up north, they feel by way of proximity that they’re at the beach, because we’re only an hour away from Myrtle Beach,” Berry says. “People like the climate. They love having access to various amenities but treasure living in a smaller setting where their families can be raised in a wholesome environment. We’re a little bit slower-paced, and we still have an attractive, cherished rural environment.

In addition, Dillon County has some of the lowest living expenses of any county in the nation—much lower than the national average—as well as a rich Southern culture and heritage and appealing jobs in growing industries. A 200-year-old operational farm, the Dillon County Theater, one of the few remaining examples of Spanish Colonial architecture in the country, and several homes and buildings on the National Register of Historic Places are just a few examples of the area’s abundance of art, history, crafts, and culture.

The Ellis Performing Arts Center, which can accommodate more than 450 people and hosts a variety of cultural events, is another example of Dillon County’s dedication to the arts, with a small group of performers known as the Macarthur Avenue Players presenting a variety of plays at the Dillon County Theater each year. The Dillon County Wellness Center’s 40,000-square-foot indoor sports and fitness complex offers a gym and walking track, and the $4.1 million arena hosts business meetings, banquets, competitions, and receptions.

Additionally, Berry has experienced another unique advantage to the area he knows well. “I ran a congressional office for 10 years, and we were responsible for eight counties. I don’t know where I’ve ever seen a county and a city—and we have three municipalities within our county—where municipalities work in unison the way I’ve seen here,” he says.

“We’re all on the same page, and there’s no bickering and fighting. We all see the agenda and we all work toward it. All the mayors and the county administrator, the city and county councilors—it’s really a beautiful thing and a little unusual to be a part of. It’s something that makes everything run more smoothly and gets everyone’s goals met as well.”

The post Create, Grow, Thrive: Building Businesses in Dillon County<p class="company">Dillon County Public-Private Partnership</p> appeared first on Business In Focus Magazine.

This generational transition is a crucial opportunity for venture-backed companies seeking long-term success and a major impact. Companies that cater to older citizens must approach product development, marketing, and customer acquisition differently than traditional digital companies that target younger people. Successful businesses in this sector recognize that seniors are a distinct market with particular requirements, tastes, and purchasing patterns with a need for customized solutions.

Despite comprising only 15 percent of the world’s population, people over 60 account for 27 percent of private consumption worldwide, or approximately $18.9 trillion, according to SilverEco. With four major segments—Silver Living & Care, Longevity Health, Longevity Finance, and Senior Tourism—and an additional $609 billion in related areas including integrated retirement communities and lifetime learning, the market is currently valued at $4.5 trillion.

The need for care solutions, preventive health, financial security, and services tailored to longer, more active lives is driving consistent growth in all key segments. Beyond market expansion, the Silver Economy represents a structural shift that positions longevity as a key factor in consumer spending, innovation, and economic growth in coming decades, says SilverEco.

The so-called “Silver Generation,” once thought to be a group on the periphery of economic activity, is now a major player in the economy and a growth engine in and of itself. This significant shift means seniors are no longer only service receivers; with rising aspirations for comfort, autonomy, health, and quality of life, they have grown into a structurally significant consumer segment.

The $1.3 trillion Silver Living & Care market includes home-based services, housing options, and daily life support systems, situated at the core of issues relating to autonomy and dependency. The $900 billion Longevity Health segment is growing at a rapid rate as well, encompassing age-related therapies, preventive medicine, and wellness strategies meant to improve quality of life. Growing at the fastest rate among these segments—7.3 percent annually—this segment reflects rising investments in medical research, prevention, and solutions that promote longer, healthier lives.

Valued at an estimated $900 billion, the Longevity Finance sector addresses issues related to pensions, insurance, wealth management, and income security brought on by longer life expectancies, and demonstrates how the financial industry is adjusting to the economic realities of longevity with an average yearly growth rate of 6.3 percent.

Additionally, the $800 billion Senior Tourism segment reflects older consumers’ evolving lifestyles. Seniors are investing more in travel, wellness, and cultural experiences because they are more mobile and active than earlier generations. This segment’s 6.9 percent yearly rise highlights how older consumers are becoming more significant in the travel and leisure sectors.

The rate at which the world’s population is aging is unparalleled, agree World Data Lab’s Anna Kiknadze and Regan Leggett. Since 1960, the average life expectancy has increased by over 25 years, from roughly 48 to 74, while the overall fertility rate has decreased from 4.7 to 2.2.

People 60 and older will control $19 trillion of the $70 trillion that consumers will spend in 2026. In other words, 27 percent of expenditure is controlled by just 15 percent of the population. According to World Data Lab’s projections, this will increase to $34 trillion by 2036, when those 60 years of age or older will spend almost one-third of all consumer dollars worldwide.

There is a niche market for products and services made for aging people in addition to this overall high spending, say Kiknadze and Leggett. The most obvious example of an economy already undergoing change is the United States, and by 2036, seniors are expected to account for 33 percent of all consumer spending in the country, up from 30 percent currently.

Far from being inactive or resistant to technology, today’s 60-plus customers are optimistic, tech-savvy, and value-driven, Kiknadze and Leggett add. Additionally, they are avid digital adopters, with 34.5 percent of health and beauty purchases on TikTok Shop made by individuals 55 and older, a higher percentage than those between the ages of 35 and 54.

Technology-enabled solutions are in high demand due to the combination of digital fluency and the desire for independent, healthy aging. Even though many “age tech” categories hardly existed five years ago, they are expanding at two to three times the market average within the silver economy. Smart-home and ambient assisted-living systems are growing at a rate of 17 percent per year, while fraud protection technology is growing at a rate of 15 percent, driven by consumers who wish to age in place. Similarly, a consumer base actively utilizing technology to preserve autonomy and vitality is reflected in wearables and health-monitoring products (14 percent) and eldercare robotics and AI companions (12 percent).

To capitalize on this generational shift, companies need to adopt universal design, building for elder consumers from the start rather than retrofitting items for an aging audience; use health as a key organizational element; and completely reconsider how to discuss aging. Effective silver consumer messaging treats the 60-plus market as aspirational participants rather than passive patients, emphasizing vitality, potential, and active life engagement.

In Canada, recent studies indicate that Canadians over 55 are increasingly influencing how money is spent throughout the economy. According to a HomeEquity Bank poll, older Canadians are influencing important trends in health and well-being, travel expenditures, and technology usage, says Steven Brennan at Money.ca. These findings have ramifications that go far beyond retirement planning: with one-third of Canadians over 55, their financial habits are increasingly serving as a predictor of future consumer demand trends.

The use of technology, especially artificial intelligence, is growing among older Canadians, with 35 percent intending to experiment with AI in 2026 and four out of 10 interested in trying AI capabilities in the tools and apps they already use. Those between the ages of 55 and 64 are considerably more interested. Many older Canadians are utilizing AI as a personal assistant, helping with anything from vacation planning and language translation to budgeting tools, fraud detection, and smart-home features that make daily tasks easier, rather than seeing it through the lens of employment disruption.

The stakes for financial security are also on the rise, with the need for simple, safe, and user-friendly digital solutions highlighted by the fact that older Canadians are becoming more vulnerable to fraud scams as they become more engaged online.

Domestic travel is still of utmost importance, and 70 percent of senior Canadians anticipate maintaining or increasing their travel expenses in 2026, with 47 percent aiming to travel more within Canada, citing convenience, comfort, and accessibility.

When it comes to housing, baby boomers are rejecting the conventional aging model, which entails relocating from the family home into a nursing home, according to John Rampton at Due.com. Autonomy is highly desirable, with 84 percent of baby boomers and older adults choosing to age at home, according to the Northwestern Mutual 2025 Planning & Progress Study.

While memory care and assisted living are in high demand, services that help people avoid the need for those facilities in the first place offer more opportunities. This means more startups with expertise in retrofitting a smart house—adding aesthetically pleasing, modular home improvements like walk-in baths, voice-activated lighting, and fall-detection flooring without making a house sterile or clinical—and providing localized, in-home care rather than disjointed “agency” structures, using technology to match families with qualified, screened caregivers.

Seniors are perfectly willing to embrace technological advancements as long as they are accessible and effective. These could mean wearables that track vital signs, gait stability, and hydration and send the information straight to a physician; interfaces with larger touch targets, high contrast, and voice-first navigation created especially for aging hands and eyes; and the application of technology platforms and therapies to identify cognitive decline early and limit its progression.

Other areas of potential interest and growth, according to Rampton, include internet, print, and television advertisements, with only 10 to 20 percent of same currently targeting the 50-plus age group and with a dearth of lifestyle products that cater to active, engaged seniors rather than treating them as patients. Senior health goods without the “clinical” branding are in demand, he says, as is transportation as a service, with some seniors requiring concierge-style transportation in addition to Uber and Lyft options, and finally—and notably—leisure and travel. Boomers are investing more in their experiences, so startups in the tourism industry that focus on education or are “multigenerational” are expanding rapidly.

Growing older no longer means a retreat from social and economic life but rather ongoing engagement, education, and consumption. Although the Silver Economy has been growing for years, the latest data 2026 shows that this is a long-term structural change rather than a fad. Businesses and public policy must quickly adjust to longer lifespans and shifting cultural expectations.

The Silver Economy is becoming one of the main economic forces of the 21^st century, and the concern for businesses now is not whether this market is important, but rather how to strategically place themselves inside it. Today’s 60-plus consumer is more affluent per capita than the working-age population, expanding at the fastest rate of any generation, proficient with technology, and actively making investments to live better and longer. The companies who identify these changes first—and respond accordingly—will be the ones that prosper in the upcoming years.

The post Silver Linings<p class="company">Big Business Abounds for an Aging Population</p> appeared first on Business In Focus Magazine.

Located only a short distance from Lake Country, Prince Albert is a centre for infrastructure, health services, education, and retail, while also serving the mining, forestry, and agricultural resource sectors in northern Saskatchewan. Part of Treaty 6 territory and home to First Nations including the Dakota and Métis Nations, the Woodland Cree, Plains Cree, Swampy Cree, and Dene, Prince Albert has one of the largest percentages of Indigenous people in Canada, embracing a variety of cultures and welcoming to all.

Exciting plans for the city include a downtown revitalization project, along with addressing the water and sewer infrastructure challenges that come with a city more than 100 years old.

“Our downtown already has unique stores and great restaurants, as well as a lot of heritage architecture,” says Ellen Pearson, Economic Development Planner. “We’re looking at taking this opportunity to not only upgrade the infrastructure but also enhance streetscaping and improve accessibility to bring more people downtown.”

Additionally, after 60 years of the downtown being a one-way street, Prince Albert will return to two-way traffic. “We really want to create that vibrant and economically diverse downtown where pedestrians, drivers, and anyone taking transit can find their way very easily,” Pearson says, adding that the tender for that project has been awarded and design work is underway. “We’re excited about taking the next step to make the downtown revitalization project a real thing.”

There are plenty of reasons to venture downtown, whether to experience an array of restaurants, local businesses, museums, galleries, and arts and culture events, or visit post-secondary institutions including the University of Saskatchewan, First Nations University of Canada, and the Gabriel Dumont Institute of Native Studies & Applied Research.

“Our combination of educational resources and economic strength makes our region very attractive for new development and investment,” adds Michael Nelson, Planning and Development Manager. “Our city does feel that it’s a really valuable area, and that’s where our council has also implemented a construction incentive for renovations and projects in the downtown as well.”

These include development incentives for new commercial construction and renovation across the entire city, as well as additional incentives specific to developments in the Downtown Business Improvement District. Further incentives to support housing are currently being developed.

One of the most exciting economic development opportunities in Prince Albert is the sale of the former pulp mill site to the BMI Group, a Canadian company with a proven track record of redeveloping legacy industrial properties into thriving multi-user industrial hubs. BMI has indicated the site will be repurposed as a multi-tenant industrial and logistics campus, leveraging existing industrial infrastructure. There is rail access, connectivity, and significant power capacity on site, as well as a large amount of water.

“They have their own water treatment plant on site as well,” says Nelson. “This represents a transformation opportunity not only in Prince Albert but for northern Saskatchewan. Rather than relying on a single industrial operator, the vision is to attract a diverse mix of businesses.”

Boasting more than 2,000 acres, the site has direct rail access and up to 130 megawatts of available power to make it one of the most significant industrial redevelopment opportunities in Western Canada, aligning well with Prince Albert’s long-term growth and economic diversification.

This ongoing project is currently looking for a variety of tenants and groups in an effort to bring in a diverse hub in the future. “We want to see continued investment in the property that generates stable, quality jobs,” says Pearson. “We want to encourage the development of industries that provide long-term economic benefits for the community.”

Another exciting local venture is the Prince Albert Victoria Hospital expansion, which is scheduled for completion in 2028 and continues to be one of the most significant public infrastructure projects in Saskatchewan. With construction now surpassing the 50 percent completion mark, the project remains on schedule and is delivering a modern healthcare facility that will serve Prince Albert and the entire north half of the province.

The new acute care tower will increase capacity by about 40 percent, growing inpatient beds from 174 to 242 and adding larger emergency and operating rooms, dedicated pediatric and maternity spaces, a new mental health unit, expanded intensive care services, a rooftop heliport, and the region’s first MRI. Beyond healthcare, the project is creating economic benefits through construction, employment, local procurement opportunities, and improved capacity to attract and retain healthcare professionals.

“It’s going to help strengthen Prince Albert’s role as a healthcare hub for northern Saskatchewan and support long-term community growth,” says Nelson. “It’s just such a huge project for our community. Completing that and knowing we’re continuing to be the centre for the entire North in providing healthcare and services is a really big accomplishment.”

All of these unique projects are highly anticipated within the community and are set to benefit not only Prince Albert but the province as a whole. But, with development comes the challenge to create adequate, affordable housing.

“Given that we’ve got the hospital project and the redevelopment of the pulp mill site underway, we completed a housing needs assessment in 2025, just to see where we were sitting with housing needs in the community,” says Pearson. “Housing supply is a challenge in communities across Canada, but this housing needs assessment gave us the data to understand what that means for Prince Albert. It showed that we don’t have enough affordable housing to begin with, and with the expansion of the hospital and redevelopment of the mill site, in the next 10 years, the demand for housing is going to continue to grow. We need to make sure we’re building enough housing to support that growth.”

The housing strategy also identified the importance of working with local partners to help meet the city’s housing needs. Peter Ballantyne Cree Nation is starting construction on the Eagle Ridge housing development on their urban reserve, a five-storey building with 54 residential units and underground parking, with a blend of market and affordable housing opportunities. “Many of our Indigenous partners have purchased property in Prince Albert, and we’re looking forward to seeing new construction projects being pursued in the coming years,” says Nelson.

The housing strategy and action plan also gave the city a roadmap for how to address gaps and discrepancies to make housing easier to build in the community. “In the next few years, things will hopefully be moving on the housing front,” adds Pearson.

All of these community initiatives were undertaken with the input and approval of the city’s residents, who have a personal understanding and appreciation of what the area has to offer. “There were community meetings, so we heard at that time what people wanted for the downtown,” says Pearson. “A lot of that was taken into consideration when the recommendation was put to council to switch to two-way traffic and increase sidewalk spaces for more outdoor patio space, walkability, more accessibility, and to make our downtown easier to visit. That feedback from the community, businesses, and residents was factored into the decision,” she says.

With the University of Saskatchewan’s Prince Albert campus now located downtown, being mindful of the influx of students and staff at that facility is also an important consideration.

“Prince Albert offers a unique combination of urban amenities, economic opportunity, natural beauty, and northern accessibility,” says Nelson. Located at the gateway to northern Saskatchewan, the city serves as a regional centre for healthcare, education, services, retail, and businesses. Residents and visitors enjoy access to world-class outdoor recreation, including Prince Albert National Park and the 1,200-acre Little Red River Park within the city limits itself. The city also hosts vibrant cultural and family-oriented community events throughout the year, including the annual Pine Needle Mountain Bike Festival, various music festivals, and the Downtown Street Fair that takes place each summer.

Another project of note is the completion of the Lake Country Co-op Leisure Centre, which opened in 2025 and is the largest recreational infrastructure project in Prince Albert’s history. The aquatic centre features a 25-meter competitive pool, diving boards, wave pool and lazy river, water slides, and a hot tub. Not only can it host regional and provincial swim competitions, but it has also expanded access to aquatic programming with the largest selection of swimming lessons and certification courses ever offered.

The other half of the Leisure Centre includes the twin arenas—two NHL-sized rinks, increased seating, and expanded dressing room facilities to accommodate tournaments of all sizes. “It’s a huge asset to the community,” Pearson says. “Since opening, it has not only brought so many more tournaments and team events to our city but also expanded the capacity of things like swimming lessons in our community and allowed more people to take advantage of those programs.”

Nelson also wants to stress that Prince Albert is always open to welcoming innovative and diverse industries and business opportunities. “If anyone’s interested in learning more about our city or about investing, please contact us,” he says. “We have new and different construction incentives. We have renovation incentives. We have downtown incentives, and we’re working on more housing incentives in the next few coming months as well.”

In short, the city offers myriad opportunities for those looking to invest.

“For businesses, Prince Albert offers strategic access to northern markets, strong transportation connections, and a young workforce,” says Nelson. “These strengths continue to make Prince Albert an attractive place to live, work, and invest and build a future.”

The post Live, Work, Invest: Building a Home in the Heart of North Central Saskatchewan<p class="company">City of Prince Albert, Saskatchewan</p> appeared first on Business In Focus Magazine.

Organizations that plan intentionally, embrace flexibility, invest in communication, and design equitable policies create a competitive advantage by attracting top talent, boosting retention, and building resilient, high-performing teams. The future is about creating flexible work models that bring out the best in individuals no matter where they are, rather than deciding between remote and in-office work.

The COVID-19 pandemic led to an increase in remote and hybrid work, which has since developed into a crucial component of the contemporary workplace, says HR Service Inc. What started as an emergency shift has developed into a long-term, purposeful work paradigm that can enhance employee engagement, productivity, teamwork, and talent retention. Organizations are implementing remote-first policies and structured hybrid work models, transforming workplaces into collaboration hubs with the understanding that flexibility, autonomy, and well-being are still among the top workplace priorities for employees.

HR Service Inc. says companies must create remote and hybrid systems that are fair, reliable, and supportive without compromising accountability or performance. This means developing explicit, written policies for remote and hybrid work, as inconsistent or unclear policies adversely affect team cohesiveness, employee satisfaction, and performance. Setting expectations for communication promotes productivity and safeguards work-life balance, which is a major concern for remote workers.

Other vital considerations include equipment requirements and data security; putting results above hours or seat time; improving interaction and communication; and concentrating on project effect, value creation, and customer results. This strategy encourages autonomy, reduces prejudice that disadvantages distant workers, and rewards effectiveness rather than visibility.

When it comes to handling feelings of disconnection, HR Service Inc. suggests frequent check-ins with managers to stay up-to-date on employee goals, workload, and well-being through weekly or biweekly one-on-one meetings while establishing when to use project tools such as Slack, email, and asynchronous video recordings to lessen confusion and meeting fatigue. Also key is improving work-life balance and employee well-being with mental health days, adaptable work schedules, boundaries for communication after hours, and periods of time without meetings.

When it comes to the hybrid work model in the United States, over the past few years there has been a significant change in the American workplace, with many firms using the hybrid model as a defining framework, says Shreya Aggarwal of CV Owl. Fundamentally, the hybrid work model combines regular office presence with remote work, but hybrid work is about more than just where you clock in; it’s about promoting flexibility, sustaining productivity, and guaranteeing employee engagement in the face of changing work preferences.

Businesses that use hybrid models are able to increase the geographic reach of their talent pool without being constrained by the need for full-time onsite presence, Aggarwal adds. Additionally, this strategy protects against future disturbances that could otherwise force a physical office to close, whether they be infrastructure-related, environmental, or health-related.

Advantages of hybrid work for employers include lower utility costs and the need for large office spaces; enhanced productivity; and more flexible scheduling that can take into account various work styles and personal circumstances. For workers, benefits include the ability to handle personal commitments and lessen the stress of commuting; the ability to personalize their workspace to enhance concentration and well-being; and the ability to network and participate in the corporate culture—aspects that can be absent in fully remote environments.

Employees should be included early on in the creation of hybrid schedules, Aggarwal adds. To reduce uncertainty, flexible policies should be explained in detail, such as deciding on essential “in-office” days when teamwork is required while allowing for personal preference. Secure virtual private networks, cloud-based project management systems, and video conferencing technologies are essential, along with promoting inclusive communication and regularly monitoring measures related to engagement, productivity, and employee satisfaction. There is no one-size-fits-all approach to hybrid work; ongoing adjustments based on actual data perform better than strict rollouts.

Microsoft and Google have adopted hybrid models that offer “flexible Fridays,” or three days of onsite work per week, a strategy that strikes a mix between individual work rhythm adjustments and innovation-driven cooperation. To ensure compliance and cooperation in delicate procedures, investment institutions have implemented hybrid schedules while maintaining crucial onsite days.

In short, companies that actively listen, match regulations with practical requirements, and consistently improve their methods stand to gain the most from hybrid work, and are better equipped to handle the unpredictability of the workplace of the future.

Unquestionably, Canada’s workforce of the future will be hybrid, but its precise shape is still developing, according to Sam Willy at BritWealth.com. Employers are struggling to strike a balance between employee wishes for flexibility and the demands of cooperation, productivity, and upholding business culture, even after the initial rush to return to the office has passed. In Canada, the long-term viability of hybrid models depends on careful execution, a strong technological foundation, and a readiness to adjust to the shifting demands of both employers and employees.

The COVID-19 pandemic compelled Canadians to drastically change the way they work, with millions of people switching to remote work overnight, demonstrating both the potential and difficulties of a dispersed workforce. With hybrid work becoming the predominant model, a complete return to traditional office settings is essentially out of the question. This is more than just a fad; it’s a reflection of shifting employee expectations and a growing realization that flexibility can be a big help in luring and keeping talent.

However, what does the term “hybrid” actually mean in Canada? There is no one-size-fits-all solution, says Willy. Some businesses may require employees to work from home a few days a week, while others may take a more flexible approach, letting workers select where they work depending on needs. Others might use a completely remote approach with sporadic in-person meetings for strategy planning or team building. Customizing the hybrid model to the unique requirements of the company and its staff is crucial, and putting a successful hybrid concept into practice is not without its difficulties. It’s critical to guarantee that every employee, regardless of location, has equal access to opportunities and information. Furthermore, a culture of trust, well-defined measurements, and clear expectations is necessary for controlling performance and guaranteeing responsibility in a hybrid situation.

The foundation of every effective hybrid work paradigm is a strong and dependable technological infrastructure that includes project management tools, secure VPNs, high-speed internet access, and collaboration software like Microsoft Teams, Slack, or Zoom. It may be difficult for Canadian companies, especially those in rural or smaller towns, to give their workers sufficient internet connection, but by funding internet infrastructure nationwide, the federal government’s Universal Internet Fund seeks to close this disparity.

Willy adds that proactive steps are needed to sustain employee engagement and well-being in a hybrid environment. Employers should make sure that workers have access to the resources they require for success, as well as opportunities for social interaction and mental health and wellness. This could entail setting up online social gatherings, granting access to online mental health resources, and allowing flexible work schedules to meet personal requirements.

As more workers work remotely, companies must exercise caution when it comes to cybersecurity. This entails putting strong password regulations into place, training staff members on security awareness, and using security software to guard against online dangers. Cybersecurity must be given top priority in a hybrid environment because data breaches can be expensive and harmful to a company’s brand.

Employees will find it even simpler to work remotely as technology advances. The “anywhere office,” where workers are not restricted to a particular location and can work from wherever they are most productive, may emerge as a result. Automation is changing many industries and will likely have a big impact on how people work in the future; as technologies advance, more regular activities will be automated, freeing up workers to concentrate on more strategic and creative work.

The gig economy will almost certainly keep expanding, stresses Willy, with both businesses and employees profiting from this model’s flexibility while also raising questions about benefits and job security. Freelancers still have a place, but full-time positions are becoming more and more in-demand. Employees will need to learn new skills and adjust to evolving job needs as the nature of employment evolves. And to keep their workers on the cutting edge, companies must fund training and development initiatives. Labour laws must also be changed to take into account the evolving nature of employment. This involves dealing with matters like data privacy in a remote work setting, workplace safety, and employee rights.

Companies aiming for future success won’t wait for the job market to normalize. In comparison to entirely onsite models at unsustainable costs or fully freelance models without responsibility, hybrid teams that combine strategic onsite leadership with dedicated, embedded offsite talent have shown superior performance across industries, business sizes, and geographic regions.

Remote and hybrid work aren’t going away; rather, they’re changing to reflect a changing world. Companies will enjoy a competitive edge if they prepare ahead, embrace flexibility, make communication investments, and create fair regulations, drawing in top personnel, increasing retention, and creating strong, productive teams. The future is not about deciding between remote and in-office work, but about creating flexible work models that bring out the best in individuals, no matter where they are.

The post The Anywhere Office<p class="company">Building Engagement, Flexibility, and Resilience through Hybrid Work</p> appeared first on Business In Focus Magazine.

Powered by SWANA (the Solid Waste Association of North America), the event, running from September 29 to October 2 in St. Louis, Missouri, offers a space “where waste and resource management professionals go to think.”

“As someone who joined SWANA early in my career, I know firsthand the impact that education, mentorship, and professional connections can have,” says Lynsey Baer, PE, BCEE, SWANA Board President. “RCon brings all of those opportunities together in one place, while also offering unique experiences you won’t find anywhere else. From a disc golf practice area in the exhibit hall to live battery fire management demonstrations, RCon blends learning, innovation, and engagement in ways that make it much more than a conference.”

Experiential learning tours are a highlight this year, featuring six distinct locations in the St. Louis area with numerous opportunities to investigate and gain firsthand knowledge. Additionally, learn from four keynote addresses on industry subjects centered on workforce, safety, innovation, and collaboration; attend technical sessions led by professionals from across North America talking on a variety of subjects affecting the sector; and take in a variety of vehicles, equipment, technology, service providers, and other resources in the fully booked exhibit hall.

“From technical sessions and facility tours to networking events and the exhibit hall, attendees will experience our industry in action,” adds Carolyn Muller, SWANA Acting CEO. “RCon showcases the people, technologies, and innovations shaping the future of waste and resource management by creating a dynamic learning environment where attendees can explore emerging trends, gain practical knowledge, and leave inspired by what’s possible.”

As always, this year’s RCon provides a wide array of events and activities to meet every need, including Experiential Learning Tours, guided site visits designed to improve participant comprehension through practical learning.

Along the Greenway: Native Habitat Restoration & Recycling in Practice Tour examines the connections between waste management infrastructure and environmental restoration along the Gravois Greenway, starting at the Mysun Charitable Foundation Trailhead and following participants through a carefully planned corridor of wetland, woodland, and prairie ecosystems, each of which represents deliberate native habitat conversions that promote ecological resilience and biodiversity in an urban setting.

Inside Recycle City: Advanced MRF, Transfer & Composting Operations Tour explores how materials are converted into useful resources by visiting one of the most cutting-edge integrated waste management campuses in the area. Attendees receive a thorough, backstage look at a completely co-located system with a cutting-edge Material Recovery Facility (MRF), transfer station operations, and a sizable composting facility at the City of St. Peters Environmental Campus, home to Recycle City.

Champ Landfill: A Frontline Look at PFAS Treatment & Sustainable Operations Tour investigates how state-of-the-art operations and environmental innovation come together at Waste Connections’ Champ Landfill by going behind the scenes of one of Missouri’s busiest landfills. For a unique, up-close view of large-scale landfill operations in action, this guided bus tour takes guests deep inside the site, which is housed within a 200-foot limestone quarry. Attendees gain knowledge about important procedures, site management techniques, and infrastructure that facilitate effective and safe trash disposal along the route, perfect for professionals interested in disposal infrastructure, environmental protection, and community engagement since it offers a balanced perspective of contemporary landfill operations alongside innovative sustainability initiatives.

Play with Purpose: Disc Golf, Sustainability & Smart Land Reuse Tour offers an enjoyable disc golf experience at the Jefferson Barracks Park disc golf course for players of all skill levels. A flexible round played from the “short tees” makes the event accessible to novice players. Along the way, participants discover how disc golf courses can be built on landfills, why they’re a wise post-closure use, and how they can improve community ties and generate income (small courses may be built for less than $10,000).

Washington University: Waste Reduction, Circularity & Campus Sustainability in Action Tour investigates how a top university is using integrated waste reduction, circularity, and building design techniques to advance sustainability. From front-of-house collecting methods to back-of-house operational procedures, this guided tour of Washington University in St. Louis walks attendees through a look at how campus operations support an all-encompassing approach to sustainability. Participants tour campus facilities to observe the implementation of three-stream trash collection (landfill, compost, and recycling) including collection locations, service docks, and operating areas that facilitate effective material management.

Energizer Park: Community-Centered Stadium Design & High-Impact Diversion is a guided stadium tour to learn about Energizer Park’s sustainability narrative, showing how daily operations and careful design combine to divert over 80 percent of trash from landfills. Along the way, participants can discover how cutting-edge technology and thoughtful food and beverage choices support sustainability goals, take advantage of lots of photo possibilities, and experience distinctive stadium settings.

Keynote sessions include Safer by Design: How Technology Is Transforming Waste Industry Safety, which investigates how safety is changing in the waste and resource management industry and technology is becoming more crucial in lowering risk, enhancing operations, and safeguarding employees. Robotics, sensors, and automated monitoring in processing facilities, as well as AI-enabled cameras and driver-assistance systems on collection vehicles, are all examples of new tools that are assisting businesses in identifying risks early on, improving decision-making, and creating safer workplaces. This lecture discusses how safety-focused innovation is transforming the sector, provides real-world examples of technology in action, and looks at how leaders can combine these tools with responsibility, culture, and training to produce long-lasting gains in operational performance and worker safety.

From Design to Recovery: Collaborating Across the Recycling Value Chain examines how recycling’s future depends on collaboration along the whole materials value chain, from product design and packaging choices to collection, end markets, and resident participation and education. This fireside discussion discusses how cross-sector cooperation, public-private partnerships, and volunteer action are speeding up the transition to a more circular supply chain.

Trash to Treasure: Innovations for Nature-Based Solutions and the New Economics of Circularity examines what is possible when capital, design, technology, and biology collaborate, bringing together a variety of perspectives to argue that circular economies expand from pilot to infrastructure through public-private partnerships supported by catalytic, outcomes-based finance and rooted in municipal innovation.

Finally, Built by People: Strengthening the Workforce That Powers the Industry, discusses how people are the key to the industry’s future. The final general session of RCon will center on changing demands for workforce development, examining opportunities and difficulties for professional advancement, hiring, and building organizations that can quickly adjust to change. Practitioners and thought leaders will exchange tactics for creating cohesive teams and training the next generation.

Additionally, there are numerous learning opportunities presented throughout the convention, addressing topics such as Monitoring Points: Assessing the Effectiveness of Landfill Gas Migration Monitoring Programs; Advancing the Solid Waste Industry Through Young Professional Networks; Building Up Instead of Out: A Case Study in Vertical Landfill Expansion and Long-Term Planning; and The Success of the Empire Bins Program in New York City and Key Takeaways for Automating Urban Waste in other North American Cities, to name just a few.

RCon attendees are decision-makers, ranging in fields from equipment, design services, engineering, regulatory compliance, safety, leadership tools, automation, artificial intelligence, technology, thought leadership, environmental consulting, and marketing and communications to directors, supervisors, managers, and owners in hazardous materials management, landfills, landfill gas, material recovery facilities (MRFs), recycling programs, and transfer stations.

“Safety is a critical part of the RCon program, with sessions and conversations focusing on how to transform your culture to one grounded in safety and continuous improvement,” stresses Baer. “I encourage every attendee to use their time at RCon to connect with professionals from across North America, learn from their experiences, and bring home new ideas that build a safer, more resilient industry.”

Sidebar:
RCon^® 2026, St. Louis, MO

Event Dates: September 29 to October 2

Exhibit Hall Hours:
Tuesday, September 29: 5:30 to 7:30 p.m. (RCon Opening Reception in Exhibit Hall)
Wednesday, September 30: 11 a.m. to 5 p.m.
Thursday, October 1: 11 a.m. to 3 p.m.

In an effort to give attendees enough time to visit with all exhibitors, the RCon schedule includes nine hours of dedicated exhibit hall time. During this time, no other primary activities will be scheduled outside of the exhibit hall.

For more information visit https://swana.org/events/rcon2026

The post Trash Talk: Transforming Waste and Resource Management at RCon® 2026<p class="company">RCon® 2026</p> appeared first on Business In Focus Magazine.