Featuring more than 725,000 square feet of indoor fabrication space and the newest fabrication tools and technologies at each Team location, the company ensures every project crafted by its skilled workforce meets the highest quality standards.

A history of growth
Team Industries, Inc.’s story began in 1987 when a group of employees, facing the bankruptcy of their employer, made the bold decision to purchase the company’s assets themselves.

“To save their jobs, that handful of individuals got together and they put their necks on the line,” shares Jon Viestenz, Director of Sales. “They pulled together a financial plan to buy the assets, and hence the name Team Industries, Inc.”

Through the late 1980s and onward, Team Industries expanded its Wisconsin footprint, adding fabrication bays, paint and blast facilities, loading areas, climate-controlled material warehousing, and additional office buildings. Strategic acquisitions followed, including opening a facility in Port Arthur, Texas. Each move was made to serve the company’s industries more effectively.

Most recently, in 2025, Team Industries expanded into the advanced technology and manufacturing industry by converting a 7,000-square-foot building into a dedicated ultra-high-purity fabrication facility, with the installation of an ISO 4 and ISO 7 certified cleanroom.

From the ground up
These feats of growth are truly impressive when considering the company’s roots.

As the years passed and the investors phased out, the last member of the original team is John Panetti, Team’s current President and CEO. Today, 38 years later, John’s sons, Tom and Dan Panetti, hold Executive positions within the company.

“From a family and a cultural standpoint, we have become the largest union shop fabricator in North America,” says Viestenz. “And we’ve been able to do that with a culture today that started with the same principles, the same disciplines, the same approach to safety and cleanliness 38 years ago—we just elaborated on it,” he shares.

“Today, we’re a debt-free company, 100 percent,” says Viestenz. “We’re just under 400 employees right now, and we went from pulp and paper and brewery to today, where we serve almost 20 different industries.”

A huge point of pride for Team is its company culture, something all employees—and the Panetti legacy—are pleased to embrace. “We have never lost track of the fact that we’re a family-owned business,” says Vice President of Sales, Estimating, and Supply Chain Management, Tom Panetti.

Team also values its long-standing partnership with UA Local 400 in Kaukauna, Wisconsin. In 2000, the two organizations collaborated to create a five-year UA pipe fabrication classification with an apprenticeship program, developing highly specialized tradespeople for the pipe fabrication industry.

Another feather in the company’s cap is its history of producing industry-leading welding positioners, which the company has developed and produced to serve in every one of its weld booths. They are also available for purchase by other operators and fabrication shops across North America.

Indeed, when it comes to all the elements this company holds dear—safety, succession planning, defined values, consistency, mission, willingness to invest in infrastructure, workforce development, and R&D—being a financially sound company (and fully intending to stay that way) means that Team Industries stays plugged in, never cutting corners or giving up. “We’re not in a position where we can afford to give up our defined values or willingness to invest in infrastructure or the future,” says Viestenz. “We can’t sit on our laurels and say we’re going to coast for a while.”

Living its values and investing in the long term
While these principles might seem like obvious keys to success, the difference is in the extraordinary way Team Industries holds true to them and honors them every day.

To this end, Team prioritizes investing in new equipment, a choice that is always at the forefront when discussing ways to support employees’ success and Team’s competitiveness across different industries. “It can be a daily discussion of where to upgrade and become more competitive with the best technology,” adds Panetti. That collaboration among equals has become vital for the company’s ongoing success.

“It’s one thing my father made sure of: that more than just one person is making the decision. Many department heads are brought in to examine the pluses and minuses and why [a given move] is going to be good for the team overall,” says Panetti.

John Panetti is always looking forward, particularly when purchasing Team Fabricators in 2008, taking a big leap of faith. Today, that shop is up and running at full capacity in Port Arthur, Texas.

“In 2008, there was a lot of rolling of the dice, a lot of sleepless nights, a lot of wondering if we can exist down there,” says Viestenz of the Texas location. “There were times along the way when industries we serve were slow, and we couldn’t make it work, but John Panetti didn’t throw in the cards. He doesn’t like giving in. The Panetti family made that investment, and here we are today, reaping the benefits of it.”

Taking risks and making investments are in the blood of this family dynasty, including the recently opened high-purity cleanroom, which calls for different machines, different processes, different materials, and investing in training. Again, this success has come not only from investing wisely but from maintaining financial stability.

This is a vertical integration step that Team Industries has invested in to move the company forward, striving once again to differentiate itself from competitors and providing a needed product for the industries it serves. “We’re basically now a turnkey solution to any fabrication need, no matter what industry you’re in, right here at Team Industries,” says Viestenz.

Nearly four decades of a good thing
Approaching its 40^th anniversary, Team Industries stands as a testament to what can be built through trust, patience, and shared values. The company’s growth is not measured solely in square footage or revenue, but in reputation, resilience, and people.

Building trusted, long-term relationships with its workforce, supply chain, and customers is also key, and an approach that Team has upheld for decades. So how does Team maintain that workforce structure? “Anybody can grow, but managing your growth, preparing for the future, and proving your company in hard times is very challenging, because a lot of companies just disappear when things go bad,” says Viestenz. In Team’s case, it has future-proofed its approach by knowing the industries it serves, he adds. “We’ve been able to be the leader, but we do it humbly. We’re grateful and blessed.”

A culture of community
The company is also grateful for its tenure and for the ability to weather the ups and downs of the industry over time. “Even though we have a large footprint, we’re still technically a small business at 500 employees or less,” Panetti says. “For some companies, when they grow too much, it’s difficult to maintain the personal touch they want to build their company on; you lose track of your roots. We want that culture to be ingrained in everybody. If you go too fast, you can’t capture that culture.”

That culture includes giving back through community involvement and outreach, whether through regular blood drives, contributions to the Make a Wish Foundation, or hosting high school and technical school students for tours and internships. “If you’re going to act and play a prominent role in a community like Kaukauna, Wisconsin, you have to give back,” Viestenz emphasizes.

Fortunately, the entire team agrees and works together to maintain the culture and atmosphere created at the outset. “Why are we better than our competition? Because when times get tough, even if we have to shrink in manpower, the infrastructure we invested in will be standing tall for the next shift, which we know will come,” Viestenz says.

“We’ll survive those valleys, and we’ll survive them in a way where we’ll still succeed, even in a downturn. If you look at our reputation and the tenure of our employees, it just speaks for itself.”

The post Teaming Up for Success Since 1987<p class="company">Team Industries</p> appeared first on Business In Focus Magazine.

The auto industry has long been important to Warren, gaining traction in 1936 when Dodge built its truck plant at Eight Mile Road and Mound Road.

“From about the end of World War II through the Korean War, GIs would come home and find jobs in the auto industry in the Detroit area,” says Tom Bommarito, Director of the Department of Community, Economic & Downtown Development. “Since there were some new plants and opportunities in the south end of Warren, it grew really quickly at that time.”

“The GI Bill really gave a big push into that area as well,” adds Hunter Manikas, Economic Development Technician. “People could get loans that were guaranteed by the federal government, so a lot of people coming back were building houses there, old-style kinds of developments that were close to their neighbors, and it’s still reflected today in the makeup of South Warren.”

He adds that it’s interesting to see the different development choices through the years. In the 1950s, there were many tight-knit little communities with single-family, smaller homes, and then as development changed over the years—from the 1970s onwards—there were much bigger lots with bigger houses, set further apart.

“You can see it almost like rings on a tree here in Warren,” says Manikas. “There are those early developments, the inside rings, and the outer rings are the later peaks of development. It reflects an interesting artifact of the times for each portion of the city.”

The demands of World War II, followed by the residents returning from war, very much contributed to the area’s growth, while constructing the tanks locally and having ground command for all the vehicles in the army drove much of the manufacturing. Says Manikas, “It’s very much a part of the identity and culture here in the city.”

In keeping with this rich history, the Arsenal Alliance, a Defense Corridor initiative in partnership with Sterling Heights, is a cooperative project to strengthen the defense industry by creating a shared economic development team to deliver contractual services. To safeguard and expand the area’s developing defense assets and enable the two communities to spearhead the next phase of national defense innovation, this team is committed to developing the defense and aerospace sectors in this corridor, collaborating with state, county, and local stakeholders for long-term sustainability and growth.

“[The area’s] defense corridor is considered the second or third most robust defense corridor in the world,” says Bommarito. “That huge activity is a big contributor to both of our economies. Now, with the Selfridge Air Force Base getting some new F-15 fighter jets, even more defense contractors will come looking for a footprint here. This initiative is a good way to partner together and help grow and attract more.”

This historic economic development partnership confirms the region’s position as a national leader in defense manufacturing and innovation, and by contributing just $500,000 a year, the communities will bring in millions of dollars to support strategic economic development objectives that will sustain investment in this critical sector.

“Attracting some aerospace or drone companies to operate here would be big, and we’re making sure that together we can produce the best environment for these companies,” says Manikas. “It’s all about aligning goals with Sterling Heights to ensure everyone can provide the best space for companies like that.”

Warren also recently received a vital $1.8 million grant from the Michigan Economic Development Corporation (MEDC) to help revitalize southern parts of the city. “We have a new corridor plan that will see more infrastructure upgrades, a lot of façade improvements, and some art installations,” Bommarito shares. “The goal is to convince private investors to start taking either empty buildings or empty land and build new buildings.”

The MEDC’s RAP Program, a revitalization and placemaking grant, provides access to gap financing for place-based infrastructure development, real estate rehabilitation and development, and public space improvements. Eligible applicants are individuals or entities working to rehabilitate vacant, underutilized, blighted, or historic structures and to develop permanent place-based infrastructure associated with traditional downtowns, social zones, outdoor dining, and public spaces.

“We’ve been engaged in some of their programs, updating our economic development objectives in line with theirs,” adds Manikas. “They see a lot of potential in the southern portion of our city, so we’re being awarded this $1.8 million for revitalization and placemaking. Something really exciting is happening down there.”

Additionally, city officials are collaborating on a new concept that includes planters and vegetation along the Van Dyke bike lanes with the Michigan Department of Transportation, the Southeastern Michigan Council of Governments, and area engineers and planners. By clearly delineating the auto and pedestrian lanes, these elements improve accessibility and increase bikers’ comfort and safety.

The streetscape design is aimed at slowing down traffic, protecting bike lanes, building new developments up to the curb to make them more pedestrian-friendly, and incorporating parking lots so developers don’t have to put parking in front of their building. “It’s mostly aimed at pedestrian-friendly initiatives,” says Manikas. “It’s about going back to the roots of our history, tapping into what it used to be and using that as a strength rather than fighting against it.”

To this end, the former Warren Transmission, a General Motors automotive factory, is another location in the city’s south end that is promoting economic growth. NorthPoint Development cleaned up and redeveloped the 1.5 million-square-foot site, now known as the Mound Road Industrial Park. Home Depot constructed a brand-new, state-of-the-art, 550,000-square-foot distribution center on the expansive site, and another 300,000-square-foot building is occupied by three distribution companies. Space remains for about 700,000 more square feet of occupancy.

The Class A park will span 123 acres and have four buildings; more than 800 construction and operational jobs are expected to be created in the city as a result of the investment. With on-site rail and its proximity to I-696, I-75, M-53, and M-102, the park enjoys excellent connectivity. According to Bommarito, the industrial park is being considered for designation as an MI Site, a program run by the MEDC that promotes industrial sites that are ready for development to investors and companies looking to move or grow in the state.

Warren is also in the process of working with urban planners to put together a use site plan involving 18 acres of vacant land around City Hall, with plans for a hotel, retail, housing, and a new courthouse as well as a potential seniors’ center.

“All of that is focused right around our town center, and our goal is to create a small, walkable town center area,” says Bommarito. “We’re in the planning stages.”

It is clear that no matter what project is executed, these teams do so with exceptional care and attention. “It’s not a one-size-fits-all approach for the work that we do,” stresses Manikas. “We really have to tailor our objectives, initiatives, and goals to the area, because each section of the city has very different needs than the last one we were working on.”

This means modifying plans to suit the specific needs of each neighborhood and accentuating local strengths. “It can be difficult to bounce back and forth, to make specific policies for specific areas and not be spot zoning, but we really have to do things that are specific for neighborhoods to actually make an impact and build to the needs of that area,” he adds. “I think that’s one of the biggest challenges, but also one of the more exciting aspects of this job.”

The other challenge is simply working within the processes of government, adds Bommarito. “It takes a long time. Sometimes you get pricing, you get prepared for a project, and by the time all the paperwork is signed, the meetings done, and the boxes checked, the price has gone up 30 percent and you have to start over with funding,” he shares. “Some of those things are a bit of a challenge, but that’s what we do.”

And he does it well, says Manikas, adding that Bommarito was the Michigan Economic Developers Association’s Medalist of the Year in 2025 for his outstanding contributions to economic development in the state. “That’s something that we’re all really proud of.”

Understandably, both gentlemen are also extremely proud of every project they undertake for the benefit of Warren and its residents. “Most of the projects we’re talking about, all the initiatives that we have, those really are our accomplishments,” says Manikas. “Those are the things we pride ourselves on—doing the work, getting it done, and making sure it really helps the people that it’s supposed to.”

The post On the Grow Again<p class="company">City of Warren, Michigan</p> appeared first on Business In Focus Magazine.

Ignite’s teams support business owners through every step of the process, from launching a company, to expanding, to maintaining long-term success, using a variety of programs, tools, and professional guidance that make it simpler to succeed in the ever-evolving business world.

Part of Ignite’s drive to success involves Vision 2030: A Path Forward, a daring regional economic development plan intended to boost regional businesses, draw in capital, and establish long-term employment in Fredericton and New Brunswick’s Capital Region. The four priority sectors of the region—the knowledge economy, creative industries, defence, and natural resources—are the emphasis, with Vision 2030 representing the voices of the area and offering a framework for transitioning from strategy to action. More than just a blueprint, it’s a commitment to cooperation, innovation, and equitable progress.

“Vision 2030 is very much a regional strategy,” says CEO Sarah Corey Hollohan of the plan that took more than 18 months to develop. “We took the path of a collaboration model with many of the stakeholders and partners in the region, as well as private industry, whether that’s job seekers or employees.”

With Ignite responsible for moving the economic agenda forward in 13 communities and the surrounding rural district, it’s important not to lose focus, she stresses. “There are moments where we need to pivot and look at how we deliver items, but we must stay on the path to ensure we have momentum about where we should be building our future.”

That includes looking at the region’s strengths, current assets, and how to do a better job promoting, growing, accelerating, and not shooting for the moon. “We have to make sure our research institutions are engaged and our students, whether domestic or international, are engaged in the local market,” adds Hollohan.

The knowledge economy, in particular, is very much a foundational sector, with post-secondary and research institutions feeding into everything else. “The knowledge economy feeds into the local market, into a creative and cultural community, and into keeping youth here,” she says.

Traditional natural resources encompass goods and commodities, but also the technology that goes with it. Recently, the Sisson Mine—a major project out of the Federal Government in Ottawa that falls within the Capital Region—was announced, with Ignite tasked with finding a supply chain and making sure it is done in an environmentally responsible way. “It’s about getting our local suppliers engaged,” Hollohan says, “and it’s getting the community ready for housing development.”

The creative sector is well-established and continues to grow, supported by post-secondary institutions and cultural assets across the Capital Region. The fine arts field is very strong, especially in the Fredericton region, with the Beaverbrook Art Gallery as an anchor, but there are also great institutions at the University of New Brunswick, and as the area was very strong in film at one point, Ignite is aiming to bring that back as well.

Defence is a “no-brainer” for the area, with Base Gagetown located in nearby Oromocto. Where Ignite is doubling down is around cyber security, a “massive” sector. “It has always been anchored with what the University of New Brunswick is doing through the Canadian Institute for Cybersecurity,” Hollohan says. When you add national defence to the mix, “it gets interesting fast, because now all of their infantry needs to be trained in cyber, whether it’s deploying it, detecting it, or using it. It’s a huge opportunity for us.”

The team behind all of this is made up of passionate, community-focused professionals committed to driving impact across the region, says Hollohan. “The passion starts at the community level, and when I speak with colleagues at the provincial or federal level, I often say it’s easier to stay energized in this role, because we’re the ones connecting directly with people, businesses, and communities every day.”

That passion also comes in handy when supporting the area’s various urban and rural entities, she adds. “The synergy between urban and rural is really neat to watch, and it’s taken a while to get everyone to see this type of thinking.” It’s not a large region, and there’s not a large population, she adds; while there are opportunities for the workforce to come into the urban centre, there is a lot of strength in the rural communities because of their space and zoning opportunities, including natural resources and traditional agriculture, and a huge opportunity around food production that Hollohan thinks the federal government will invest in.

“There are economies of scale to understand,” she emphasizes. “If one person wins, we all win. Oromocto is a great example, because they have the Base. They may not think an injection of 1,000 new soldiers being trained will affect them, but the benefits extend well beyond Oromocto, with neighbouring communities also experiencing increased economic activity, population growth, and demand for services.”

Ignite’s various incentives and programs offered to new and existing businesses come to fruition through the organization’s supportive design. The startup side includes an incubator called Planet Hatch, a physical space with 70 members working out of the co-working space, as well as a series of offices available for rent. “Whether they’re in the ideation or validation stage, they need us,” Hollohan says. “They’re looking for a spot to work out of to maybe decrease that isolation, build a network, and have access to our services.”

Those services include a startup team that helps with writing a business plan, improving marketing, and assisting with an Impact Loan disbursed on behalf of the Federal Government, as well as a wide range of programs offered across various stages of the business journey.

“The startup ecosystem is a very different one than [what is experienced by] some of the companies we work with in the growth and expansion phase,” Hollohan explains. “In the growth and expansion phase, we have business development officers that look after these folks, as they’re typically faced with challenges around pricing, hiring, writing a job description, entering new markets, scaling operations, and navigating growth strategy decisions.”

There are also sales programs teaching how to identify a lead and how to close a sale, as well as a partnership with the province on how to enter a new export market.

When a company gets a little bigger, Ignite then does a handoff to the Provincial and Federal Governments who can provide their own expertise. “These businesses have done some self-improvement. We think they’re in really good shape, so this is what they need help with next,” Hollohan says. “We also try to groom them a little to make sure they can move on to the next phase if they want. We have a lot of companies that are very happy at the stage they’re at, and that’s fine, too.”

It’s all relationship-based, she adds, with extensive fostering of connections between Ignite and other resources. “The value of Ignite is the value of our network. It’s our job to either have the answer or to know the person who has the answer. If we can’t do either of those, we’re not doing it right.”

Ignite’s widespread knowledge of other community partners, delivery agents, and stakeholders is paramount in best serving its clients. Right now, Ignite is in a “really good spot” in terms of collaboration, particularly with Vision 2030 fostering the combined goals of serving and referring clients who have come through the Ignite system. “We’re very much aligned on that,” says Hollohan.

Other Ignite services include quarterly job fairs in the community, one-on-one matching, a Connector Program, and specific programs in collaboration with post-secondary institutions that ensure international students are integrated to encourage community involvement and longer retention rates. Any newcomer that comes to the Capital Region can access these support systems, so no one gets lost, Hollohan emphasizes.

During COVID-19 in particular, new residents unable to communicate with the emergency room triage system were able to use flashcards created by Ignite programs to encourage communication without a translator. Today, that is a service now provided in the local ER.

“It’s results like these that Ignite thrives on—identifying opportunities and delivering solutions that support the broader community,” Hollohan says. “We don’t need to own the outcome. If others are able to build on that work, it reflects the strength of the ecosystem. Our focus is on creating shared progress and continuing to move the region forward together, building momentum and inviting others to be part of that progress.”

Hollohan believes Ignite has proven the success of its model and its impact in the community. “We track everything we do, and we’re very transparent about our goals—how we’re going to go do it and measure it,” she says. “We take out a lot of the hesitation around, ‘is this possible? Can we do it?’ Give us a shot. We’ll do our best, and we offer a really good return on investment. We’re very good at keeping that indicator top of mind and being successful with it, which opens up a lot of new opportunities for us. At some point, we’ll eventually have to say no, but so far, none of us has learned how to say that word.”

The post Helping Businesses Grow, Thrive, and Succeed<p class="company">Ignite (Fredericton and the Capital Region)</p> appeared first on Business In Focus Magazine.

Currently, that means managing her units and the people living there, as well as dealing with neighbours and others to handle any number of issues and concerns. “Those [issues] include an increase in mental health issues, income instability, and social support needs, all going up,” she shares.

In addition to those particular challenges, Knight is also drawn to older properties—the “fixer uppers”—that generally require much more time and care. “It’s my love,” she says. “People call me crazy because of it, but I do love the older properties even with the ongoing maintenance and capital investment. I’ve always got windows or doors, roofs, and furnaces to update, and then we’ve got the ever-increasing cost of local regulation to deal with.”

Homeowners understand the never-ending upkeep that comes with maintaining their own properties, and for Knight, that cost is multiplied exponentially. “With a duplex or a four-unit building, you’re multiplying all of those costs and time constraints times the number of units, plus dealing with people living there who may not have an understanding of things. So, yes, it’s not as simple as just collecting rent.”

While there is always some backlash against landlords, particularly in the media, Knight has a deep understanding of—and empathy for—those who are looking for housing who simply can’t afford to buy on their own, particularly now with a nationwide housing crisis.

“We all know the people who are living in our properties, and we do look at them as family and friends,” Knight says. “We’re involved in their lives. I’ve got people with me whose kids were two when they moved in, and now they’re five and six and going to school, navigating school and daycare and all those other things. We very much are aware of what’s going on in our tenants’ lives.”

Combatting that image of the heartless landlord can be difficult, which is why Knight is committed to her community first, not only assisting those who need attainable housing, but ensuring she employs local tradespeople to help with her properties’ ongoing upkeep. To that end, connections within the community are vital.

“I’ve got partnerships with my tradespeople,” Knight says. “I’ve got my go-to plumbers and electricians I can call at seven o’clock on a Sunday morning, and they’ll answer because they know there’s an issue.”

Along with her contractors and service companies, Knight also fosters strong partnerships at the municipal level with the town and other local support providers, and works with several community organizations that provide additional support to the tenants who live in her properties. “Partnerships are massive,” she stresses. “We deal with so many different people. I think with partnerships, it does allow us to leverage our expertise.”

And while her love of old homes—particularly their character and quirkiness—persists unabated, they do give her a “headache with repairs. I know what I’m good at, though,” she says. “I’m good at finding underutilized properties, or properties that are really run down, and I restore them.”

Even when Knight’s trusted tradespeople advise her to move away from the old to embrace the new, she perseveres. “I have the skills to do it. I’ve got the contacts to do it. My skills are transferable, but I know what I like,” she says. “I know what I can get back onto the market in a livable state, which means getting more housing created quickly. Existing homes are faster to turn around; even with renovations, they’re less expensive and they’re within my wheelhouse. That’s what I focus on, and that’s where I focus with my partnerships, too.”

While Knight understands the appeal and potential beauty of new homes and why other landlords may be more drawn to them as investments, her passion lies elsewhere. “The new stuff is absolutely beautiful, but there’s no life to it,” she says. “If you need a roof over your head, you need a roof over your head. The old homes are quirky and quicker to turn around because you’ve already got access to water and sewer, and usually they’re in town on either bus routes or walkable for a lot of people.”

Indeed, transportation challenges are ones she continually takes into consideration for her renters. “It may be a bit more challenging because I’m also rural, in a smaller community,” Knight says. “For public transit, we’ve got community transit but not traditional transit as you’d find in the bigger centres. Walkability is absolutely a big concern for people.”

It’s about being strategic, she stresses. “My partnerships are strategic, my locations are strategic. You have to take all of that into the equation.”

With this in mind, Knight’s renters are generally located close to grocery stores, medical centres, downtown, or their place of work, and if something happens with a vehicle and they don’t have the money to fix it, they aren’t stuck. “You can still make it to your job and to get the necessities, which in turn means you’re going to be happier where you live,” she says. “You’re going to respect the property, you’re going to maintain it, and you’re going to want to pay your rent and bills on time. That’s how we all work as a partnership.”

Knight also stresses that while she loves bigger cities and all they have to offer, providing rentals in more rural areas offers unique benefits that may be overlooked by others. “Being rural, you’re so interconnected. You go to the grocery store or walk downtown, and somebody you know will see you. If we had more people in every rural community who had a similar mindset or skill set to take all of these things into place, we could put a big dent in the housing challenges we’re facing right now just by having more community involvement and discussion around it.”

With a severe shortage of affordable housing plaguing almost every city across North America, Knight’s vision is a welcome one. “We’ve got so many people trying to bring employees into work on every level: blue collar, white collar, all the way up. We’ve got some of the smartest people with the greatest connections, and yet we can’t tackle this issue.”

Knight, who personally works closely with several local organizations like Healthy Pictou County, which relocates doctors and other healthcare professionals, finds the process frustrating. “If we can’t find housing for doctors and people in healthcare, our healthcare will continue to fail. I don’t understand why more people aren’t working with other employers and building that relationship.”

Other important work for Knight includes the Community Housing Transformation Centre, or the Centre, which she joined in November 2022 as a volunteer for a selection committee. Transforming Canada’s community housing sector by catalyzing partnerships, new ideas, and resources, the Centre’s ambitions are for the sector to play a leadership role within Canadian society and to unite the sector around a 20 percent housing market share by leveraging its strengths.

“I specifically joined the Centre because I didn’t have the best impression or understanding of what not-for-profit housing was,” she says. “I had a vision or a stigma of it in my mind, and I thought, here’s an opportunity; it’s a six-month term to volunteer, and I can see what this is actually about. I was super impressed.”

She reviewed several projects through that six-month term, and then was asked to extend her term for a total of 18 months. What she truly liked about the Centre is that they took the recommendations and advice that she, as well as some of the other volunteers, offered, and actually incorporated them into their application process.

“They listened, and they took action,” she says. After her 18 months of volunteering, Knight then applied for the Program Manager position and was hired, specifically brought in to develop and implement the Community Housing Capital Fund. “This tied in nicely, because the Capital Fund provides grants for acquisition and preservation of existing affordable housing, which aligns with some of the things I do in my other life.”

Knight has also had the opportunity to tour “amazing” acquisitions, buildings that were purchased by non-profits and community housing organizations to preserve affordable rents and prevent tenant eviction. Conversions and demolitions are two significant factors contributing to the sharp decline in affordable rental housing units; the Capital Fund has helped protect existing, occupied, purpose-built rental properties.

As rewarding as her business is, there are always challenges, including the rising cost of materials along with mental health and addiction issues, which can create liability concerns for tradespeople entering units.

“If I call one of my trades to go in and fix a leaky faucet in one of my units, I now have to send two people in because they won’t go in by themselves anymore,” she says. “It seems small in the overall scheme of things, but when you’re paying two people to fix something that only takes one person, it’s very costly. Or if I have to take time off from work to meet somebody, I’m also losing my own personal income. It’s sometimes those little things that we forget.”

While Knight does approach housing as a community good and not just a business, it is, essentially, both of those things. “I do make a profit, and I won’t apologize for making a profit, because it’s what allows me to reinvest in my buildings,” she says. “I barely compensate myself for my time as well as my energy and expertise. Everyone’s time is valuable.”

In the meantime, she will continue to do what she does best: devoting herself to turning under utilized housing into treasure. “I’ve purchased a couple of other properties that have been unbelievable, the state that I’ve purchased them in, but I’ve got great people living in one of them, and I’ll have people moving into the next one this year,” she says.

Knight also has some big personal news coming up in the next few months that is sure to further solidify her role in the local affordable housing market. “If you ask me, what do I do in my spare time? I’m probably talking about housing or something to do with housing in some capacity,” she says. “I love it. I don’t consider it a job. I’ve met incredible people, but I think collaboration has been key.”

The post The Business of Affordable Housing: Community Care Begins at Home<p class="company">Knight Growth Strategies</p> appeared first on Business In Focus Magazine.

Conveniently located just 20 miles north of downtown Denver, Brighton attracts residents who want to feel like they’re part of a small town while having access to the amenities of larger urban areas, making it the ideal location for its nearly 50,000 inhabitants.

“Brighton is a vibrant, close-knit community where neighbors take pride in the city’s unique character and longstanding traditions,” says Mayor Greg Mills of the City of Brighton. “Its deep agricultural roots continue to shape local identity, from multigenerational farms to seasonal celebrations that bring residents together.” The community recently celebrated the 30^th anniversary of the beloved Festival of Lights Parade, an event that captures the small-town feel of Brighton, he adds.

Brighton EDC’s vision embraces its aims to enhance the city’s quality of life by fostering and supporting economic growth to ensure it’s an ideal place to live, work, learn, and play, striving to accentuate its many attributes and abilities, and also strengthening public-private partnerships to drive economic growth.

Brighton EDC, a public-private partnership operating as a 501(c)(6) nonprofit, continues to play a pivotal role in shaping the economic future of Brighton. With the city itself as its largest investor, Brighton EDC is guided by a board of investors composed of influential local and national business leaders representing companies of all sizes.

Funding from these investors enables Brighton EDC to attract new businesses to the area and develop innovative programs and services that support the growth and success of the local business community. Brighton EDC’s impact is amplified through strong collaborations with key community partners, including School District 27J, Adams County Government, Adams County Workforce and Employer Services, North Metro Fire District, the North Metro Small Business Development Center, State and Regional Economic Development offices, and the Greater Brighton Chamber of Commerce & Tourism Bureau.

In addition to these public and nonprofit partnerships, Brighton EDC is supported by private investors such as Vestas, a global leader in wind turbine manufacturing; Wells, a nationally recognized building design and architecture firm; Intermountain Health Platte Valley Hospital; regional utility providers United Power and Xcel Energy; as well as national and local banks, developers, and small business owners. These partners all bring valuable expertise and insight, helping Brighton EDC identify and address business challenges, foster meaningful connections, and create opportunities that enhance the region’s overall business climate.

“Brighton EDC takes pride in the synergy and relationships cultivated through its economic development efforts, which continue to strengthen Brighton’s position as a vibrant and thriving community for businesses and residents alike,” says Martinez. The city also prides itself on its many unique attributes, including how it values its history and agricultural roots while embracing progress, innovation, and sustainable growth.

The city’s commitment to honoring its past is also reflected in the recent addition of BJAA Park to the Colorado State Register of Historic Properties, a recognition that celebrates not only the park but also the resilience, community spirit, and lasting contributions of Brighton’s Japanese American families, whose history is woven into the very fabric of the city.

At the same time, Brighton celebrates progress and innovation through thoughtful planning, investment in modern infrastructure, and a focus on sustainable growth. The city continues to look to the future while adhering to its heritage, whether it be by promoting ecologically conscious development, enhancing mobility alternatives, or supporting renewable energy initiatives. City Manager, Michael Martinez, adds, “It’s this balance of preserving heritage while welcoming new opportunities that makes Brighton a unique place to live, work, learn, and play.”

The city’s location has also served to attract residents who want to feel like they’re part of a small town while still having access to the amenities of larger urban areas. In fact, Brighton’s convenient location has long been one of its greatest draws for both residents and businesses. Situated just a short 20-minute drive from Denver International Airport and with easy access to major highways like U.S. 85, E-470, State Highway 7, and I-76, Brighton offers quick, seamless connectivity to the Denver metro area, regional job hubs, and a wide range of urban amenities.

“With its unique combination of accessibility, community charm, and outdoor recreation, Brighton is quickly becoming a top choice for individuals and families looking to relocate,” Mayor Mills says, with residents able to enjoy the relaxed pace of small-town living while experiencing the vibrant atmosphere of Brighton’s historic downtown district, known for its locally owned shops and diverse dining options.

And despite its small-town atmosphere, Brighton has all the amenities of a metropolis, including shopping, entertainment, and business prospects both inside the city limits and in neighboring metropolitan cities. Outdoor enthusiasts are especially drawn to the area’s expansive recreational offerings, with the city boasting more than 43 developed parks, 29 playgrounds, and 48 miles of open trails, making it a haven for hikers, cyclists, and nature lovers alike. “This balance of lifestyle, location, and livability continues to position Brighton as a desirable and growing community in Colorado’s Front Range,” says City Manager Martinez.

When it comes to Brighton’s quality of life as it relates to business attraction, they both play an important role in bringing new businesses to the community. The city offers a welcoming, family-friendly environment with safe neighborhoods, excellent parks and open spaces, and a calendar full of community events that foster strong connections among residents. Additionally, its unique blend of small-town charm and modern amenities creates a place where residents and employers can thrive.

Economic Development Director, President, and CEO, Robin Martinez, emphasizes that “this high quality of life is a major advantage for employers. Brighton’s affordability and close proximity to the Denver metro area attract a growing, skilled workforce that benefits businesses.” Additionally, the city’s dedication to sustainable expansion and easily accessible transportation options makes it simpler to draw in and retain talent.

New businesses are met with a level of support that sets the city apart when they consider setting up shop in Brighton, with the EDC leading a collaborative effort that unites key community partners and city workers to offer potential business prospects a full-service concierge approach. This essential support ensures that companies receive prompt and comprehensive guidance on municipal, county, and state development processes, licensing requirements, and permits. “The objective is to streamline the process of establishing operations in Brighton, lowering obstacles and expediting timelines,” Robin Martinez explains.

The city also provides individualized support in addition to competitive incentive schemes designed to save development time and expenses, with a dedication to creating a business-friendly atmosphere and attracting investment that supports its strategic growth objectives.

The EDC continues to establish the city as a top location for companies looking for opportunity, efficiency, and long-term success by taking a proactive stance and fostering strong community partnerships, and, according to Martinez, the EDC celebrates significant economic achievements while addressing growing pains, working hard to ensure that growth is in line with both industry trends and the long-term objectives of the community as Brighton continues to expand.

Working with other municipal departments to develop a comprehensive and achievable growth strategy that will benefit businesses and citizens for many years to come is also key. “The long-term supply and demand of essential resources like water and power is one of the most pressing challenges facing Brighton—and many communities across Colorado,” says City Manager Martinez. “The city of Brighton is taking preemptive measures to ensure its future since pollution and climate change are endangering the state’s water reserves.”

The construction of a new water treatment plant, designed to meet the community’s needs for the next 25 years, is now in progress with a significant investment. In order to guarantee that new and growing businesses have dependable access to power, Brighton EDC is also collaborating closely with local energy providers. This innovative strategy draws businesses looking for long-term sustainability and reliable infrastructure.

The announcement of Trader Joe’s new Colorado primary distribution center, which is scheduled to open in September 2026, is one of Brighton EDC’s recent achievements. The Lovett 76 Logistics Center, a 613,758-square-foot Class A industrial complex, was purchased by the well-known grocery chain for $69.35 million, representing a substantial investment in Brighton’s economy and demonstrating the EDC’s dedication to promoting sustainable growth and establishing the city as a competitive location for businesses and cutting-edge industries.

In addition to all of these accomplishments, the city offers a wide and engaging variety of outdoor activities, restaurants, and special events designed to draw both locals and visitors. Mayor Mills cites iconic events like Summerfest, the Festival of Lights Parade, the Turkey Trot, and Art in the Park, which draw thousands of people for music, art, and family-friendly fun. “Brighton offers a lively mix of events and attractions that draw both residents and visitors year-round,” she says.

In addition, the historic Armory Performing Arts Center hosts plays, concerts, and community events in a small, exquisitely renovated space, and the city offers free movies and music in the park all summer long.

Not only is there plenty in Brighton to see, do, and experience now; there’s also much more to come in the years ahead. Mayor Mills says, “These events and amenities create a vibrant atmosphere that appeals to both locals and tourists, especially when combined with Brighton’s beautiful parks, trails, and an increasing number of local restaurants and breweries.” Brighton’s future looks bright indeed.

The post Building a Perfect Balance: Live, Work, Learn, Play in Brighton<p class="company">Brighton Economic Development Corporation</p> appeared first on Business In Focus Magazine.

“The City of Durango is lucky to have a URA, which is a fantastic resource for a town of our size,” says Tommy Crosby, Economic Opportunity Manager. “As a small rural mountain town in southwest Colorado, it really helps us punch above our weight when it comes to ensuring we have viable pathways for businesses to expand, to continue investing into our community and ensuring pathways for revitalizing and restoring parts of town that have been otherwise overlooked or under-invested in years past.”

At the City of Durango’s newly created Prosperity Office, Crosby helps connect the dots between economic goals and the financing tools that can bring projects to life. In close collaboration with the Urban Renewal Authority, he works to structure deals that deliver community benefits while supporting business growth and long-term investment. The biggest tool the URA offers is tax increment financing (TIF), he adds. By entering into TIF agreements with businesses, developers, or investors, Durango can use future sales and property tax revenue that a project will generate to fund development and investment today.

“It’s a fantastic tool. Their payback terms for that are simply paying their normal sales and normal property tax,” says Crosby. “It’s a creative financing tool that isn’t available everywhere, and the fact that we have that available in Durango is a great resource.”

Much like a snowcat, URA “grooms the trails,” he adds, so businesses, investors and developers see less risk. While it’s still up to them to make those turns down the ski run, the URA reduces that risk. “By helping businesses see where those rocks or cliffs are, the URA makes their trail down a little smoother and easier.”

Another tool Durango employs is the MidTown Peak Grant, which enhances the quality of the MidTown area, located on the north end of the historic downtown, providing an opportunity for businesses that might not qualify for those larger tax increment financing agreements. While those projects may be in the $100,000 to $500,000 range instead of the millions, it’s still meaningful and impactful, and Durango can try to meet businesses in the middle with a grant offering or resource for a final nudge of support to push them over the line and move forward with an alternative to a larger incentive agreement.

For example, one way the City of Durango was able to leverage the public-private partnership component of its URA program was through a URA plan area called the North Main Gateway, created after the city was approached by a developer interested in creating five single-family homes in a walkable part of town. The city asked the developer if they would be interested in pursuing a project with higher density, as these five single-family homes would likely fetch a price of $1.5 to $2 million.

“We’re up to bat against the big housing affordability challenges, like many towns in the West are facing,” Crosby says. “This developer was willing to work with us to find a pathway to delivering a housing development that, in the end, would deliver 22 townhome units, with about half of those townhomes carrying various degrees of a deed restriction.” Some of those restrictions had a price cap, while others had a local worker requirement, and the project wouldn’t have been possible without the support of the URA to incentivize developing some of the infrastructure costs.

Along with the URA’s ongoing investment in Durango, exciting upcoming news includes the city being selected to host the 2030 UCI World Mountain Bike Championships at Purgatory Resort from August 26 to September 1, 2030, a definite highlight. Projected to be one of the largest sporting and tourism events ever hosted in Southwest Colorado, the 2030 World Championships will bring global athletes, massive economic benefits, and lasting outdoor recreation improvements, helping to cement Durango’s legacy as North America’s mountain bike capital.

“It’s our shared commitment to harnessing the global spotlight to create enduring benefits that go beyond just the finish line of the UCI World Championship,” says Crosby. “We recognize this is a once-in-a-generation opportunity fueled by partnerships across the public and private sectors.”

Indeed, Durango’s vision sees the city investing in infrastructure resources and community assets that will make it a place where residents thrive and visitors feel welcome far after the event, he adds. “We’re focusing on building smarter infrastructure that helps meet the long-term community needs while amplifying local businesses and their capacity. We’re approaching this from a place of tourism resilience, not overwhelming our tourism capacity and resources. One of our biggest assets is our quality of life, and we want to make sure that is very much centered with our parks, trails, transportation, and public spaces.”

With 800 riders expected from more than 55 countries, the event should make a $10 to $30 million direct economic impact, along with millions more in local and state tax revenue. “We’re excited to bring this event to Durango, because it will be one of the largest sporting and tourism events ever seen in the area,” Crosby shares. “It also marks the 40th anniversary of Durango hosting the inaugural UCI Mountain Bike World Championships in 1990, so that will be a fun theme to lean into.”

Durango’s ongoing utilization of additional grant programs within the community is another exciting investment tool that the city has expanded rapidly in the last four years. In 2020, Durango invested roughly $60,000 worth of grant funds into the community per year, and following a 2021 Lodgers’ Tax increase, grant programs have grown over 10 times to more than $600,000 dollars per year in 2025, spread across a handful of categories.

The largest pool of grant funding is for the Lodgers’ Tax Arts and Culture Grant Program that funds about $500,000 of projects, programs, events, and experiences focused on arts and culture, including everything from traditional types of public murals and sculptures to behind-the-scenes support such as scholarships for youth art programming, or replacing the roof at the Durango Arts Center.

“We tried to be intentional about this grant funding being representative of the full spectrum of arts and culture, and we know that well runs quite deep in our community,” says Crosby.

Durango has also been intentional about weaving in creative business consulting with that budget, ensuring arts and culture organizations and individual artists and community organizations are investing in the infrastructure of their business without becoming overly reliant on grant programs. Outside of arts and culture, the Lodgers’ Tax Local Event Marketing Grant Program funds about $150,000 worth of projects each year.

“We are rich when it comes to our abundance of local events,” Crosby says. “This fund is a way to help those organizations ensure that not only are locals aware of them, but the folks who visit our community have a way to weave into the local fabric of our events that are occurring at least once a week. That’s been a great opportunity to help amplify the reach of those events locally, regionally, statewide, and even nationally.”

The last of the Lodgers’ Tax Grants is the Lodgers’ Tax Impact and Resiliency Grant, which ties into the sustainable tourism component of the work in Durango, for projects that help mitigate and steer some of the impacts of tourism.

“How can we be more intentional with educating our visitors who are coming to Durango to ride our trails, to camp, to raft our rivers?” Crosby says. “How can we show them what it means and what it looks like to be a responsible steward and visitor when coming to these magnificent, otherworldly places?” The Impact and Resiliency Grants have helped support that resiliency, whether it’s signage at trails or assisting restaurant partners in mitigating food waste, or, one of Crosby’s favorites, the DuranGoats.

“This herd of goats comes onto properties and chomps down on all of the potential wildfire fuel—small, low-lying shrubs—and can clear out a backyard or embankment in an afternoon.”

There is also the Re:New Grant, a resource offered to businesses for any sort of property improvement visible from the public right of way—updating signage, repairing sidewalks, repaving parking lots, replacing windows, repainting a building—that the city matches dollar for dollar up to $5,000. “It’s a great resource to help encourage businesses to lean into the sense of place and feel a little more pride in the façades of their business. It’s been a really successful program.”

In addition, the MidTown Peak Grant Program offered through the Durango URA also funds up to $300,000 worth of projects per year for larger redevelopment projects for property improvements visible from the public right of way, including larger development or redevelopment projects.

If all of this isn’t enough to encourage a visit to Durango, there’s a “Greatest Hits List,” Crosby says, including 100 miles of trails inside city limits, 300 miles of trails surrounding the city, the Animas River running through the heart of Durango for rafting, swimming, and fishing, and skiing just 30 minutes from town. There’s a new rope tow hill at Chapman Hill, the Durango Hot Springs, located within a 10-minute drive from town, and the historic Durango & Silverton Narrow Gauge Railroad that runs through the heart of the San Juan Mountains.

“I also can’t speak highly enough of our historic downtown shops and restaurants and art galleries,” says Crosby. “There’s an event nearly every single weekend: the Iron Horse bicycle classic over Memorial Day, the Autumn Arts Festival, our incredible weekly farmers market, tons of galleries and local public art, and Mesa Verde National Park less than an hour away,” he shares.

“It’s pretty easy to sell the highlights of what we have to offer to residents and tourists!”

The post Snow, Sunshine, Parks, and Trails: Investing in the Great Outdoors<p class="company">City of Durango, Colorado</p> appeared first on Business In Focus Magazine.

Envisioning a region with a robust and sustainable economy that generates wealth, maintains quality of life, and raises the level of living for locals, the corporation’s goals are to facilitate and draw in investment, generate new employment opportunities, boost income growth, and increase the local community’s tax base.

“We were originally established in 1962, and in 1984, they changed the name to Morgan County Economic Development Corporation to include the county as a whole,” says Executive Director, Kristin Clifford-Basil. “The original goal, which we are continuing to work toward today, is promoting the quality of life, enhancing the business environment for residents and youth, as well as becoming more actively involved in land development for economic growth in-county,” she says.

MCEDC has also made investments in business growth in Morgan County over the last few years, receiving a series of grants for a revolving loan fund that it manages. With that, MCEDC has assisted in the refinancing of a high-interest loan for a local meat processor. “That will help them expand and create 25 jobs,” Clifford-Basil says, adding they were also able to create capital to develop other value-added products and create new kinds of businesses. “I would say that that revolving loan fund is probably one of our biggest underutilized assets.”

Further to the interest of the community, MCEDC is also developing a ‘business boot camp’ to help disseminate all the information needed to ensure businesses are successful in getting past that crucial two to three-year mark.

When it comes to attracting new businesses, MCEDC is targeting manufacturing businesses on the smaller, family-owned side, where longevity can be found, along with looking at its existing industries of agriculture and how it can support them in their expansion by recruiting businesses that can offer support, Clifford-Basil adds.

“We have 17 dairies in Morgan County, and that’s one of our major industries in the county, so we’re looking at what businesses we can recruit to support them further, to help them grow or expand, or create a stronger partnership within the county, create jobs, and leverage whatever opportunities we have.”

MCEDC’s next goal is circling back to the initial intent of the organization, she adds. The articles of incorporation specifically establish the purpose of acquiring, holding, leasing, and disposing of land and lots in Fort Morgan, Colorado, or the immediate area for planned, orderly, and attractive development of the community, and MCEDC is exploring how it can be more involved in that process to fulfill the initial intent of the organization.

“What does that look like?” asks Clifford-Basil. “Is it raising more funds to support private development, or is it being more active in acquiring land for business parks? Talking to manufacturing businesses early on in that planning process? That’s another goal we have for the community.”

When looking at supporting the business climate, the workforce is definitely a top priority, she stresses. Geographically located in close proximity to the Front Range—a mountain range of the Southern Rocky Mountains—Morgan County experiences a high rate of workforce and youth leaving on an annual basis. To combat that, MCEDC has developed a workforce readiness program to identify students who are not college-bound and try to prepare them for the future through integrating skills and job readiness training so that when they graduate, they can find a job in Morgan County. “A lot of them don’t know what they want to do, so they’ll leave the county thinking they’ll find something better, not realizing they can have that job here,” says Clifford-Basil.

“That is the challenge to fill,” she says. “It started with a trade skill training program called Route 76, with a program manager who goes to classrooms in schools a few times a week and provides preliminary entry-level trade skill training—electrical, plumbing, HVAC—offering some foundational knowledge and basic training so these kids going directly in the workforce have some of the soft skills they need.”

The program also offers mock interviewing and other soft skills support to not only get a job but to do the job well. “The interview process is a challenge for many people to get past,” Clifford-Basil says. “We’re trying to train them for the interview so they’re ready for it. We lose about 1,000 18-to-24-year-olds on an annual basis, and that’s where our workforce struggles, filling that entry-level position.”

Along with helping youth, MCEDC is also looking at upcoming strategic projects, partnerships, and future development opportunities, particularly the challenge of finding appropriate land available for business development. “We have a lot of land here, but we don’t have a lot ready for development. If I got a call for 100 acres for industrial, we don’t have that,” she says. “We’re trying to get ahead of that so that when I do get that call, we have a place, it’s ready to go, and we can be more attractive and competitive in that space.”

On the sustainability side, the area is currently transitioning away from its local coal power plant to a natural gas peaking facility—not completely shutting down coal like other communities. While there’s a big push for Colorado to go green, for now, the area is navigating the power plant transition with the goal of a January 2026 completion and will see what the future brings.

While there are many advantages to being a rural community, growth and capacity are always a challenge, as well as workforce availability and the ongoing housing challenge, whether that’s a shortage or navigating increasing cost. Smaller communities don’t have the population for a builder to come in and build 100 homes, and coupled with a growing demand and price increases—which are frequently caused by migration from larger cities—the difficulties these towns have in offering suitable housing options are also exacerbated by stringent zoning regulations and a lack of funding for affordable homes.

Despite these ongoing and very common challenges, Morgan County still has plenty to offer its residents and businesses, both established and new. With so many assets to highlight, it’s difficult to pick just a few that best reflect Morgan County’s attractiveness.

“Overall, we offer a slower pace,” says Clifford-Basil. “We’re about an hour away from Denver, so it’s easy to come out for a day. We have a winery and a brewery, and some great small businesses to visit. You can spend an afternoon just exploring.”

Morgan County was also featured in the second season of HGTV’s Home Town Takeover, which follows “a team of renovation pros as they take over and make over an entire small town. We’ve had a lot of foot traffic from that and some businesses that got upgrades, with local ice cream shops that have done exponentially well since being featured on there and some murals that came into place.”

Of course, there are plenty of local festivals and events to keep visitors entertained, from Halloween and Christmas activities, to a Chili & Soup Festival, Food Truck Fridays, several Farmers Markets, Oktoberfest, a Fourth of July Parade, the Bobstock Music Festival, and more. “Since 2020, we’re seeing in tourism a lot more road trips,” adds Clifford-Basil. “We’re seeing the day trip coming back,” a great way to spend a day or weekend with friends and family. “If you’re looking to get out of the city for a day or go out and have lunch and try something new, we’re a good destination for that,” says Clifford-Basil.

The pandemic definitely helped bring more tourists to the area, particularly those searching for a great destination closer to home, and it’s a trend that’s sure to continue when visitors see what Morgan County offers.

“We still have a lot of that small-town charm and that slower pace offered through a prime geographical location and our events and atmosphere,” says Clifford-Basil, adding that that’s exactly what people are specifically looking for now. “I think it’s a nice thing for new residents to seek out as a place that’s got the small-town charm but also is connected to a larger environment.”

The post Robust, Charming, Relaxing: Take a Trip to Morgan County<p class="company">Morgan County Economic Development Corporation</p> appeared first on Business In Focus Magazine.

As one of the most reliable and effective producers and wholesale distributors of premium HVAC sheet metal products and equipment serving Colorado, Wyoming, Utah, New Mexico, Arizona, Kansas, and Texas, this 100 percent employee-owned (ESOP) company is both proudly family-founded and made in the USA.

Offering contractors in the Western United States a comprehensive range of heating and air conditioning system products, Hercules Industries cultivates a continuous improvement mindset and culture within its organization, making investments in the company as it grows in order to provide resources to accommodate a wide variety of upcoming opportunities.

In terms of the company’s various expansions, acquisitions, and strategic growth plans, Hercules Industries is looking ahead with purpose and potential.

“We continue to invest in distribution centers across major cities within our regions, strengthening logistics and optimizing inventory management,” explains Southern Region Manager, Paul Torcoletti. “At the same time, we are actively evaluating both new and existing markets to ensure we meet our personnel talent needs, expand product lines, and secure the right square footage. These initiatives are central to our long-term growth as we execute our strategic plan with focus and discipline.”

Founded in Denver in 1962 by William E. Newland, Hercules now runs five manufacturing facilities and 23 sales and distribution centers in Colorado (in Denver, Colorado Springs, Fort Collins, Pueblo, and Grand Junction); Utah (in Salt Lake City, Sandy, and Ogden); Arizona (in Tempe, Phoenix, Flagstaff, Tucson, Surprise, and Show Low); New Mexico (in Albuquerque, Roswell, and Las Cruces); Wyoming (in Casper and Cheyenne); Texas (in El Paso); and Kansas (in Lenexa). Until October 2019, the Newland family owned and operated the company before finalizing the transfer of ownership to its employees on October 1, 2019, ensuring the continuation of its long-term, family-oriented values.

“Employee ownership is a privilege that offers every individual the opportunity to build life-changing wealth,” Torcoletti emphasizes. “We embrace a philosophy of continuous improvement, knowing that as we grow together, we create not only financial success but also a deep sense of self-worth and pride in our shared accomplishments.”

Hercules Industries has made continual investments in manufacturing and distribution infrastructure, customer relations, and human resources since its founding in 1962, particularly in production expansion to provide opportunities in new markets with a full range of products, from HVAC equipment to a variety of duct systems.

Since the early 1980s, the company has also invested in its manufacturing facilities, leading to substantial expansion and improved daily customer service, while striving to offer the greatest range of HVAC products on the market. Among those products are Mighty Tough sealants and adhesives, a comprehensive line, as well as Hercules’ custom commercial duct fabrication.

The company’s Commercial Division—one of Hercules’ five production facilities spread across five states supporting the company’s fabrication of commercial and residential sheet metal products—has been producing conventional and specialized sheet metal and fiberglass products for commercial and industrial use since 1999, and is now among the biggest steel fabrication facilities in the Western United States. From project takeoff and estimating to delivering the completed product to the job site, Hercules serves all the needs of its HVAC contractor clients.

Among the company’s other products are single and double wall rectangular duct and fittings, grease duct and other welded applications, spiral pipe systems (DuraFlange joints or self-sealing gasket systems), polyvinyl coated underground duct and fume exhaust systems, flat oval duct and fittings, fiberglass duct fabrication with sound boots, shearing capabilities up to 3/8” 12-foot mild steel, HVAC duct accessories, and residential and commercial equipment.

Through Hercules’ Engineered Products Division, projects are completed quickly, precisely, and affordably, thanks to skilled estimators, and are guaranteed to boost clients’ bottom lines and offer peace of mind, especially when combined with the company’s high-quality products.

Additionally, Hercules can now use its Automated Seam Welder to develop bespoke projects. Combined with its technology, work is done automatically to create whatever precise, ready-to-use product is required, whether that is grease ducts, exhaust stacks, vacuum systems, laundry/linen chutes, huge welding projects, dust collection systems, vehicle exhaust systems, fully welded venting systems, welded sleeves, or waste/recyclable material chutes.

Along with these investments in both manufacturing capacity and equipment, the company has also experienced a period of expansion, says Northern Region Manager, John Newland. “In light of the economic headwinds that we’ve faced in both residential and commercial markets, we’ve realized the importance of continuing to invest in areas that we know will produce opportunities and have long-term growth in future years.”

March 2024 saw the opening of a new distribution center in Phoenix, Arizona, now one of the company’s key points of distribution along with Salt Lake City and Denver, with Ogden, Utah and Lenexa, Kansas also opening in the last year and a half.

“Though we began as a distributor, we eventually invested to become a fully encompassed HVAC manufacturer.” Over time, Hercules made the decision to add to its distribution offering by adding full lines of residential and commercial HVAC equipment. Newland says, “We looked at this as another avenue for growth and diversification, and as we’ve continued to expand in the equipment markets, it’s been a launch pad for us to grow in areas that we haven’t been in before. Overall, diversification has allowed us to continue in upward directions in downtimes.”

Along with investing in the company’s products and sales growth, its strategic growth plan also embraces a number of personal pillars. “It’s been a consistent investment in new branches, new products, as well as our people,” Newland says. “If we remain committed to the investments that we’ve made, we’re very confident that we’re able to continue to grow exponentially more than what we are doing today.”

Through Hercules University, each employee takes required courses, such as workplace conduct and OSHA, as well as additional professional development courses and product knowledge courses, such as Condenser 101, Heat Pumps 101, and Furnace 101. These courses have proven invaluable in helping educate employees in various areas of the company’s products and specializations.

“Training has been a big initiative for us, especially as we continue to grow into new markets and bring aboard new employees to supplement our growth. We want to be able to bring value to our customers, and arming our employees with training on product, industry updates, and tools to bring accuracy and expediency to our product delivery will all provide this needed value,” Newland adds.

Operating under an ESOP means the employees also have a large say in what’s going on within the company. They’re able to join a committee that ties in with decision-making processes and participate in initiatives to boost employee morale. And an internal social media platform keeps everyone connected through announcements, be they work-related or not. “We’ve heard the saying that ‘culture eats strategy for breakfast,’ and we truly believe this. Many aspects contribute to a strong culture, but it ultimately ties back to living and acting in accordance with our company values of servant leadership, common good, and human dignity,” says Newland. “We started as a family business, and even though we are now an ESOP, we still strive to maintain the same family culture that allowed us to grow to where we are today.”

It’s that connectedness and knowing each employee plays an integral part in the company as a whole that has helped shape Hercules’ success within the industry, both as a wholesaler and a manufacturer.

“For a lot of the wholesaler distributors that are competitors, that’s all they do,” Associate Brand Manager Emily Eads says. “We produce and fabricate our own ductwork, we sell sheet metal, and we sell steel coils through our own separate Steel Division; the vast majority of wholesalers don’t have that. We’re a combo: you can do an entire HVAC job with us from start to finish. We have everything you need.”

“Because of the constant reinvestment back into the company, we have an advantage over many distributors that we pass along to our customers to allow them to be successful in the market. By eliminating another step in the supply chain, we are able to better keep up with our customers’ demands as well as eliminate risks of product outages especially during turbulent economic times,” says Newland.

Keeping goals in sight in the upcoming years will be an ongoing priority for Hercules while embracing the long-term strategic growth plan.

The company also recently launched a new ERP and a brand-new website in April at the same time, on the same day, Eads adds, closing completely for two days to revamp and transfer all data internally and externally. “We established a whole new system when it comes to managing our sales, data, and marketing, and our customers got a new face on the outside as well,” says Eads. “We’ve made a lot of investments into our e-commerce platform, streamlining the process for current customers and reaching an even broader audience.”

While getting the new website to a point where both customers and employees are completely satisfied with how it works—which includes being able to access all images and spec sheets from all of Hercules’ different vendors—is an ongoing task, there are a few other industry challenges to tackle as well. “The industry-wide refrigerant transition has been our most significant challenge in recent years,” Torcoletti tells us, adding that managing the reduction of R401A inventory while ensuring the availability and rollout of R454B and R32 has been critical to maintaining competitiveness in the market. “At the same time, rising interest rates have slowed residential new construction and project financing has faced numerous delays, adding further complexity to our operating environment.”

Hercules Industries is more than up to the task, however, ready to embrace and enhance its various expansions, acquisitions, and strategic growth plans, both in the sales and manufacturing areas, as well as through vital attention paid to employees.

“Building a world-class culture is a long-term journey that requires years of dedication,” Torcoletti says. “It demands unwavering commitment and a true team effort as we strengthen the network within our company, ensuring that every individual contributes to and benefits from the collective success we create together.”

Contact Hercules for all of your HVAC needs! Visit www.herculesindustries.com or call (800) 356 5350.

The post Collective Success: Building a World-Class Culture at Home<p class="company">Hercules Industries</p> appeared first on Business In Focus Magazine.

Poised to restart
At the heart of helping to make this area the best it can be is the Moffat Economic Development Authority (MEDA). Created to oversee the settlement funds resulting from the energy transition settlement with Tri State Generation and Transmission Association of the coal-fired power plant slated to close in 2028, MEDA consists of five board members: two from the county, two from the city, and one elected by the school district.

“The main goal is to create jobs we’ll be losing as a result of the closure, as well as help diversify the property tax base,” explains Shannon Scott, Economic Development Manager.

The $22 million award in direct benefit payments will go toward a community economic development trust fund for projects that help achieve these goals, with the potential to receive an additional $48 million between 2028 and 2038. The intent is to keep that fund in perpetuity, says Scott, building up interest to be spent in the initial years while saving the principal. With the first $5.5 million received in January, MEDA will receive another $5.5 million for the next four to five years, with the aim of enticing interested companies and businesses.

Other exciting projects include the recent completion of the Craig River Park as part of the Yampa River Corridor Project, a major public investment that essentially reconnects the City of Craig with the Yampa River.

“It’s an awesome asset that’s fairly underutilized in our area,” says Melanie Kilpatrick, Project Manager, Craig River Park Project. Comprising two key components, the Craig River Park is a new recreation area with whitewater features, trails, space to gather, and a new boat ramp with improved river access at Loudy-Simpson Park. Together, these projects will create a safer, more usable riverfront that reflects Craig’s commitment to outdoor recreation, quality of life, and long-term economic transition.

“We’ve had a plethora of support, with projects funded by local, state, and federal partners, including the U.S. Economic Development Administration, Great Outdoors Colorado, and the Office of Just Transition, just to name a few, with about 17 project funding partners in total,” adds Kilpatrick. “It’s been a long process of grant writing and securing funding, assembling all the partners and getting through construction, which was a challenge in itself, so we’re delighted to see the light at the end of the tunnel and we’re excited about what this means for our community.”

It’s all about forging a recreation connection and improving quality of life for Craig, she says, and attracting both visitors and industry, all with invaluable input from residents.

For the community
“I would absolutely say that Craig River Park is designed for the community by the community,” says Kilpatrick. “It’s a place where families can play, events can thrive, and our town can reconnect with the river, which is pretty powerful in a rural space here in northwest Colorado—we just haven’t had the opportunity before.”

Another exciting initiative is the Bad Alibi Distillery and Ann’s Authentic Thai/Unit 301 Sports Bar & Grill, the result of the approval of two urban renewal authority (URA) areas in the past few years. “One of the owners is a gentleman who will be transitioning out of the power plant, wanted to stay in Craig and be an entrepreneur, and with the help of the URA area and TIF funding, was able to bring this idea of opening this distillery in Craig to reality,” Scott shares.

Craig is also in the process of forming a third URA area to cover future business and industrial parks to incentivize development and bring in new business, while enticing developers to locate and expand in the area. And other marketing efforts include promoting Craig and its numerous assets by developing a new economic development website through work with the Marketing Alliance company to create targeted marketing and awareness campaigns.

New opportunities – the Business Industrial Park
The Business Industrial Park has been in the works for some years, says Scott. After identifying a 25-acre piece of land within the city limits of Craig, the city was able to secure grant funding to purchase this parcel of land, and closed at the end of September, also receiving another grant of $2.5 million for infrastructure.

“Our goal is to build a shovel-ready park,” Scott explains. “Craig is an attractive place to do business, but to be competitive with other cities and states, we need something for these businesses to come into that makes financial sense for them.” This includes hiring a master planner to help put together not only concepts but an overall master plan of how to utilize the $2.5 million for that initial infrastructure build-out.

“We already have interest from two potential tenants and are working with the UP rail line to see what opportunities we have if someone might be interested in shipping their product via freight,” says Scott.

A place to live
Finally, there’s a much-needed and welcome focus on housing, with the building of townhomes and apartment complexes, another ongoing project catalyzed via local businesses and major employers who were facing challenges recruiting staff. “As we’re heavily recruiting for new industry to come in, these folks have to have a place to live,” Scott emphasizes.

The completion of a housing needs assessment and action plan has allowed for a better understanding of what types of housing units and price points Craig needs. For the townhomes, a little over $5 million in grant funding was secured to help the project come to fruition, targeting average median incomes (AMI) between 80 and 140 percent of Moffat County incomes. A one-person household at 100 percent AMI is about $72,000; there are 20 units total, with twelve, two-bedroom units available and selling at $235,000; and six, three-bedroom units available and selling at $275,000.

“You probably won’t find anything else in that price range—no new construction, especially in this area and probably in the state,” adds Scott. “It’s a great quality project, and we’re really proud of that.”

This project also spurred interest from private developers to engage in housing discussions, prompting the planned apartments that will hopefully break ground next spring, she adds. This private development of 96 units targeting between 60 and 100 percent AMI was also secured between the City of Craig and the private developer with about $5 million in funding.

A boost and benefit for all
Another exciting upcoming project is a new sports complex, still in the early stages, that will truly benefit the entire community. As the existing aquatics facility is on borrowed time at this point, Craig is just beginning the journey of planning something big, new, and exciting for new generations to enjoy.

The city realizes that it’s important to bring the entire community of Craig along on that journey, and—as with the Craig River Park project, which was community-driven and conceived of as a massive, legacy project to impact everyone from the city’s youth to its senior population—attract and serve an all-embracing demographic.

“We’re just in the beginning stage of that journey, and it will probably be a challenging one, especially as we figure out what the funding mechanisms might be,” says Kilpatrick. “We’re working through that, but there seems to be a lot of positive response and momentum for something like that type of facility.”

Rare workforce opportunity
Looking ahead, there is much to be excited about in the City of Craig, from new outdoor activities to growth opportunities and investments, impacting residents and visitors and helping everyone connect with the outdoors, particularly the Yampa River.

Boasting an impressive local workforce is also a priority for MEDA, stresses Scott. From the economic development side, Craig offers a workforce that will be transitioning out of the coal mines and the power plant into a wide variety of employment possibilities.

“I always tell people, the type of work ethic that our people possess is a different mindset,” says Scott. “It’s a different type of person that works in these industries. They’re hardworking, they’re trustworthy, they’re smart; they have these skill sets that are so attractive to industry, and you just don’t find that anymore.”

The city of Craig offers a keen and dedicated workforce that is open to new opportunities, land that’s fairly inexpensive for the State of Colorado, and an impressive and enviable quality of life that makes the city and area the place to be.

“There are so many great reasons to be here, especially now that we have the MEDA coming online, where we can give incentives to businesses,” Scott says. “There are so many things we have that are attractive to an industry that wants to locate here.”

The post Come Out and Play: Finding Authentic Community in Craig, Colorado<p class="company">City of Craig, Colorado</p> appeared first on Business In Focus Magazine.

In 2023, the Canadian nonprofit sector added around $182 billion to Canada’s overall economic output, which is 8.3 percent of the country’s GDP, says Urban Echo. That is more than the combined contributions of industries such as mining, oil & gas, and agriculture. In terms of jobs, the sector employs nearly 2.4 million people, of whom 77 percent are women, making up 10 percent of all workers in Canada.

According to Urban Echo, there are several concrete tactics that companies can adapt from their nonprofit counterparts, including developing trust and mission-driven engagement. By their very nature, nonprofits have a distinct social mission that cultivates strong loyalty and trust among volunteers, funders, and beneficiaries. This clear link to a higher goal is a major advantage, and businesses can go beyond simple Corporate Social Responsibility (CSR) programs to include a true social mission in their fundamental strategy.

Nonprofits excel at creating sturdy community alliances and using their combined resources and knowledge to accomplish common objectives, recognizing the value of teamwork over rivalry. Businesses can follow suit by using their local knowledge and experience to establish genuine long-term collaborations with nonprofits and community organizations.

As volunteers and committed staff who are enthusiastic about their work are often drawn to nonprofits—and inclined to stay for the long term—for-profit companies can also create a work environment where employees have a sense of purpose that extends beyond their salaries. As shown by the success stories of businesses that place a priority on social impact, doing so not only benefits the community but also increases employee loyalty and morale.

According to Bertina Ceccarelli, writing for Forbes, nonprofits foster and encourage creativity, which can benefit for-profit companies as well. Because nonprofits often lack easy access to finance markets for expansion and innovation, many organizations are incredibly resilient and develop creative strategies to continuously design program models that support their mission. A nonprofit’s objective frequently revolves around societal or environmental change, and meaningful change requires creativity and adaptability.

Businesses can apply these innovative strategies by cultivating a mission-driven culture that encourages and rewards creative thinking. Employees can be supported in challenging the status quo and exploring new ideas in a culture that values humility, resourcefulness, risk-taking, and teamwork. Building such a culture does not have to be expensive, but it does require leadership, perseverance, and patience.

Ceccarelli highlights collaboration as a key component. Nonprofits work to address important societal concerns, yet they cannot do so on their own. By depending on a strong network of corporations and partner organizations, much more can be achieved within the organization and the community at large.

A strong partner ecosystem can also increase credibility and make use of new networks for influence and resources. The ability to handle conflict, communicate a clear vision, and inspire action becomes even more important when there is no traditional business motivation at play. Vendor, consumer, and investor relationships that are currently transactional can become more valuable if viewed as partnerships. Establishing successful partnerships requires perseverance, understanding, and persuasion, along with a dedication to shared objectives.

Members of nonprofit teams collaborate to advance a social issue as a group. Since they cannot compete with the high financial incentives, bonuses, and perks of the corporate sector, nonprofits focus on selecting managers who can motivate their teams and staff members who seek a sense of purpose.

In order to maintain a variety of revenue streams such as sales, sponsorships, partnerships, and charitable support, nonprofits must establish strong connections with their constituents, according to Roger Sametz and Mark Volpe. This has pushed them to develop strategies and competencies that for-profit businesses can adopt. They must maintain a healthy mix of revenue sources, from earned income and contributions from individuals, corporations, and foundations to government funding and partnerships.

More significant than any individual service, a nonprofit’s mission and vision inspire participation and trust. People are inspired by the mission, which serves both an operational and emotional need. When relationships are cultivated and sustained, they create ambassadors and advocates, encourage loyalty, and provide space for forgiveness when needed. Customers, board members, donors, and participants all feel connected to the same organization.

Developing closer relationships can similarly help a company differentiate itself and add value, says Sametz. Consumers may relate to a company’s purpose, align with what its brand represents, or want to belong to a particular culture. Focusing on connections promotes repeat business, reduces operating costs, boosts profits, enables cross selling, and helps create a corps of ambassador advocates. Talking to customers instead of at them is also valuable for both for-profit and nonprofit organizations. Focused, values-based messaging that connects organizational strengths with constituent interests helps build support and engagement.

Because they must accomplish more with fewer resources, nonprofits are frequently efficient. They rely on committed boards and volunteers who raise money, take on responsibilities, and act as ambassadors, as well as employees who are motivated by more than a paycheque. The integration of print, digital, environmental, and social communications is the best way for nonprofits and businesses alike to ensure that every communication dollar reinforces each other in order to build brand recognition, trust, and participation in a sustainable way.

From effective use of social media to building strong stakeholder relationships and collaborating with likeminded organizations, nonprofits have developed numerous skills that can significantly benefit businesses, according to The Nonprofit Cooperative. Social media provides an affordable way to expand reach and foster relationships. By sharing meaningful stories, behind-the-scenes content, and purpose-driven posts, organizations build visibility and community around their cause or business. Communicating with donors or clients on a personal level by using their names, thanking them, and informing them of the impact of their contributions builds trust and reliability, both essential for survival. Stakeholders feel valued through frequent check-ins, personalized messages, and unique updates. And unique opportunities for in-person engagement, such as open houses or appreciation events, can further deepen these relationships and are strategies businesses can adapt from the nonprofit sector.

Well-run nonprofits are experts in efficiency, creativity, and making the most of every resource. They excel at achieving more with less. Even when funding is available, businesses can adopt a lean approach, maximizing resource allocation, reducing waste, and finding creative solutions to operational challenges.

The nonprofit industry is also proof of the power of collective effort and mission-driven models. By examining and strategically implementing the core values of nonprofit organizations, for-profit companies can enhance their public image, strengthen community ties, and open new opportunities for innovation, efficiency, and long-term sustainable growth.

The post What Nonprofits Can Teach Business<p class="company">Lessons for Growth, Trust, and Innovation</p> appeared first on Business In Focus Magazine.