The second-largest city in Wayne County and the seventh-largest in the state, Dearborn hosts a strong small business environment alongside major players like the Ford Motor Company, Carhartt, Hollingsworth, and Shatila Food Products. In keeping with this entrepreneurial commitment, and in order to increase job possibilities for locals and business owners, the Economic Development Department’s Workforce & Business Development Division strategically leads and strengthens projects that promote economic growth, community well-being, and individual prosperity.

Forging an identity
“Our modern economic identity began with Ford Motor Company, established here in the early 20th century,” says Kelli Vanden Bosch, President, Dearborn Area Chamber of Commerce. “But that did more than build cars here in Dearborn; it built a strong middle class and a culture of entrepreneurship.”

As the automotive industry matured, Dearborn evolved beyond a single-industry town, investing in the future via the University of Michigan, Dearborn and Henry Ford College, both located in the city and providing thousands of students with opportunities to further their education.

“We have 20,000 children who attend public schools here every year, and a 93 percent graduation rate,” says Vanden Bosch, adding that the past two superintendents of the State of Michigan also came from Dearborn.

A culture of celebration
As for community, Dearborn is a welcoming, family-oriented city that embraces its rich diversity. “Our culture is reflected in everything we do—from our incredible Middle Eastern cuisine and vibrant coffee shops to the locally owned businesses that give our city its character,” says Vanden Bosch. “Whether you’re stopping for coffee, enjoying a meal, or exploring our neighborhoods, you’ll find a strong sense of community. While Dearborn is known around the world as the home of Ford Motor Company, it’s also become a destination for people seeking authentic food, culture, and experiences.”

Other local tourist attractions include the Henry Ford Museum and Greenfield Village, which bring a sizeable number of visitors to the area.

When it comes to planned tourism events, the Chamber’s yearly Taste of Dearborn, a restaurant crawl in the west downtown area on Michigan Avenue that piggybacks on the food scene, takes place every third Wednesday in June, enticing thousands of people to experience the wares of 30-plus participating restaurants.

There’s also the Dearborn Summer Market, formerly known as the Dearborn Farmers & Artisans Market, overseen by West Dearborn Downtown Development Authority (WDDDA), who strives to foster community cohesion and bolster local small businesses and entrepreneurs. The 2026 season of “Under the Stars,” held at Dearborn PEACE Park West, is proudly presented by the City of Dearborn and brings a diverse range of entertainment to the community.

The seasonal Take in the Holiday Lights, hosted by PEACE Park West, is a new city tradition combining public art with holiday joy. Over the course of three months, this free, family-friendly event showcases three top-notch, interactive light displays created by artists from across the world.

And in keeping with Dearborn’s deep appreciation of education, there are the Teacher of the Year awards, which work hand-in-hand with the Dearborn public schools to honor those who strive to provide quality instruction to students. The Women of Inspiration Lunch, meanwhile, focuses on supporting women entrepreneurs. Finally, there’s the Dearborn Homecoming Festival, a three-day event taking place the first full weekend of August each year. Founded in 1979 and hosted in Ford Field Park, this celebration features reunions, carnival rides, historical reenactments, and massive fireworks.

Committed to its people
In order to guarantee the provision of Dearborn’s top-notch public services, Mayor Abdullah Hammoud collaborates closely with more than a dozen city department leaders and their employees. Born and raised in Dearborn, Hammoud is devoted to creating a community where everyone has the chance to prosper and contribute to its success. A graduate of both Dearborn Public Schools and the University of Michigan, with bachelor’s degrees in science and master’s degrees in public health and business administration, Hammoud also represented Dearborn’s 15th District in the Michigan House of Representatives before becoming Mayor.

While serving in the state legislature, he supported several programs that protected public health and air quality and enhanced access to healthcare, education, and economic growth for Michigan residents. He was elected mayor of Dearborn in November 2021 and has been carrying out his shared vision of a more affluent, lively, and inclusive neighborhood ever since, prioritizing public safety and economic development, implementing public health in all programs, making historic investments in public parks, and reinventing the way the government provides services to its more than 100,000 residents.

Part of the government’s commitment to its people includes bringing to fruition numerous projects, such as authorizing a $31 million, 111-unit townhouse project with reasonably priced units at 15625 Lundy Parkway. The project consists of a variety of one- to four-bedroom residences, amenities, a clubhouse, and green space, and is scheduled to begin construction in 2026 with an anticipated 2028 completion. According to a 2025 market estimate, Dearborn needs roughly 1,500 new housing units by 2035, and the development will assist in addressing this need.

A brownfield tax incentive plan that would reimburse up to about $11.4 million in eligible development costs over 28 years supports the project, which is anticipated to generate more than $5.6 million in revenue for the city during the incentive period while remaining cost-neutral, with projected service costs of approximately $5 million. Later in the incentive period, the plan calls for converting around 49 percent of the units from rentals to owner-occupied housing alongside new construction.

Indeed, in one of Michigan’s most competitive housing markets, the city is pushing forward with hundreds of millions of dollars in rehabilitation projects that are intended to create new housing. The east side of Dearborn is currently the main focus of the housing push, which includes the construction of a new residential neighborhood with roughly 300 houses and apartments on 21 acres of city-owned land close to Carhartt’s global headquarters. The city is also developing a plan to create dozens of new residences on about 40 city-owned lots in the Lonyo neighborhood, while Waza Construction is erecting 111 new townhouses. Additionally, Village Plaza, a 12-story office skyscraper on Michigan Avenue that has been abandoned since 2018, is being demolished and the city is preparing a 20-plus-acre site near Michigan Avenue and I-94 for future development.

Development in Dearborn goes beyond housing, with a mixed-use office complex on vacant ground at Michigan Avenue and Howard Street and the former Hyatt Regency site on Town Center Drive being actively developed by an architecture firm. A city code reform to permit indoor leisure facilities in more commercial locations is also being championed by a local company, Just Play. And, in late 2026 and early 2027, the city intends to invite developers to apply for its pre-approved sites.

A great place to grow
For Kelli Vanden Bosch, a deep love and abiding pride for the city and its residents runs deep, both personally and generationally. “Not only do I work in Dearborn, but I’ve proudly called it home for more than 30 years,” she says. “My husband works for Dearborn Public Schools, and we raised our children here. Dearborn is a community that invests in its families, and it’s been a wonderful place to live, work, and build a life.”

With about 110,000 residents, Dearborn offers plenty of activities and a bright future. Local leaders put words into action, always striving to improve the quality of life for residents. And initiatives like the Dearborn Advantage aim to set the city apart in the face of a population surge, a surge it intends to maintain with fresh expenditures in parks, workforce development, and early literacy.

The post Grow, Connect, Belong: Dream Big and Do Good Things in Dearborn<p class="company">City of Dearborn, Michigan</p> appeared first on Business In Focus Magazine.

That reputation is supported by a highly specialized workforce. ICE employs program managers, project managers, chemists, logistics specialists, health and safety officers, engineers, and field technicians who collectively manage a broad service portfolio spanning rail, truck, and marine transportation; logistics support and fleet management; staff augmentation; waste management support services; and transloading and transfer operations. For customers operating in high-stakes environments, that breadth offers a distinct advantage: one partner capable of managing the full scope of a project from packaging and movement to final disposition.

Headquartered in the greater Pittsburgh area, with offices in New Jersey, South Carolina, Florida, and Tennessee, as well as field and project locations across North America, ICE serves clients throughout the United States, Canada, Mexico, and the Caribbean.

Experience remains one of the company’s defining differentiators. With nearly 20 years of practical field expertise, ICE has completed projects safely, efficiently, and economically, building a reputation for dependable execution in demanding operating conditions. Its value proposition is straightforward but powerful: deep industry knowledge paired with a true turnkey model that helps clients save time, reduce complexity, and maintain control over cost and schedule.

“The four partners—myself, Gus Chirgott, Mark Delfratte, and Steve Lipecky—have worked together in this industry for more than 30 years,” says Dennis D. Morgan II, Chief Strategy Officer / Principal. “We’ve built that relationship across multiple companies and multiple stages of our careers.”

That shared history became the foundation for ICE in 2007, when the group decided to build an enterprise of their own—one shaped by the operational discipline, market knowledge, and leadership experience they had developed over decades in the field.

Without outside financial backing or private equity support, the founders invested their own capital to launch the business. That decision established an ownership culture that still defines the company today. “As we move into our 20^th year, we’ve grown from a startup into an industry leader,” Morgan says.

That growth has included expanding the leadership bench with professionals who strengthen project execution, operations, and business development, while also continuing to pursue strategic innovation.

One example is ICE’s partnership with Strategic Packaging Systems (SPS) in Madisonville, Tennessee. SPS was founded to provide advanced custom design, manufacturing, and distribution of soft-sided packaging, making it a natural fit for ICE’s broader service model and customer base.

“Al Beale, the founder and owner, is widely regarded as a pioneer in the soft-sided packaging business, and we had known him for years,” Morgan says. “ICE and SPS had worked together for about a decade when he began considering retirement and the sale of the company.”

Although Beale had multiple offers, Morgan and his partners made a straightforward commitment: they would preserve what he had built while giving SPS the resources and support to grow. That approach ultimately secured the deal in August 2017.

“Al built a strong company,” Morgan says. “Our role was to add resources, scale, and operating support—and we’ve grown SPS substantially since 2017.”

That same long-view discipline shapes ICE’s own governance model. The four founders, who have worked together for more than three decades, operate with a high level of trust, shared accountability, and alignment. “We manage the company by committee; it’s not majority rule,” Morgan says. Whether the discussion is about new equipment, acquisitions, or staffing, each major decision requires full agreement among the partners.

“Part of our success comes from knowing our strengths and how we complement one another,” he says. “That extends to many of the people we’ve brought into the business as well—professionals we’ve known and trusted for years.”

For clients, one of the most meaningful aspects of that structure is direct executive involvement. Each project is assigned to one of the four founders as an executive owner representative, ensuring leadership remains close to delivery. If additional equipment, personnel, project management support, or issue resolution is required, one of the owners is engaged immediately.

“We stay closely involved,” Morgan says. “Our clients know they have access to decision-makers.”

As the company has grown, it has also expanded into new markets and geographies. “We all come from hazardous waste, remediation, and decommissioning backgrounds,” Morgan says. “Those are markets we’ve worked in throughout our careers.”

Today, ICE provides waste management support services across North America, helping clients identify authorized, permitted, and licensed facilities to accept, recycle, treat, and dispose of a wide range of liquid and solid by-products. That includes chemicals and off-spec products, hazardous waste regulated under RCRA, TSCA and PCB waste, and low-level radioactive waste (LLRW).

Not every assignment involves hazardous materials, however. On occasion, the company is asked to move cargo that is memorable for very different reasons.

“We once received a call to move specialty sand from Ohio to Dubai for a golf course project,” Morgan says. “It sounded unusual at first, but that’s the nature of this business—you have to be prepared to solve whatever logistics challenge the client puts in front of you.”

As ICE continues to scale nationally and internationally, the company remains focused on preserving operational control without compromising safety, execution, or cost management. Its current footprint spans roughly 30 states, but the company’s standards do not vary by geography.

“We operate both ICE and SPS under an ASME NQA-1 (Nuclear Quality Assurance-1) Program, and that discipline carries through everything we do,” Morgan says. “Our vendors, our partners, and our internal operations are held to the same expectations regardless of where the work is taking place.”

Talent remains another critical factor in long-term performance. Like many employers, ICE faces an increasingly competitive market for skilled labor, but the company continues to pursue measured, disciplined growth. “We believe in steady growth,” Morgan says. “We work to keep our equipment utilized at a very high level, and we’ve been successful in doing that.”

That consistency has helped ICE stand apart in a market where endurance matters. “We’ve been in our footprint longer than most,” Morgan says. “A lot of companies have come and gone over the past 20 years, and the ones that have lasted as long as we have typically don’t offer the same breadth of capability.”

That breadth remains one of the company’s clearest points of differentiation. While many competitors focus narrowly on equipment leasing, transportation, waste management, or project management, ICE integrates those functions under one roof.

“Many projects require end-to-end coordination across packaging, transportation logistics, training, product management, and waste management,” Morgan says. “We bring that full range of capability to the table.”

The company also maintains a strong field presence on major engagements. Larger projects include onsite project management working alongside customers each day to ensure materials are packaged and loaded correctly, whether into trucks, railcars, or barges. That hands-on approach applies across the portfolio, regardless of contract size. A $5,000 assignment is treated with the same seriousness as a $5 million project because, in ICE’s view, execution standards are not negotiable.

“Every project matters,” Morgan says. “The expectation is the same: do it safely, do it correctly, and deliver on schedule.”

That philosophy has translated into durable customer confidence. “We’ve never failed to complete a project, we’ve never been removed from a project, and we’ve never walked away from a project,” Morgan says. “That track record matters in this market.”

It has also produced a steady stream of repeat business from clients who value performance over promises. “We don’t sell on price,” Morgan says. “We sell on our history and on what we’ve demonstrated over the past 19 years.”

In the end, that may be ICE’s strongest competitive advantage. In an industry where complexity is high and tolerance for failure is low, the company has built a model centered on accountability, operational depth, and long-term trust. For Morgan, the clearest evidence of success is simple: clients continue to come back.

“We still have customers who have been with us since the day we opened our doors,” he says. “That’s the best proof of all.”

The post Strong and Steady: Superior Service through Controlled Growth<p class="company">I.C.E. Service Group, Inc.</p> appeared first on Business In Focus Magazine.

Various sources count at least 720,000 eateries in the United States, and another 100,000 or more in Canada. A restaurant needs to position itself appropriately among its competitors if it wants to stand out in an extremely crowded field.

If you think it’s only about producing good food, think again. Managing the many facets of a restaurant’s daily operations includes marketing and advertising, finding and retaining competent employees, ensuring food safety and quality assurance, and, of course, managing finances, budgeting, handling accounts payable and receivable, and creating a strategy for cash flow during sluggish times. COVID was a stark reminder of just how vulnerable the industry can be. Great food alone simply isn’t enough.

According to research from OysterLink, about 14 to 30 percent of restaurants fail in their first year. While that dispels the frightening misconception of a 90 percent failure rate, more than 50 percent don’t last five years, and a mere 34.6 percent endure for more than 10 years, making long-term viability a significant and ongoing concern.

An article by Dakshta Bhambi in The Restaurant Times suggests that the seamless integration of concept, food, service, and experience is the foundation of a successful restaurant. Repeat business is fueled by consistency, customer service, and emotional connection rather than delicious meals alone. In a review-driven, social-first dining culture, strong branding, savvy marketing, and a prominent online presence are crucial, while long-term sustainability is shaped by operational effectiveness, budgetary discipline, and smart use of technology.

As customer expectations evolve, restaurants can remain relevant by embracing innovation, sustainability, and adaptability. The most successful eateries craft unforgettable experiences that turn first-time patrons into devoted regulars. A compelling concept is the first step, whether fast-casual, gourmet dining, or specialty cuisine, with ideas that are distinct, clearly defined, and aligned with the expectations of the target market. The concept must be supported by a menu, branding, décor, and customer experience that all reflect the theme.

Service can make or break a dining experience. Attentive, efficient, and friendly staff create a welcoming environment that encourages repeat business. A warm atmosphere combined with prompt, thoughtful resolution of customer concerns goes a long way toward building both satisfaction and reputation.

And never forget, location, location, location: a prime position guarantees visibility and ease of access. Choosing a high-traffic location improves customer flow, while parking and transit accessibility add an important layer of convenience.

Competitor analysis is equally valuable, and it pays to understand two distinct types of competitors, according to Derek Stangle of Toast. Direct competitors comprise comparable nearby eateries offering similar menu items to similar demographics, while indirect competitors, food trucks and grocery store prepared meals among them, can pose a quieter but real threat.

A restaurant will inevitably attract some of the same patrons as its competitors, so understanding the customer persona—a profile of the type of individual most likely to walk through the door—is key to building a comprehensive picture of who they are and why they choose to eat where they do. While most restaurants appeal to more than one type of guest, and while serving as many groups as possible has its advantages, overstretching risks diluting brand identity.

Restaurants are about technology just as much as they are about food, beverages, and atmosphere. Without up-to-date systems, including those that support online ordering, a restaurant risks falling behind the competition. Staying current with emerging technologies to improve convenience and the overall guest experience is a significant component of success.

Pricing strategy is equally vital, particularly during periods of economic uncertainty when many consumers are looking for more affordable options (skipping appetizers and desserts or forgoing dining out altogether). Promotions such as combination meal discounts or weekday specials can encourage budget-conscious customers to choose your restaurant over the competition.

In 2026, rising labour, food, and energy costs remain among the most significant challenges facing the industry. Price swings and uneven supply make long-term planning difficult and frequently result in menu price increases, so owners must continually reassess menus and profitability in the face of supply chain disruptions and unpredictable pricing, focusing on smart pricing strategies, supplier diversification, and tighter cost management, all without sacrificing the customer experience.

Partnering with multiple suppliers, buying locally, and adjusting menus based on seasonal availability are effective ways to reduce risk. Spoilage and excess inventory also directly impact profitability, and waste can be significantly reduced through better inventory management, portion control, and composting initiatives.

Finding and retaining qualified staff remains one of the sector’s most pressing concerns, with high turnover, demanding hours, and limited advancement opportunities continuing to drive talent away from hospitality. Restaurants that offer competitive perks, clear career paths, and a supportive workplace culture are better positioned to hold onto good people, says OysterLink. Unpredictable scheduling takes a growing toll on employee satisfaction, while long shifts and little flexibility are frequent contributors to burnout and absenteeism. Adopting modern scheduling tools and giving staff more input over their availability can meaningfully improve morale and retention.

Of course, the food industry is far from immune to shifting dietary preferences and sustainability expectations. Guests increasingly anticipate customizable options, thorough allergen knowledge, and transparent labelling. And sustainability is a growing priority, with consumers calling for more environmentally responsible sourcing and waste reduction. Restaurants that embrace sustainable practices often see meaningful gains in brand trust, along with long-term cost benefits.

Ultimately, today’s most successful operators are those who have mastered the art of simplification: eliminating the superfluous, defining clear goals, and cultivating genuine connections with both their teams and their guests. With diners falling into two broad camps—those willing to pay more for authenticity and quality and those seeking good value—the most effective menus now balance accessible entry points, reliable core favourites, and premium upgrades that justify their price through substance and story. The true differentiator is no longer brilliant marketing but rather transparency around quality, sourcing, and portioning.

The smaller, smarter plate is another notable trend. With modern dietary medications and a broader wellness consciousness reshaping eating habits, guests are gravitating toward meals that are high in protein and satisfying without unnecessary excess.

Technology, too, is a case where less is more, says Modern Restaurant Management in their 2026 Outlook. The winning strategy seems to be integration: anchoring operations around the point of sale, linking loyalty programs and inventory management, and deploying AI only where it genuinely adds value, such as demand forecasting or inventory alerts. Results here are driven by efficiency, not novelty.

So what truly sets a restaurant apart? A distinctive blend of elements, whether that’s standout food, exceptional service, or a truly memorable experience, combined with a strong brand identity, financial acuity, and a staff that genuinely cares about the guest in front of them.

Running and sustaining a restaurant presents unique challenges, but the rewards can be substantial. Success isn’t about luck; it’s about building a solid business plan and following it, assembling a skilled and committed team, maintaining a relentless focus on quality food and service, and staying on top of the latest methods and industry developments. A willingness to adapt to new circumstances is already half the battle, and putting exceptional food in front of guests just might seal the deal.

The post More Than a Menu<p class="company">Culinary Success in a Competitive World</p> appeared first on Business In Focus Magazine.

To enhance the quality of life for those living in the region through its four divisions—Aging & Health, Home Care, Community Development, and Planning—the Buckeye Hills Regional Council (BHRC) builds thriving communities by collaborating with elected leaders in the eight counties. To provide communities and individuals with the resources needed to accomplish their objectives, BHRC also collaborates with local, state, and federal partners, assisting communities throughout Southeast Ohio in obtaining funds and putting into action initiatives that benefit the area and its citizens.

Buckeye Hills has seen tremendous expansion and service diversification since its modest beginnings with only a few employees in 1968. In 2025 alone, BHRC facilitated investments of more than $73.1 million, with 6,110 individuals receiving Older Americans Act services and 3,840 households receiving improved water and wastewater service, while 39 local community projects were completed and 1,166 individuals received in-home care.

Through the Home Care and Aging & Health departments, Buckeye Hills has provided $610 million in services to the area since its founding and contributed nearly $1 billion to area communities through its Planning and Community Development departments.

Additional accomplishments include 2,989 older adults in Southeast Ohio receiving vouchers to purchase fresh local produce from more than 40 local farmers and markets through the Senior Farmers Market Nutrition Program; 54 homes repaired or receiving accessibility improvements through the Housing Assistance Grant Program and PASSPORT Medicaid Waiver Program; and 122 acres of green space and stream corridors protected and enhanced through $1.1 million in funding from the Clean Ohio Green Space Conservation Program.

A more recent development includes supporting the State of Ohio’s establishment of the Ohio River Commission, which adds a new avenue of access to the assets of communities via the Ohio River and a catalyst for growth through logistical freight and newly developing commerce and industrial sites. Many organizations saw the benefit of establishing a state-level entity through the Ohio Department of Development, with local leadership appointed to the Board of Trustees, to guide the mission toward improving the use of the region’s great Ohio River asset.

According to Jesse Roush, who serves on the Board for the Ohio River Commission and is CEO of the Southeastern Ohio Port Authority, Washington County and the surrounding region, built on the Ohio River, has had an influence that still runs through everything done today.

“Our legacy in energy, from oil and gas to modern generation, combined with a transportation network anchored by the river, laid the groundwork for a durable industrial base in plastics, polymers, and advanced metallurgy,” he explains, adding that this same foundation has fueled an entrepreneurial culture that has impacted globally relevant sectors, including high-end laboratory equipment manufacturing. “From our roots as a pioneer river town to where we are today, our story is one of adapting our assets into persistent industrial strength and opportunity,” says Roush.

“The creation of the Ohio River Commission reflects something many of us have recognized for a long time: the Ohio River is one of our most underutilized assets,” says Roush of the potential to transform communities by strengthening an already robust transportation network and unlocking new opportunities for sites positioned along the river. “What excites me most is the ability to better connect our assets to global markets by reshaping regional supply chains, while creating momentum for new commerce and industrial development. If we get this right, the river becomes not just part of our history, but a defining driver of future growth.”

Growth is certainly something to celebrate, adds Executive Director, Chasity Schmelzenbach, with BHRC securing close to $200 million in investments throughout the region in the past 18 months to build out infrastructure, revitalize the downtown, and move forward with some travel and tourism investments.

Home to numerous family-owned, multi-generational businesses, including a second-generation coal mine operator that is now moving into other energy assets, Buckeye Hills also boasts a second-generation local oil and gas producer that does tremendous amounts of philanthropic work.

“It’s also worth noting we are demographically some of the oldest parts of the state—not only from a historical perspective, Marietta being Ohio’s first city—but we’re also home to the two oldest counties in the state,” says Schmelzenbach. “The population there is older than any other part of the state, and we have the Area Agency on Aging also under our umbrella. While we’re trying to provide economic impact and things for younger people to do, we’re also tooling our communities to be attractive to retirees.”

This includes focusing on helping communities obtain adaptive items as the population ages. When putting in a walking trail, for instance, BHRC often partners with Developmental Disabilities organizations that include exercise stops along those trails so people 60 and older, as well as those with developmental disabilities, have a full complement of items to take advantage of along the way.

Meanwhile, recent Appalachian Community Grant investments are improving downtowns, parks and outdoor areas, and healthcare investments in the area. “The Appalachian Community Grant program is making a visible impact across our region, particularly along Marietta’s historic riverfront, where new investment is building on our heritage to enhance vibrancy and economic activity,” Roush says. “These projects, paired with one of the strongest regional healthcare systems and a growing outdoor recreation economy, are elevating our quality of life and making this a more attractive place to live, work, and stay.”

A wonderful example is the continued buildout of the Baileys Trail System, with 88 miles of world-class trails currently in operation and another 88 planned. The Baileys is “built for all skill levels of cyclists, hikers, runners, adaptive athletes, hunters, and nature enthusiasts,” with two trailheads currently open—the Chauncey-Dover Park Trailhead and the Doanville-York Trailhead—and a third to be constructed in Buchtel.

Another project is the Athens County Port Authority (ACPA) spec building, located within the Bill Theisen Industrial Park just outside of The Plains (Athens). Starting in 2023, the ACPA competitively bid the construction of the building under an EDA (U.S. Economic Development Administration) grant and awarded the bid to Setterlin Building Company, says Kate Dunn, MPA, Senior Planner. The building itself has been completed, and the ACPA is in the process of attracting manufacturers to the location with assistance from OhioSE and JobsOhio. The ACPA partnered with Buckeye Hills Regional Council to assist with administering the grant.

What can Southeast Ohio expect in the future in terms of resilience and economic growth? Buckeye Hills Regional Council is in charge of drafting and updating a Comprehensive Economic Development Strategy (CEDS) that includes the eight counties in collaboration with local leaders and citizens as an Economic Development District designated by the EDA. The latest version of the CEDS, which looks ahead to 2030, is titled Buckeye Hills Forward: A Regional Economic Plan. To create good jobs, diversify the economy, and promote economic growth, this comprehensive economic development strategy is a locally based, regionally driven planning process and document that allows the region to identify its strengths and weaknesses while bringing together a wide range of partners.

This revised CEDS was approved by the EDA on July 19, 2025, and represents a common vision for the future based on community goals, ideas, and perspectives.

During the next five years, BHRC is also committed to prioritizing and initiating the plan’s projects in close collaboration with local governments, businesses, nonprofits, economic development organizations, and citizens; advancing important projects; looking for state, federal, and private funding; and assisting communities in realizing their ideas, providing data, planning, mapping, and grant support.

In addition, Schmelzenbach personally always looks ahead. “I’ve always got goals,” she says, which includes setting Southeast Ohio apart for residents, tourists, and businesses. “We have a very strong work ethic in the Appalachian culture that exists here. Any company with the desire to seek a place where they can find a workforce dedicated to a beautiful setting with lots of opportunities would love this part of Ohio.”

For those willing to work alongside “very willing” partners, there are great assets to be found in the rivers and transportation. “We’re looking at creating an entire outdoor economy for this part of the state because we believe it lends itself, both in blue ways and green ways,” says Schmelzenbach. “We have tremendous amounts of investment being put into the state parks dotted throughout the region, and we’re home to one of the national parks, Wayne National Forest, bordered by our rivers and highways.”

Another key milestone involves elevating the Ohio River’s presence as a nationally recognized Marine Highway, positioning the river as critical infrastructure that fuels the broader U.S. economy, says Roush. In fact, success through the Ohio River Commission should translate into increased public and private investment that reactivates underutilized riverfront assets and strengthens the area’s multimodal network.

“From there, the focus is on turning that momentum into real outcomes, job creation, site development, and expanded industrial opportunity tied directly to the river,” he adds. “If we execute on this vision, the river becomes a catalyst not just for our region, but for Ohio’s economy as a whole.”

There is also a growing energy sector comprising active shale drilling operations within the Marcellus and Utica basins, coupled with strong partnerships with the companies that operate there.

“We’re also adjacent to some of the major investments going into Piketon and that area around nuclear. We’re very near a lot of these large investments in Ohio and West Virginia, and we’re the beautiful green space on the fringe that offers great work-life balance,” says Schmelzenbach. “Our role in some of these investments is supply chain businesses in a beautiful bedroom-type community.”

Along with its many impressive natural features and attributes, there is, of course, another vital characteristic that continues to draw residents, tourists, and businesses to this area: its people.

“This is a region rooted in a deep sense of place, where pride in community and a world-class work ethic show up every day across our workforce,” says Roush. “We’re welcoming, accommodating, and consistently punch above our weight in supporting local initiatives and investing in what matters. For residents, tourists, and businesses alike, that combination creates a place that’s not only authentic, but built to last.”

The post Beauty Built to Last: Adapting Assets into Industrial Strength and Opportunity<p class="company">Buckeye Hills Regional Council</p> appeared first on Business In Focus Magazine.

Founded in 1951 as the first county in Alberta and located on Treaty 8 Territory, the County of Grande Prairie is home to a diverse mix of urban and rural communities. The region, originally inhabited by the Beaver and Cree First Nations, has a long and rich history, with archaeological evidence of human settlement dating back thousands of years. Today, it remains a resource-rich area where industries such as energy, forestry, agriculture, manufacturing, tourism, and retail continue to drive economic activity, supported by a strong sense of community and access to both indoor and outdoor recreation.

“The Northwest Alberta region is experiencing strong growth and momentum,” says Reeve Amanda McDonald. Ideally situated near the Montney and Duvernay formations, the County benefits from proximity to two of North America’s most significant natural gas plays. “With our natural resources, agriculture, and specifically our regional collaboration initiatives over the past four years, we’ve seen significant investment in all of the sectors we support.”

That growth is clearly visible across the region. Through collaboration within the Grande Prairie–Greenview Corridor, the area recorded 579 housing starts in 2025, representing more than 60 percent growth year over year and one of the highest rates outside Alberta’s major metropolitan areas. This increase reflects both population growth and continued confidence in the region’s economy.

“With our work alongside neighbouring municipalities, we’re seeing housing starts move in the right direction,” says McDonald. “We’ve seen population growth over the last four years, which is helping to support our infrastructure base and position us for continued growth.”

Alongside residential development, industrial investment continues to advance. New energy infrastructure projects have increased natural gas processing capacity, while planned pipeline expansion will further strengthen transportation capacity and improve market access across Alberta and into broader North American markets. The region is also exploring emerging opportunities, including growing interest in data centres, with municipalities working to ensure infrastructure and services are in place to support future development.

Forestry remains a key pillar of the regional economy. “On the forestry side, the three local mills are not showing any signs of slowing down,” says Rory Tarant, General Manager of Corporate Services. “They’re doing quite well and continue to support the area’s vibrant forestry sector.” Despite broader industry challenges, local operations continue to provide stability and employment across the region.

Agriculture also continues to play a significant role in the region’s success. With a strong contribution to Alberta’s canola production and a well-established agricultural base, the sector supports both local communities and the broader provincial economy. “We hope to continue seeing crops being exported and to see that value being felt throughout the region,” Tarant adds.

Supporting this level of economic activity requires strong and reliable infrastructure. The County directs nearly 70 percent of its capital budget toward transportation, recognizing its importance to both residents and industry. This includes maintaining almost 3,700 kilometres of roads, including 562 kilometres of paved roads, which support transportation and logistics across the region.

Major highway improvements completed in 2025 have strengthened connections across northwest Alberta, improving the movement of goods and supporting supply chains that extend across Canada and into the United States. The County also continues to advocate for future infrastructure, including the proposed Highway 40X Bypass, which would improve traffic flow, reduce congestion, and support long-term industrial growth.

As development continues, the County remains focused on ensuring that growth is both strategic and sustainable. “We want to make sure we’re making or supporting things that are going to be there for the long term,” says McDonald. “It’s not just about how fast we can do things, but whether we are doing it in the right place, at the right time, and in a way that supports long-term success.”

This long-term perspective is reflected in ongoing planning efforts, including updates to the Municipal Development Plan, which will guide land use and development across the County for years to come.

Workforce development is another key priority. Through Work NW Alberta, the County is working with neighbouring municipalities, industry partners, and educational institutions such as Northwestern Polytechnic to attract and retain skilled workers. Aligning training opportunities with industry needs remains an important part of supporting both employers and the future labour force.

Regional collaboration continues to play a central role in this work. Through Invest NW Alberta, the County works alongside the City of Grande Prairie and the Municipal District of Greenview to promote the region as a unified investment destination. “We’re focused on growing the region as a whole, recognizing that investment in any one of our municipalities benefits us all,” says McDonald. This coordinated approach ensures the region presents a strong and consistent message to potential investors while supporting shared growth.

While the region continues to experience progress, it has also faced challenges. In recent years, drought conditions, lower rainfall, and higher summer temperatures have increased wildfire risk across northwest Alberta. In 2025, major wildfire activity affected the region, including a fire that burned more than 26,000 hectares.

In response, municipalities work together through the Grande Prairie Regional Emergency Partnership, coordinating emergency response and strengthening preparedness across the region. The County has also expanded tools such as Voyent Alert, which provides real-time emergency notifications to residents, helping ensure timely communication during emergencies.

Industry challenges have also required attention, particularly in forestry, where tariffs have had an impact in recent years. “When our forestry partners reach out and ask for advocacy support, we’re there for them,” says McDonald, reinforcing the County’s commitment to supporting its key industries.

Despite these challenges, there is much to celebrate. The County of Grande Prairie is marking its 75^th anniversary in 2026, an important milestone that reflects decades of growth, resilience, and community development.

“You can’t talk about tourism in Alberta without mentioning dinosaurs, and in particular, the renowned Philip J. Currie Dinosaur Museum,” says McDonald. Located at the Pipestone Creek bonebed, the museum is internationally recognized and continues to draw visitors from around the world. In 2024, researchers excavated a 600-pound Pachyrhinosaurus skull known as “Big Sam,” one of the largest ever discovered, further highlighting the global significance of the site.

Visitors to the museum can see researchers at work, including lead paleontologist Dr. Emily Bamforth and her team, offering a unique, hands-on experience that connects people directly to the science and history of the region.

With so many unique aspects to appreciate, it’s easy to see why the County of Grande Prairie draws both residents and visitors to the area. But for McDonald, it’s a little more personal. “I was born in Grande Prairie. My great-grandfather homesteaded in 1911. My parents live here. I live here. My kids live here,” she says. “Why would you come here? The resounding answer is that we just have everything, and if we don’t have it, it’s close. It’s something we’re very proud to be able to say.”

For McDonald, the appeal of the County is both professional and personal. With strong economic opportunities, access to outdoor recreation, and a high quality of life, the region offers something for everyone.

“This is a place where you can build a career, raise a family, and enjoy everything in between,” she says. “If you want to live in an urban centre, you can, and if you want to live on an acreage, you can. You can build the lifestyle that works for you while still having access to everything you need.”

With continued investment, strong partnerships, and a focus on long-term sustainability, the County of Grande Prairie remains well-positioned for the future.

The post Driving Growth in Northwest Alberta: The County of Grande Prairie Advantage<p class="company">The County of Grande Prairie No. 1, Alberta</p> appeared first on Business In Focus Magazine.

Determined to make decisions with inclusivity, cooperation, and communication to meet the changing requirements and goals of Southeast New Brunswick, the Southeast RSC honours public opinion, encourages candid discussion, and welcomes suggestions, fostering a spirit of collaboration and transparent culture.

Caring for the natural environment is also vital, primarily achieved through sustainable and forward-thinking decisions. In fact, the Economic Development service at Southeast RSC bases its activities and projects on the concept of sustainability, striving for a comprehensive approach that strikes a balance between social, economic, and environmental factors.

Serving Westmorland and Albert Counties in Southeastern New Brunswick, Southeast RSC’s various mandates include solid waste management, land planning, economic development, community and social development, regional transportation, tourism marketing, infrastructure cost-sharing, and a public safety committee, as well as supporting communities in cooperating, pooling resources, and addressing shared needs.

“We were given an explicit regional leadership role across several sectors, including economic development, tourism, transportation planning, and public safety,” says Francesco Calazzo, Regional Economic Development General Manager. “What that means in practice is we are facilitators and enablers. We don’t replace municipalities or local development organizations; we help them work from a shared vision, remove friction between actors, and connect the region with partners at the provincial, federal, and international levels.”

The goal is never the spotlight, Calazzo stresses, but is instead the quiet, enduring success of the regional ecosystem as a whole.

When it comes to shaping the region’s future, Southeast RSC’s vision is vibrant. “Regional economic development, the way I think about it, is never about a single project or announcement,” says Calazzo. “It’s about building the conditions that allow businesses, talent, and communities to succeed over time—and then getting out of the way.”

One aspect that makes Southeast New Brunswick distinctive is its bilingual character. Not only is New Brunswick Canada’s only officially bilingual province, but within the province itself, Southeast RSC’s region is by far the most bilingual, almost by design. “Everything we do is built to work across both linguistic identities, straddling both dimensions to maximize reach and impact,” Calazzo adds. Far from constraining, it’s a strategic advantage that very few regions in North America can claim.

Another critical part of the organization’s success is its ongoing commitment to data and evidence-based decision-making. “Too many regional development efforts are driven by intuition or political momentum,” says Calazzo. “We invest seriously in understanding labour market trends, demographic shifts, and sector-level opportunities—not because data is an end in itself, but because it allows communities and partners to make better decisions and allocate limited resources where they’ll have the most impact. That rigour is part of what we bring to the table.”

Workforce and talent are where that approach becomes most concrete. The region is growing, but growth only translates into prosperity if people have access to the right skills and employers can find the talent they need. Southeast RSC works deliberately at the intersection of workforce development, post-secondary institutions, and business, helping to align what is being trained with what the economy actually needs, today and over the next decade.

“That connection doesn’t happen automatically,” Calazzo says. “Someone has to hold the thread, and that’s part of what we do.”

Committed advocates for the success of Southeast New Brunswick, the Economic Development service department of the Southeast RSC advances the strategic plans and potent instruments intended to promote economic expansion, with staff as the first and most important point of contact for businesses and entrepreneurs making the crucial decisions to launch, move, or grow. Providing a clear path to success via direct contact with important partners, financial incentives, and local intelligence, this support is demonstrated through extensive entrepreneurship services, which provide a full range of tools, coaching, and hands-on learning opportunities to assist new businesses in navigating the early phases of development and building a solid, long-lasting presence in the area.

One of these invaluable tools, the Connector Program, is designed to link newcomers, recent graduates, and aspiring entrepreneurs (Connectees) with established local professionals (Connectors) for a one-time, in-person meeting intended to expand collaborative connections and build capacity. Strengthening the local economy by increasing graduate and newcomer retention creates a more inclusive and varied workforce while expanding talent networks to assist companies in meeting labour market demands.

In order to facilitate informed decision-making, the Business Intelligence (BI) Service gathers, examines, and reports on important data. Offering trustworthy information that assists organizations, politicians, and leaders in making plans by monitoring employment trends, company activity, and demographic shifts, the BI Service ensures decisions are supported by solid information and useful intelligence, helping the region’s strategic growth, workforce planning, and economic development.

In order to address common labour market issues in Southeast New Brunswick, the Southeast Labour Market Partnership (SLMP) unites municipalities, employers, educators, workforce organizations, and government partners. Established in April 2020 to offer workforce development initiatives in Southeast New Brunswick regional leadership, coordination, and accountability, 12 communities and one rural district were assigned to the Southeast RSC’s mandate by the Province of New Brunswick in January 2023: Moncton, Riverview, Dieppe, Fundy Albert, Strait Shores, Cap-Acadie, Shediac, Maple Hills, Memramcook, Tantramar, Salisbury, Three Rivers, and the Southeast Rural District. Due to this expansion, current projects were reviewed to ensure they reflected the region’s shared labour priorities and larger economic landscape.

Programs that raise awareness of local businesses and job prospects are also crucial to the success of young people, who will make up a significant portion of the region’s future workforce. The IDEA Centre Moncton and Centre IDÉE are two current efforts that provide high school students with practical, project-based entrepreneurial learning opportunities. Students gain leadership, critical thinking, and problem-solving abilities through mentoring, teamwork, and real-world challenges, preparing them for a workplace that is always changing.

Although these programs offer a solid basis, the objective is to increase opportunities by creating new projects and forming alliances with other groups that encourage adolescent involvement in the workforce. To that end, the commission is proud to collaborate with partners such as Skills Canada, Youth Impact, Youth Quest, CCNB, NBCC, Anglophone East School District, Place aux compétences, Centres of Excellence, District scolaire francophone Sud, Crandall University, Oulton College, Mount Allison University, and Université de Moncton.

When it comes to long-term planning and regional collaboration, the most important work underway is the development of a holistic, place-based regional economic development strategy for the coming decade, says Calazzo. But that strategy doesn’t exist in isolation; it is informed by Vision 2035, the first major initiative Southeast RSC launched back in 2023.

Touted as a foresighting exercise, regional in scope but designed to speak to individual communities as well, Vision 2035’s purpose is to inform both regional and local strategic decisions—not through the narrow lens of current events, but with a long view toward economic sustainability and a shared vision for the future.

“Too much planning in our field is reactive,” explains Calazzo. “Vision 2035 is deliberately the opposite,” adding that anyone interested can explore it at ede.nbse.ca/vision-2035.

Major economic development milestones include the region’s sustained population growth, driven significantly by immigration, which has strengthened the labour market and diversified the community in meaningful ways. The Dieppe-Moncton-Riverview area is now among the fastest-growing urban centres in Atlantic Canada, and that momentum is creating opportunities across the broader region.

“We have also seen real expansion in transportation and logistics, manufacturing, digital services, and entrepreneurship,” adds Calazzo. “And increasingly, the bilingual dimension of the region is becoming a magnet for talent, investment, and organizations looking to operate effectively across both of Canada’s official languages.”

A significant marker of the region’s growing international profile was the commission’s role in attracting and co-organizing the first international conference on place-based regional economic development in Canada, held in partnership with the Organisation for Economic Co-operation and Development (OECD), the international organization of developed, market-based economies (38 member countries including all of the G20) established in 1961 to promote economic growth, prosperity, and sustainable development through policy forums, data analysis, and setting international standards.

“That was not a small feat,” says Calazzo. “It placed Southeast New Brunswick on the map as a serious participant in global conversations about regional development, and it reflected the kind of regional leadership that comes from years of quiet, consistent work.” Full details and key resources from the conference are available at oecd-events.org/e/2025-oecd-new-brunswick-conference.

Of course, growth, while welcome, creates pressure as much as opportunity, and housing, infrastructure, and labour supply are real constraints that require foresight and coordination at the regional level. Another challenge is ensuring growth benefits the full territory, not just urban centres. “A region is only as strong as its whole,” says Calazzo. “Making sure smaller communities and rural areas are genuine participants in the economic story—not observers—is something we work on deliberately. That is where the enabler role matters most.”

While the Economic Development department of the Southeast RSC has enjoyed a number of impressive accomplishments during its tenure, Calazzo is most proud of its cultural achievements, particularly building genuine trust among municipalities and partners who are then willing to align priorities, share resources, and work toward a common vision. “It takes years and doesn’t make headlines,” he says. “That foundation is now in place, and it’s what makes everything else possible.”

The commission has also made real progress in positioning Southeast New Brunswick as a coherent, distinctive economic region that is bilingual by design, strategically located, and increasingly connected internationally. While the OECD conference partnership was one visible expression of that, the future rests on a much deeper foundation of regional collaboration and long-term thinking.

Southeast New Brunswick boasts many admirable assets: a bilingual workforce, strong logistics infrastructure, a growing innovation ecosystem, and a quality of life that is attracting both businesses and newcomers. Southeast RSC’s role is to bring the right actors to the table—municipalities, post-secondary institutions, industry, federal and provincial partners (ACOA, ONB, CBDC, BDC, Invest in Canada and more)—and create the conditions for alignment.

“When that works well, no single organization takes credit. The region moves forward together.”

Southeast RSC’s dedication to enhancing the future economic environment of the area goes beyond starting new businesses to developing a skilled, dynamic labour force. It actively oversees important talent programs such as the award-winning Connector Program, necessary for forming a competent and diverse community.

“We make sure our area continues to be a thriving and appealing destination to invest and expand by effortlessly providing both startups and well-established companies with this all-encompassing support and access to top personnel,” says Calazzo. “When the region succeeds, the work has succeeded, and that is exactly the point.”

The post Inclusivity, Cooperation, Communication: Building a Bright Future in Southeastern New Brunswick<p class="company">Southeast Regional Service Commission – Economic Development (EDE)</p> appeared first on Business In Focus Magazine.

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.