Symbiote’s thoughtfully designed modular and heavy-duty workstations, height-adjustable tables, storage solutions, and more are a part of achieving symbiosis in the workplace to promote maximum performance and efficiency at a time when every moment and every dollar counts.

Generations of success
For more than four decades, Symbiote has delivered complete solutions for its customers across diverse industries and specialties. Backed by a reputation for quality since 1982, when it was founded by Travis Randolph, the company continues to seek out new opportunities to serve its markets and grow sustainably.

Since 2019, the company has been on a new trajectory of growth under the leadership of Travis’s son, Barrett Randolph, who has taken the reins as President and infused a fresh sense of energy and vision in the company, helping it to navigate some challenging times. Stepping up to the plate just before the onset of the pandemic—and then into the present tariff environment, which has essentially eliminated its international business—Barrett Randolph has taken charge, developing and executing a new five-year plan.

Along with a significant investment in the company’s infrastructure, the goal has been to add the manufacturing capacity to enable launches into different markets, as well as to diversify and grow sales and product development capabilities. “Part of the strategic plan that I had created about five years ago is to be more efficient, with an ability to increase sales and output without having to increase the headcount,” he explains.

“A big part of it is starting with the right people in the right seats and finding the right team to lead, and I’ve got to say that one of the smartest things I think I’ve ever done is actually hire a CEO,” he says.

Enter CEO Kerri Milarch, who was thrilled to join the team in 2023. She refers to that time as “a pivotal moment in the company’s evolution,” the fulfillment of Barrett Randolph’s vision to grow Symbiote through elevated brand awareness, expanded market share, and investment in the company’s capacities to ensure it is a place people are proud to work at and partner with.

Noting that Symbiote’s product offering has always been “exceptionally strong,” Milarch says that the investment in capacity and infrastructure has been momentous, particularly from a process improvement and documentation standpoint, which will enable the company to scale sustainably in the future.

From inventory control systems—which improve the ability to measure and utilize data and track inventory and performance across business segments—to a brand new website equipped with the digital tools a growing team of sales representatives needs, the investments are strategic and impactful. As Randolph tells us, “they can actually create the entire space for the customer digitally and provide floor plans and renderings for them upfront before they place an order. That’s not something a lot of companies like ours do, or at least they charge a lot for that service, whereas we bundle it in as the cost of business.”

Strengthening capacity and relationships
There has also been a push to streamline the manual aspects of the workflow at Symbiote, training and cross-training employees (which Milarch refers to as “nesting”) to support the company’s growth, enable faster quotes, reduce lead times, and optimize performance overall.

“The particular focus in that area was how to serve the customer better,” she says, and also how to free up Barrett Randolph “to do what Barrett does best, and that is product development. He is excellent and a visionary when it comes to research about what’s next for us.”

Through that activity, there was a realization that, to sustain demand, greater redundancy was needed, which is why Symbiote has continued to grow partnerships, cultivating a balance between in-house manufacturing and third-party support.

E Com Seating is a perfect example of that partnership in action. Like Symbiote, a multigenerational family-owned business, there is a shared commitment between the parties to elevate the performance of the spaces within which their clients work.

“They provide lab seats and chairs for laboratories, and instead of trying to develop our own lab chair, which would take years, we’ve partnered with them. They offer a great selection of products that we can immediately offer to our customers to fill out their lab spaces even better,” says Randolph.

By scaling back in this way, Symbiote can undertake some production in-house but continue to focus on the customers and their needs, as well as ongoing product development and customization. Fewer parts are being made overall, but sales are on an upward trajectory.

For Randolph, “We’re going to focus on what it is that we do well, what our customers want that we don’t offer or that doesn’t exist right now, and put real effort into making new products for them.” He also envisages getting both the company’s customized and standard lines of products to the market more effectively through an expanded sales network nationwide.

Meeting people where they are
Symbiote is respected for equipment and service that meets users where they are, creating that perfect symbiosis in the workspace. It’s not simply what the company does, but rather, how it does it, that sets it apart from the rest. Further to its investment in capacity and infrastructure, Symbiote takes a conscious approach to building a culture that encourages and empowers its people to be part of the company’s success, creating symbiosis internally just as it does with its customers.

“From my perspective, to bring the teams along, you have to win their hearts and minds and let them be a part of this,” says Milarch, and with policies and provisions such as flexible work hours, training, wholly paid health insurance premiums, competitive 401(k), and a carbon neutral facility from which to work, Symbiote is a place where people are proud to work.

Employees get more than just the satisfaction of improving their clients’ workflows; they get to be the best living example of those principles in action, thanks to a results-oriented culture that is open to change and evolution, which, to be honest, is often quite hard for family-owned operations of this scale.

From Milarch’s perspective, Symbiote is family business done right. “I couldn’t ask for more support than that from the family that owns this business because that’s what’s really going to drive our success,” she says. “Like I said, we have to win the hearts and minds of our people, and throughout these last three years, there have been some difficult times; I’d be kidding if I said there weren’t. But I have really learned to respect and enjoy this team. They are remarkably resilient, and they have an excitement about the future and where we’re headed.”

By maintaining continuous improvement, Symbiote has built an enthusiastic staff who want to be there each day and who drive value for the customer through that upbeat approach and energy.

Purpose-driven change
In any business, the ability to be successful lies in the ability to adjust, adapt, and focus on what can be controlled, and this is ultimately what Symbiote is doing to navigate the headwinds it has encountered.

“It’s a constant re-evaluation of what levers you must adjust to make things run smoothly—from what was to what will be—and again, it’s making sure you have the right team in place. You can have a great product that everyone wants, but if you don’t have stable processes and good people pulling in the same direction, it doesn’t really matter. You need a unified team to work well,” says Randolph.

For Milarch, the company has become “more aligned, disciplined, and prepared for scalable growth,” with 2026 looking good already and building on the clarity, capacity, and redundant systems in place to sustain growth internally and externally.

“We have a shared sense of purpose now,” Milarch says, and it’s time to share that with the world, creating a more defined and outward sense of brand awareness and furthering the capacity to achieve customers’ goals with unceasing care and commitment to quality and relationships.

The post Workplace Solutions that Work<p class="company">Symbiote</p> appeared first on Business In Focus Magazine.

Home to Western Michigan University, Kalamazoo’s population is diverse and grows with each school year. Beyond its First Division hockey team and the countless others who proudly wear the Broncos’ colors, the city has cause to celebrate many other wins as well. Thanks to a strong economy built on thriving education, healthcare, life sciences, and manufacturing sectors, the city is also becoming a hub for sports tourism, entertainment, and recreation, supported by its natural endowments and amenities that showcase the four seasons of fun it offers.

With hiking trails for adventure, hills for skiing, lakes and wilderness for camping, fishing, and hunting, and athletics and entertainment, there is truly something for everyone in Kalamazoo. To maximize the economic impact and draw of these amenities, city officials and their development partners are working around the clock to ensure that the city’s growth adds to its hospitable culture and environment.

“We try to be a very welcoming community, and I think that the college atmosphere and the young energy we have help with that,” says Director of Community Planning and Economic Development, Antonio Mitchell. “We’re conscious of our neighbors, we recognize the differences and celebrate the differences.”

Growing with intention
The City of Kalamazoo is at a particularly important time in its history, as its leaders are working to grow this vibrant community for the benefit of all. To see this plan through, they have adopted a new economic development strategy.

Approved in 2024 after a 10-month discovery process and community consultation, Kalamazoo’s economic development strategy takes a place-based approach and seeks to leverage the full participation of its partners to maximize the benefits of ongoing and planned projects in the community.

“I call it the documentation and road map for our residents and our economic development team to really implement the economic vision for the community,” says Mitchell. “We want to help more businesses expand and grow—especially micro and small businesses—so we’re working with our Can-Do Kalamazoo campus and incubator as well to assist them and make sure individuals in our neighborhoods also have opportunities.”

Energy surrounded by possibility
“There’s an energy in Kalamazoo,” Mitchell adds, speaking to the spirit of possibility that enables the continuous improvement that characterizes the city. From infrastructure investments to housing and recreation, there is a strong commitment by both the public and private sectors to invest in the community.

Beyond the Kalamazoo Promise—a scholarship fund through which private anonymous donors commit to paying for the tuition of qualifying candidates in the city to attend post-secondary education in the state—philanthropy is rich in this community and is making all the difference. One has to look no further than the Kalamazoo Event Center to see this in action.

The Kalamazoo Event Center is a project that’s been in the works for two decades. Paid for by private dollars, the project will provide immense civic benefits and will further transform the city’s downtown core. The $515 million, 453,000-square-foot, state-of-the-art sports and entertainment complex is expected to be completed by 2027, at which time it will become home to Western Michigan University Broncos hockey (2025 Division One champions) and basketball teams, as well as the Kalamazoo Wings hockey team.

There’s also a new home for youth and recreational sports in Kalamazoo. The Sports Complex is another highly anticipated project for the city that will help take youth and recreational sports and sports tourism to the next level. Located on a 20-acre parcel in the Westwood neighborhood, this $40 million project will feature an indoor turf field and eight basketball courts that can be converted into 16 volleyball courts. The project is being paid for by a four percent hotel assessment tax which will cover the acquisition, construction, and maintenance of the complex.

This push to invigorate an already strong sports tourism draw is just part of the effort to establish the community as what Mitchell calls “a future entertainment hub in Western Michigan.” Where these opportunities can be created, they tend to make ripples in the form of greater retail, restaurant, and hospitality spend, which strengthens the tax base and grows the reputation of the community.

With additional draws like the Kalamazoo Civic Theatre, Miller Auditorium, and amenities like Michigan Adventure (a theme park a short drive away), the city and region are replete with things to do and see.

With a robust transportation system, it’s also easy to get around. Kalamazoo enjoys proximity and connectivity to nearby Detroit, Chicago, and Indiana, thanks to its highway systems, Amtrak, and local airport, which make the city even more accessible for people from across the region, state, and country to visit and stay. Work is also underway downtown, where the city is improving streetscapes and traffic flow. Confusing one-way streets are yielding to two-way traffic flow, and the city is set to become more navigable, walkable, and bikeable soon, cheering residents and visitors alike.

What’s old is new again
Doubling down on investments, the City of Kalamazoo is considering the establishment of a business district near the airport to better leverage that asset and grow the surrounding amenities. This new gateway district will increase awareness of the city and established operations like the Air Zoo Aerospace & Science Museum. The move will be in partnership with the City of Portage, and together, they hope to grow the business presence in that area through existing incentives and support.

Downtown, there is a lot more than just sports and entertainment under development. The city’s core is home to a historic courthouse that was built in 1937 but has been off the tax roll for many decades. Now, however, this building is coming back in a big way thanks to PlazaCorp Realty Advisors, who plan to transform three brownfield sites across the city into housing, commercial space, and a 127-room boutique hotel located in the courthouse building.

The courthouse itself is “ideally located only a block and a half from the new event center. People can come down for a concert, stay at the hotel, and walk to the concert and the restaurants in the area,” says Mitchell of the project.

Other projects will see a dilapidated vacant industrial building on Porter Street revitalized into 58 residential units and 5,000 square feet of commercial space, and the previous Spearflex building on Kalamazoo Avenue become office space and an additional 57 housing units.

Residential development is also coming to the core of the city, particularly workforce housing, which will help address the need for housing stock at all levels while alleviating parking concerns, especially at Bronson Methodist Hospital, a major employer in the city.

The B on Burdick, which is being undertaken through a partnership of Bronson and Bogan Developments, will break ground across from the hospital in June and, once complete in 2028, will provide an additional 85 units, 20 of which will be available for qualifying hospital employees. The project features a gym and grocery store, and with childcare nearby, promises enviable work-life balance.

There is also a redevelopment on the Kalamazoo River, at another previously blighted site. The project, Rivers Edge, will feature two four-story apartment buildings with 228 units, of which 14 will be designated as affordable housing for individuals earning at or below 60 percent of the area median income (AMI), while the remaining 44 will be earmarked for those earning at or below 130 percent of the AMI. There will also be four live-work units.

“Those things make a difference in our community,” said Mitchell. “We’ve been trying to focus on a diverse selection of housing—affordable housing, workforce housing, market-rate housing. We need it all, and we want to make sure we open up those opportunities.”

Renewed visions, bright futures
While Kalamazoo undergoes physical transformation from the many developments both ongoing and planned, there is also a renewal in perspective taking hold, particularly around cannabis legalization and its economic impact. The Kalamazoo Social Equity Cannabis Chamber, established in partnership with the City of Kalamazoo’s Office of Economic Development, seeks to invest in entrepreneurship and workforce development to improve diversity, equity, and opportunity in the cannabis sector, ensuring that the economic benefits of this new (but old) sector accrue to all, and particularly those who have been historically affected by prohibition.

From Mitchell’s perspective, “We’re trying to be a beacon of opportunity for individuals in the region to see the possibilities and opportunities and be a voice, not only of change, but stability. I think the investments and developments happening in our city and region are really aiming to put a footprint on West Michigan.”

For Mitchell, who is soon to seek retirement, “the long-term vision is making Kalamazoo a regional destination for Southwest Michigan.” His goal is to ensure that the next generation of community and economic developers is equipped, empowered, and ready to continue the good work already taking place.

And, inevitably, where development and growth are intentional, where the community is welcoming and has the resources and amenities to support an enviable quality of life, Kalamazoo will become a destination of choice, regarded by many as a wonderful place to visit, savor, and, perhaps, stay.

So, be sure to visit the City of Kalamazoo. Whether you come for a game or a tournament, a show, higher education, world-class healthcare, or the many recreational amenities on offer, you’ll be embraced and warmed by the charm of the city and the life-enhancing developments happening everywhere.

The post Thoughtful, Intentional, Welcoming<p class="company">City of Kalamazoo, Michigan</p> appeared first on Business In Focus Magazine.

For CSM Group, this has meant that, as global supply chains have shifted, with many manufacturers reshoring and strengthening their domestic footprints, CSM has built the capacity and expertise to lead even the largest, most complex projects to success across industries and sectors. The $515 million Kalamazoo Event Center—a 453,000-square-foot sports and entertainment complex developed in joint venture with Barton Malow—stands as a defining example of exactly what that means in practice. How does CSM Group get there? By doing things differently.

Focusing on its people and its purpose, on the relationships it builds and the projects that are its lifeblood, CSM Group has set the bar higher for safety and performance and advanced a model for workforce development within its own ranks that redefines how the construction industry can attract, retain, and grow talent at a time when demand is at its highest. This is a model built from the inside out; it is rooted in how CSM hires, supports, and develops its own people and extends those same expectations to the trade partners and subcontractors it brings into the fold.

Investing in people
Unceasing investment in people and new skill sets is the mark of the highest achievers across industries and sectors, especially since the shortage of skilled labor has become more pronounced in fields like construction, prompting leaders like CSM Group to radically shift their approach to talent attraction, retention, and development.

“Labor is a big challenge, and so, in manufacturing and construction, we have to think differently,” says Todd McDonald, Principal and Project Executive.

‘Differently’ in this case means several things. It means giving people second and third chances, looking beyond the actions of the individual and instead focusing on the person and their situation to understand what may be acting as a barrier to success. It also means working with partners to collectively address these systemic issues.

As McDonald notes, “Those who might be underserved, or in poverty—we may not understand their situation. We have to ask them, and then we have to be able to put wraparound services in place, which we have, but it’s teaching our trade partners to ask those questions as well.” For instance, when employees are repeatedly tardy, instead of viewing them as unemployable, efforts can be made to understand why they are late and to make accommodations where possible. Bus schedules change. Life and responsibilities can become overwhelming. Sometimes it’s just as simple as adjusting a person’s start and end time to help them succeed so they can get their kids to school or catch the bus at a more reasonable time.

Doubling down on its purpose
CSM Group is also working with other firms to secure the required numbers to undertake projects of the most imposing size and scope. The company hosted four Contractor Resource Forums, issuing public invitations to any smaller minority-owned or veteran-owned businesses interested in partnership opportunities, present and future.

“They could come to this resource forum, which we used not only as an informational town hall about the project and the benefit it would have for the community as a whole, but we also used it as a networking opportunity,” says Senior Director of Marketing and Sales, Katrina Reed, noting that the efforts have had impressive results.

Three years into a five-year plan, CSM Group is starting to see the impact of changes implemented over the last several years. These have enabled the organization to align itself more accurately and better serve what CEO Stuart Mason refers to as “complicated, high-barrier-to-entry markets,” like biopharma, advanced technology, and other global clients who are reshoring their operations.

A big part of this push has to do with technology—not only staying connected and optimizing efficiency internally, but also building experience with the advanced technology and controls required by complex projects.

Tying this all together in a perfect package is safety, which is an overarching priority at CSM Group that extends beyond physical safety to include psychological security for staff and partners in knowing that their investments are being managed to the highest standards of care and skill.

“We are constantly investing, training our people, putting processes and systems in place, and training our managers to create psychologically safe environments for our colleagues to do their best work,” says Mason. “We go back to the intention of working with industry-leading clients, which then pushes us to change, to improve at every level of complex sophistication, and we bring that knowledge and change back to our people, our processes, but more importantly, the confidence and capability of our teams and our partners.”

Limits and how to push them
Part of CSM Group’s growth strategy has been knowing when and how to pursue projects at the outer edge of scale and complexity—and building the partnerships needed to deliver them. The Kalamazoo Event Center is a case in point. Undertaken as a joint venture with Barton Malow, a nationally recognized construction firm, the project reflects both CSM’s expanded capability and its disciplined approach to complex delivery. Large-scale, high-barrier projects of this nature are commonly structured as joint ventures, combining complementary strengths to serve the client and community at the highest level. As Mason puts it, “The timing for this project was perfect for us. Our team was ready.”

Beyond the numbers, the Kalamazoo Event Center represents something deeper: the culmination of a 20-year relationship and shared ambition between CSM and its client, one that will irreversibly and positively impact the lives of a grateful community.

“This has been a project that was a vision 20 years ago. It’s taken a long time to come to fruition, and we’re very fortunate to have people in our community, such as our client, who are willing to personally invest in the community and in organizations within the community to have this sort of impact,” says McDonald. Through projects like the Kalamazoo Event Center and the Kalamazoo Country Club, CSM Group is truly having a substantial impact on the communities it calls home.

The Kalamazoo Country Club project seeks to provide a world-class experience for members, including course updates, the addition of a golf performance center, indoor and outdoor tennis and pickleball facilities, a bowling alley, and a theater, as well as four pools, a splash pad, and waterslides, making it a destination for the whole family.

Mason credits the Country Club project for having an in-depth sustainability plan before construction and a very clear objective of improving member wellbeing and health through building design. Built from mass timber, it is a marquee project for both the firm and the community.

In discussing the uniqueness of these projects, Mason emphasizes the pride felt by everyone involved. “There will not be another event center like the one that’s being built in downtown Kalamazoo. There will not be another Country Club built like this anywhere, probably on the planet. The level of complexity needed to bring all of those parts and pieces together to create that 100-year kind of vision that you know is the best-in-class customer experience is a hard thing to do successfully. There are very few organizations and companies that could do that in a safe and sustainable way.”

Success worth replicating
Whether it’s people, processes, or projects, CSM Group has raised the bar for the industry in a big way and continues to do so by leading with intention.

“We’re always seeking out what ‘can’t’ be done; it’s in our DNA. Clients want to work with companies that care about what they do, care about the people, care about their partners, and care about the outcomes,” comments Mason on the purpose and drive that lie behind the firm’s ability to be successful.

This is especially true of CSM’s workforce development model, which can be replicated on future projects in different markets. “That’s certainly what we’ve been working to do with our ecosystem partners,” says Reed of the company’s innovative approach to talent acquisition and capacity building.

As it stands, CSM Group holds a commanding presence in the Southwestern Michigan market, but it continues to look to new horizons and possibilities, including Texas, where, true to the state’s reputation, big things are happening.

Acknowledging that the “how” and “why” behind its approach might be more important than the “what” it does, CSM Group continues to evolve while staying true to its core values and relationships, ensuring that its purpose is fulfilled and that clients’ projects are second to none. As Mason says, “Our legacy is that we want to do projects and programs that have a longstanding positive impact on the country, on society, so we’ve got to be very intentional about it.”

The post Delivering What Others Can’t: Inside CSM Group’s Approach to Complex Construction<p class="company">CSM Group</p> appeared first on Business In Focus Magazine.

This is the case in Canada. While bombs are being dropped elsewhere, Canadian businesses are embroiled in an economic battle against what was a longstanding partner in trade and defense, and on the front lines of this fight are the more than one million small businesses that represent 98 percent of the economy.

From the restaurateur to the shop down the street, most, if not all, of these small businesses have been met with unprecedented challenges in the wake of the imposition of tariffs and, left with no other recourse, Canadian businesses, decision makers, and consumers alike have had to adjust to the new geopolitical landscape.

The tariff effect
Tariffs are a political and economic tool that have varied implications, depending on the motivation behind their use. Simply put, they are a tax imposed by one country on the goods and services of another, used as a form of political influence, to raise revenues, to protect competitive advantages through restricted imports, or to improve the predictability of the market.

Conversely, tariffs can also have unwanted consequences, including higher input costs, reduced profit margins, and cash flow strains, and often these result in higher prices that are passed down to the consumer. This, paired with weak consumer sentiment and ongoing financial uncertainty, can reduce sales, forcing business owners to seek out new markets and sources of supply.

Tariffs can weaken domestic industry, producing inefficiencies and slowing innovation due to less competition. And, as we have seen, they can generate tensions and even result in trade wars and the mass uncertainty that accompanies geopolitical strain. Luckily, a year into this new economic playing field, while uncertainty is still present, fewer businesses are reporting declines in sales and margins.

A recent survey conducted by BDC consulted almost 540 Canadian entrepreneurs and found that while entrepreneurs are still worried about the tariff impacts, they are also showing agility and resilience. According to BDC, “Compared to the start of the year, fewer businesses are reporting severe impacts. Currently, the bigger challenge is mounting economic uncertainty. Business owners are also increasingly concerned about volatile costs and unpredictable demand.”

The number of businesses affected by the tariffs is down slightly from March as many have adjusted their pricing, diversified their suppliers, and identified efficiencies to account for reduced sales, lower margins, and higher input costs.

A government in action
As is often the case with tariffs, businesses are passing on some or all of the added costs to consumers. They are also negotiating with suppliers, forming new strategic partnerships and alliances, and expanding into new markets—and many are looking to the government for additional support.

In the face of these unprecedented challenges, the Canadian government is also doing its part to empower business owners and reinforce the strength of the national economy. The budget put forth by the government acknowledged the magnitude of the challenges faced by small and medium-sized businesses in Canada and crafted a strategy to ensure their concerns were addressed and their challenges overcome.

The Honourable Rechie Valdez, Minister of Women and Gender Equality and Secretary of State for Small Business and Tourism, offers insight into some of the efforts the government has already taken to support small business, as well as what is in the pipeline in terms of additional resources and support.

She notes that, “We’re in the middle of a trade war and that level of uncertainty is causing anxiety and stress, so our federal government since coming into power has taken very significant steps to ensure that we are helping small businesses. But at a very high level, our Prime Minister’s and our government’s goal is to ensure that we’re going to build the strongest economy in the G7.”

One of the first orders of business was to eliminate interprovincial trade barriers that had resulted in a national economy divided. This has strengthened relationships between the Premiers and continues to open doors to opportunities for Canadian businesses to expand their markets and for Canadians to rally behind those businesses through improved access to their products.

As Minister Valdez explains, “We are removing our significant and heavy reliance on America and ensuring that Canadians and Canada can be its own best customer,” through a Buy Canadian Policy as well as a Small and Medium Business Procurement Program.

Likewise, the small and medium-sized export initiative, CanExport, paired with efforts to diversify trade partners, will work to strengthen opportunities for Canadian businesses at home and around the world through training support, trade shows, market research, and access to information and resources to ensure that they are maximizing their reach domestically and internationally, reducing red tape and streamlining processes to save entrepreneurs time and money.

One way this has already been achieved is through the introduction of the Business Benefits Finder, a free online tool designed to help businesses navigate available grants, funding, tax credits, and support programs across federal, provincial, and territorial levels.

There are also available streams of direct support. With one billion dollars earmarked for the Regional Tariff Response Initiative, five billion dollars for the Strategic Response Fund, and expanded loans through the BDC, the government is aiming to improve flexibility, create more ways to invest, and improve cash flow, which is certainly on the minds of business owners from coast to coast.

In response to the budget, there have been calls for greater access to capital and tax relief, as well as continued calls to reduce the regulatory burden; both elements have been addressed in the budget, but many feel that the support for small businesses falls short, particularly where they are excluded from programs like the Regional Tariff Response Initiative.

From the Canadian Federation of Independent Business (CFIB’s) perspective, “Small business confidence in the economy remains incredibly low given the massive uncertainty over tariffs from the U.S., China and now India,” said CFIB’s Executive Vice President of Advocacy, Corinne Pohlmann. “While progress was made on a few fronts, there were very few new measures that will offer immediate help for small business owners trying to keep the lights on.”

Strength in unity
Very few people could have foretold the severity and impact of the breakdown of geopolitical relations between Canada and the U.S., but businesses, consumers, and the government are all doing their part to protect the national interest.

Luckily, where one door closes another three will open, and that has been the case with the acquisition of new trade partners as well as the Canada-first sentiment that has blossomed country-wide. “Elbows Up” became the mantra and as Canadians put their support behind their national economy, there were tangible impacts.

Last year was Canada’s most successful tourism summer, with the sector bringing in an impressive 60 billion dollars. According to the World Travel & Tourism Council, there has been a significant decline in international tourism to the U.S., with a projected 12.5 billion dollar loss in international visitor spending in 2025, with some estimates reaching 30 billion. This was due in large part to the shift in sentiment, but also thanks to government initiatives like the Canada Strong Pass, which offers free admission and discounted overnight stays with Parks Canada from December 12, 2025, to January 15, 2026, inclusive and June 19 to September 7, 2026, inclusive.

“Tourism strengthens small businesses, so as Canadians stay local, shop local, they can leverage the Canada Strong Pass for free and discounted access and have some fun while doing that,” says Minister Valdez, noting that the pass has been renewed for Summer 2026, “which gives Canadians more to look forward to and a way to enjoy this fine country while propping up the businesses that serve as the fabric that connects our national economy.”

While uncertainty persists, there is optimism on the horizon. Canadian businesses can rest assured that the Canadian government and consumers have their backs and will continue to support them through this time of hardship as we all navigate the new norm, which includes new trade partners who are mutually invested in a positive tomorrow.

The post Resilience in a Shifting Economy<p class="company">Small Businesses Weathering an Economic Storm</p> appeared first on Business In Focus Magazine.

For 136 years, the Central Connecticut Chambers of Commerce have worked to foster regional prosperity and vitality through business growth and entrepreneurship and the provision of advocacy, education and training, networking opportunities, and member support. And now, with more than 1,700 members and counting, the Central Connecticut Chambers of Commerce and its partners are working collectively to continue this good work for the communities of Bristol, Burlington, Farmington, Plainville, Plymouth, Thomaston, Wolcott, and beyond.

A legacy in action
Though the Central Connecticut Chambers of Commerce have existed under different names and iterations throughout their long history, over the last 12 years the organization has evolved to become an umbrella organization that offers support and advocacy, hosting more than 100 events annually to provide opportunities for education, networking, and camaraderie.

Recognized as the second largest Chamber in the state (though it aims to one day claim that top spot), according to President and CEO Katie D’Agostino, the organization adds more than 120 new members annually who “lean on us to provide that education, legislative guidance, and advocacy to make sure that they’re able to focus on running their business.”

In March 2021, with the receipt of American Rescue Plan Act (ARPA) funding, in partnership with the City of Bristol (though it serves all of Connecticut), the Chamber helped establish BristolWORKS!. A non-profit that provides low-cost education, skills training, and employability services, BristolWORKS! acts as a conduit between the needs of the business community and subject matter experts who can best address those needs.

“We initially launched programs in manufacturing, healthcare, IT, and early childhood education—and those programs remain strong today. Since then, we’ve also refined our offerings and added new programs to better meet the evolving needs of our community and local businesses.” explains Kim Ward Holley, Executive Director of BRISTOLWorks!.

“One of the biggest things we’re doing right now is working with local employers to assist them with the training needs of their current employees,” she says. “Employers who qualify can access Incumbent Worker funding to get reimbursed 50 percent of the training costs up to a certain amount every year. This is a great opportunity for employers to invest in their staff at a lower cost to the employer.”

AI and advanced technology are among those areas of focus, ensuring that members are not falling behind the technology curve, especially given the rapid pace of technological advancement. This could be something as simple as employing a virtual assistant to free up bandwidth, or the establishment of policies and best practices around its use.

As D’Agostino notes, “When personal computers first entered the workplace, many feared they would eliminate jobs. Instead, they transformed them—automating routine tasks, increasing productivity, and creating entirely new careers. Today, AI stands at a similar crossroads. While there is understandable concern about disruption, history shows that innovation doesn’t erase opportunity—it reshapes it, rewarding those willing to adapt and learn.”

Energizing success
The Central Connecticut Chambers of Commerce are also working to educate members about valuable resources available in the community. There is an initiative underway with Energize CT, a state-run program designed to help rate-payers lower operating costs by making energy efficiency improvements in their facility in alignment with Connecticut’s energy goals.

For instance, the Small Business Energy Advantage (SBEA) program offers no-cost, no-obligation energy assessment for small businesses. These assessments identify opportunities to make energy-saving improvements to their facilities, complete with incentives and zero-interest payment plans that can help business owners take advantage of the energy savings and long-term advantages more quickly and simply.

“Partnering with the Chambers to educate businesses about this opportunity has been incredibly meaningful,” explains Christina D’Amato, Vice President of Business Development for Energy Resources USA. There is funding available to support the business community, but many business owners simply aren’t aware these programs exist.

She adds, “This is a powerful way for organizations to better understand their facilities and implement practical improvements that positively impact their bottom line. That’s the feel-good part for me with small businesses and nonprofit organizations,” where cost savings can mean the world to a small business or new business owner working hard to grow and sustain their operations.

Once again, this is timely due to the rapid advancements in energy-efficient technologies, combined with rising energy costs. It makes it more critical than ever for businesses to stay informed.

“The educational component of this partnership is what matters most,” D’Amato says. “Technology is constantly evolving, and so are the incentives available through energy efficiency programs. It’s essential that businesses stay aware of current opportunities and continue to keep energy efficiency top of mind.”

Growth through partnership
Partnership and collaboration are at the heart of the work of the Central Connecticut Chambers of Commerce. The organization itself is the result of the coming together of stakeholders who share a common goal of pushing the needle forward for the business community in Central Connecticut and statewide.

D’Agostino acknowledges the economic development teams in the region who play such an important role in this regard. “We have a great reciprocal relationship with every single one of our economic development directors in the region,” she says. “They are basically our first phone calls every day. If something comes up, they keep us in the loop and vice versa.”

The Chambers also serve as a conduit between members and decision makers at the legislative level to ensure that policies and programs are meeting their needs and creating business-friendly environments in which to thrive. “We’re able to have those personal relationships with our legislators at the State Capitol and they really do sit down and listen to our members,” says D’Agostino. “They really do take the time to get to know our members.”

From a legislative standpoint, this year the organization will focus on four primary tenets with lawmakers, including workforce development, energy, AI, and healthcare, addressing gaps that exist while advancing the membership and the organization as a whole.

“Our long-term goal is to continue to make sure our membership knows that we are a trusted partner for them, and we never take that for granted,” says D’Agostino.

And as a trusted partner with a long legacy of demonstrated impact, the organization continues to identify ways to remain a source of guidance, education, advocacy, networking, and support for the communities of Bristol, Burlington, Farmington, Plainville, Plymouth, Thomaston, Wolcott, and beyond, advancing the best interests of the business community in Central Connecticut and the state as a whole to maximize the benefits for all.

The post A Conduit for Economic Strength<p class="company">Central Connecticut Chambers of Commerce</p> appeared first on Business In Focus Magazine.

Without these efforts, valued services and amenities like infrastructure fail to meet the ever-changing needs of communities, deficits that can be exacerbated by market ebbs and flows and geopolitical conditions outside of their control. For matters within control, however, organizations like the Economic Development Council of Colorado (EDCC) have spent the last five decades working to support economic development activities state-wide, offering education, resources, and advocacy while serving as a conduit for relationships and ideas to take shape.

“It’s grassroots,” says Executive Director Kim Woodworth. “Pull up your bootstraps type of work,” of the approach that has been taken by EDCC and its partners.

While the organization has taken many forms throughout the years, over the last decade especially, the team at EDCC has been working to sustain its impact through a unified vision for growth for the state, empowering the various private and public sector stakeholders who are working to secure economic wins for their communities.

Riding the momentum of revival
Like any effective economic development agency, EDCC has evolved throughout its history to better meet the changing needs of the local economy and community. Celebrating 50 years of economic development, the organization, like the market, has experienced ebbs and flows.

In the late 1980s, after a brief period of inactivity due to a leadership change, two economic developers saw the opportunity to breathe new life into the organization and the state economy. John Grueling of Denver, who at the time represented the State Office of Economic Development, and Robert Scott, who was CEO of the Colorado Springs EDC, came together in conversation and saw an opportunity to revive the organization and maximize its impact through collaboration.

Under their leadership, they infused the organization with a renewed sense of community, bringing economic developers from across the state together and offering an outlet to share information, resources, and best practices and a forum to air their challenges, which resulted in the establishment of professional development programs, education initiatives, and advocacy efforts to support the various efforts taking place statewide.

“We had a number of professionals in the state who we thought would benefit from getting to know each other, staying in touch, and sharing information and sharing best practices and the status of things in their community,” explains Scott of the organization’s revival through relationship building.

This effort to revitalize the organization not only brought economic developers together from across the state; it also created a place for legislators where a feedback loop and system of advocacy and representation could take place, which at the time was imperative from an economic development level, as policies could be informed by the communities and regions themselves for more tangible results.

Thinking collectively, acting regionally
Given the competitive nature of economic development, as every community vies for opportunities to expand within its own bounds, EDCC is softening this adversarial approach to promote a more collaborative framework, serving as a pipeline through which cooperation and collaboration can take place. These efforts were necessitated by the pandemic, which caught many people and organizations on their heels—economic developers included—as they worked to insulate their communities from the brunt of the economic impact associated with the shutdowns and drastically altered approach to doing business.

Working with the state’s economic development alignment initiative, Colorado Align (CO|Align), EDCC is part of the collaborative force working to foster and sustain a cohesive strategic framework within which Economic Development Districts (EDDs), governmental and non-governmental agencies, and other economic development stakeholders work together to advance the state’s economic growth rather than competing for resources and opportunities.

For the first time in the state’s history, Colorado has achieved complete statewide alignment with a total of 14 Comprehensive Economic Development Strategies (CEDS), including two tribal nations. This milestone expands from just nine original districts to a finished map that captures the unique needs of every community across Colorado. Through a unique ‘Nesting Strategy,’ these regional blueprints serve as the essential data-drivers for Colorado’s first-ever Statewide CEDS.

Colorado has thus created an ‘Economic Secret Weapon’: a synchronized system where local priorities immediately advise state strategy, giving us a competitive advantage over every other state in the nation. With the increased opportunity to gain EDA funding, our hope is to increase the capacity of the funding to accomplish bigger goals. Colorado as a whole has left hundreds of thousands of dollars on the table, and now here is our opportunity to really maximize those dollars to support the work that these CEDS plans are trying to address,” says Woodworth of the systemic issues that require a regional, rather than local, strategy and solution.

Through this work, resources are being shared and optimized in accordance with a unified purpose and vision across the various regions, with 85 communities and statewide organizations taking part to see the economy sustainably return to strength.

Moving beyond boom and bust
As a state that was heavily dependent on extractive industries, Colorado has long been subject to boom and bust cycles, which is why efforts have been underway to define a clear path forward and away from these volatile cycles.

The regional strategies that are being developed and implemented will give the state more diverse legs to stand on and will facilitate development that makes sense for the various regions according to their unique needs and strengths. This includes a strategic and necessary focus on primary employment, which will have benefits throughout the community in the form of secondary employment and the provision of supportive services and amenities.

“Those dollars then go into the secondary market, which then runs your retail establishments,” Woodworth explains. “Those sales tax dollars and property tax dollars feed the coffer of the government, municipal, county, or state, and that’s how we pay for all the things that we consider quality of life: education, police, parks and recreation.”

Advocacy is another particularly important aspect of EDCC’s work, particularly when it comes to advising elected officials and ensuring that policies and programs that are legislated meet the needs of its membership. For instance, the costs of doing business in Colorado are higher than in many other states, which instantly reduces its competitiveness. Woodworth calls for lower taxation and an increasingly business-friendly environment as well as the need to prioritize talent development and investment, particularly in the K-12 education system.

“Our workforce system is doing incredible work, and a lot of money has gone through that system to really back up the work. But not everybody’s college-bound; as Elizabeth Garner, our past state demographer would say, ‘It takes 23 years to grow a person and get them into the workforce.’ That makes a lot of sense, so how do we look at really putting money into the education system so that they are coming out of high school work ready?”

Colorado certainly has the room and the resources to grow; it just needs to continue to align efforts to optimize those resources and attract business and industry that makes sense for its quality of life. This includes water, with Woodworth noting, “Colorado doesn’t have a water shortage problem; we have a water management problem.”

Once again, collaboration is the solution. As a headwater state, the west and east slopes need to align their visions and efforts to better manage the flow of water leaving the state, and EDCC is again serving as a conduit for those kinds of partnerships to bloom.

Part of the efforts to enable relationships between stakeholders across the state are the events EDCC hosts. In April, it will facilitate regional roundtables, which are great opportunities to bring everyone to the table to connect, learn, and strategize, and to celebrate how far the state and the organization has come over the last half-century.

50 reasons to celebrate
For 50 years, EDCC has worked to promote economic development in Colorado, and as the organization celebrates this milestone, it is reflecting on what economic development truly means.

For lifetime members like Robert Scott who had such a pivotal role in the organization’s success, “What I treasured in that activity so much is the unique ability to engage and align with peers, all of whom have a passion for this subject to advance not only the craft, but the outcomes. If it were not for EDCC, no one would be doing that. Every community in Colorado that has somebody participating in EDCC, in my view, is benefitting in ways that they’ll never fully understand—and they shouldn’t need to, but I think it serves a critical purpose.” He credits Woodworth’s enthusiasm and passion for keeping the momentum moving ever forward.

And for Woodworth, this is a moment in time worth celebrating. She explains, “What we’re hoping to see and do in our big celebration is go back to the roots, back to the basics of what economic development is,” to further increase buy-in from the various communities across the state and amplify the positive impact a collaborative approach to development can have.

“We’re all doing economic development, every single one of us, all the way down to the person who’s running the gas station. It’s all part of commerce. It’s all part of creating vital communities. What is your role and how do you play that role really well? Because if you play your role really well, then we’ve reduced redundancy because you’re really holding up your pillar.”

This creates capacity, which Woodworth notes will help mitigate the impacts of economic uncertainty. “If we get back to the basics and we do what we need to do to control what we can control, all the rest of this is noise and it doesn’t hurt us. We need to keep our noses to the ground, steadfast and furious forward, doing what we have to do for our own economy.”

The post Celebrating 50 Years of Economic Development by Getting Back to Basics<p class="company">Economic Development Council of Colorado (EDCC)</p> appeared first on Business In Focus Magazine.

One of the largest draws is that Windsor is a community where outdoor recreation is prime, thanks to features like Hoedown Hill and Raindance National Golf Course, the longest winter tubing hill and longest golf course in the nation, respectively, which attract residents and visitors alike. Certainly, the trails, green spaces, and lifestyles these amenities afford all play their part, but in reality, so much more is going on behind the scenes that contributes to this way of life and community vitality, particularly as the population continues to grow.

From Director of Economic Development Evan Wendlandt’s perspective, “We’ve dealt with a fast-growing community and an opportunity with continued population growth. We’ve done a good job of infrastructure improvement, but we’re at that point where we’re taking ourselves to the next phase,” to ensure that services and amenities keep pace with growth.

To support Windsor’s booming population, the leadership and economic development team is focusing on bolstering these amenities with greater retail, infrastructure, and service delivery offerings. Improving economic diversity and strength will support these efforts, and the plethora of projects underway strongly suggest that this strategy is working.

Developing opportunities
“There’s been a lot of development on the east side of town, around the Windsor-Severance Corridor—the gateway between the two communities,” says Wendlandt of the burgeoning partnership between the two communities. “We have really been the beneficiary of the two growing communities and this development will help serve their community as well as ours,” he shares.

One such development is Hollister Lake Marketplace, a 45-acre King Soopers-anchored commercial development with 14 pad sites due to commence construction early in 2026, which is a welcome addition for both communities.

Business Development Manager Terry Schwindler remarks on the significant potential the site holds: “We’re at that tipping point where we’re big enough to start being seen by national retailers and chain restaurants as a viable community for expansion. Now that we have the available inventory, these pad sites are going to go fast.”

Bolstering local investment
Close to bigger communities like Greeley, Fort Collins, and Loveland, Windsor’s residents have access to all the services and amenities they could want, but that often comes with traffic and congestion. The reality is that they would rather use their buying power to support the local economy. As Schwindler notes, “They’re tired of leaving the community and spending their tax dollars elsewhere,” which is why Windsor is so dedicated to growing its retail base.

The fruits of this labor can be seen all around the community, but specifically at the interchange of Interstate 25 and Highway 392, one of the few interstate exits in Northern Colorado that remain underdeveloped—but not for long.

Further, Martin Lind-backed investments like the Bass Pro Shops under development in Loveland will, as Schwindler notes, “be another catalyst for retail and commercial investment, and we see the opportunity continuing to grow along that corridor.”

Windsor also boasts site availability at two smaller developments: Windsor Villages at Ptarmigan, which is approximately 28 acres in size; and an unnamed potential development adjacent to it at Highway 392 and County Road 5 that offers approximately 17 acres, which is ideal for a number of retail and commercial uses.

As Wendlandt notes, “We’re also committed to diversifying our economy with more manufacturing jobs to help bolster and balance our economy. And while we are somewhat considered a bedroom community because we’re located between three major municipalities, the opportunity for individuals to live, work, and play here is another commitment by our team.”

Wendlandt notes that Windsor is involved in a regional marketing effort through the Northern Colorado Regional Economic Development Initiative (NoCo REDI), which will further advance its economic development goals and strategies. A regional partnership is also underway between Windsor, Greeley, and Johnstown, supported by economic development partners, to conduct a market study and a strategic plan around chip manufacturing and the related supply chain.

To ensure that the town can sustain this growth, efforts are underway to expand wastewater treatment in the community as well as broadband access, which will be welcomed by residents and businesses alike and could open more doors to opportunity.

Room to grow (and ready for it)
One thing that Windsor, Colorado, does have is room to grow, residentially, commercially, and industrially—but the growth must be sustainable and preserve the existing quality of life. Already home to neighborhoods attracting new residents from all walks of life, Windsor is conducting a housing study to determine where, if any, gaps in the market exist, including the provision of services and amenities such as parks, recreation, and infrastructure, which are not only attractive to residents, but prospective investors as well (another area where gaps are being addressed).

There is also a commitment to preserving green space. Earlier this summer, Windsor secured 300 acres for $30 million to preserve open space and establish some development limits around the community, as well as create trails and outdoor spaces for the enjoyment of residents and visitors, making the town a true one-stop shop for recreational tourism.

Wendlandt also has a perspective on the previously proposed community sports complex: “We would like to see the Future Legends Sports Complex come to fruition with the current owner or whatever the next iteration looks like. The pieces are in place; the community is still a partner in it. We want to see its success, and hope to help see it through.”

Navigating uncertainty with grace
Uncertainty is and always has been a part of economic development, but trying to mitigate the challenges it brings will remain a focus of Windsor’s economic development team moving forward as it seeks to secure the economic vitality and community vibrancy that its residents, businesses, and visitors have come to know and love.

For Wendlandt, “It is a major area of focus and opportunity for us to continue to take our small, robust, hometown community, bring it to the next phase, but never lose our flavor and vision of who we want to be.”

And, whether the town grows to 60,000 people or beyond, it has the strategy, the capacity, and the commitment of the community and its leaders to forge ahead with economic development and infrastructure investments that will support its growth long into the future.

The post Sustainable Growth to Support an Enviable Way of Life<p class="company">Town of Windsor, Colorado</p> appeared first on Business In Focus Magazine.

This trend was significantly accelerated by the pandemic and the shift to remote work, which sparked an exodus from the hustle and bustle of major metropolitan areas. People began seeking more affordable, laidback communities with natural beauty, shorter commutes, and close-knit communities, which are often found in rural areas.

With available land, affordable housing, and a growing demand for talent, it’s no surprise rural communities have experienced population growth. However, this growth brings a new set of challenges.

Growing demand, rising prices
As the laws of supply and demand dictate, increased demand for housing leads to rising prices and lower inventory. For rural areas, this could result in a cost of living that rivals urban centres while also threatening the very character and lifestyle that make them desirable.

Take Texas, for example. It builds more homes than any other state, yet in 2022 it still faced a shortage of 320,000 homes, according to a report by housing policy organization Up For Growth.

When multibillion-dollar investments such as Samsung’s chip manufacturing facility are announced, it’s exciting for small towns like Taylor, where life is affordable. However, a surge in population and demand for services and housing could drive up costs, changing the community’s character and disrupting the balance of local economies.

Many people choose rural life for a sense of community and a slower pace, yet this often comes at the expense of the service delivery and amenities that urban centres offer, such as access to healthcare and modern infrastructure. Governments are responding by investing in healthcare, social services, education, and infrastructure. These elements are critical to the vitality of any community, and the goal is to attract and retain both a strong workforce and developers who can meet rising demand.

Strategies for growth
Rural communities serve as feeder towns to cities and agricultural hubs. They also offer country living within reach of urban centres. Though they make up nearly 97 percent of U.S. land area, they are home to only about 20 percent of the population.

The same story plays out across Canada. Rural, remote, coastal, and northern regions make up a significant portion of the country’s landmass and contribute over 25 percent of its GDP. These areas are rich in resources—mining, forestry, agriculture, fisheries, energy, and more—and now face a growing need for skilled talent.

Governments at all levels are actively trying to attract and retain workers. In Ontario, for example, programs like the Rural Economic Development Program and the Regional Economic Development through Immigration (REDI) pilot help enable local and international talent to fill high-demand roles in healthcare, technology, and skilled trades. Internationally trained newcomers could add up to $100 billion to Ontario’s GDP over five years while supporting rural areas that are dealing with demographic decline and an aging workforce.

The province is also investing in retraining programs like Better Jobs Ontario, which covers expenses such as tuition, transportation, and childcare. Programs such as the Trade-Impacted Communities Program, offering $40 million in grants, further support local industries that have been disrupted by global trade.

Addressing housing needs
Still, housing remains one of the biggest barriers to attracting rural talent.

Workforce housing is a widespread challenge in rural areas, with Alberta a striking example. While it is easy to promote as a great place to live, a shortage of workforce housing presents a major barrier to attracting and retaining talent.

In the resource sector, temporary on-site housing with amenities is common. But in high-demand tourist destinations such as Banff, employers struggle to house staff. During peak season, many businesses operate at reduced capacity because new hires simply have nowhere to live.

While some employers offer staff lodging, these residences can quickly reach capacity. Some even rent hotel rooms for employees, which reduces availability for tourists and increases accommodation costs. Others are forced into inadequate living situations, similar to students in urban centres living in overcrowded, overpriced housing.

Organizations like the Tourism Industry Association of Alberta (TIAA) are stepping up. They have released a Workforce Housing Strategy to ensure the tourism sector, which is vital to Alberta’s economy, has the housing support it needs.

Alberta is projected to need 100,000 additional employees by 2035 to meet its $25 billion tourism target. This puts pressure on housing markets such as Banff and Canmore, where living costs have outpaced wages. Short-term rentals and limited entry-level housing have worsened the issue, while new construction has not kept pace with demand.

TIAA is also pushing for workforce housing strategies in towns like Jasper, which is still recovering from devastating wildfires. Recommendations include adjusting employee lodging deductions to reflect market conditions, removing barriers to investment in employee housing, and exploring cooperative housing models. There is also a push to regulate short-term rentals more fairly and to incorporate housing needs into regional development plans.

Just one province over, British Columbia’s tourism industry faces similar pressures. With rising housing costs and limited availability, both visitors and residents are increasingly living in vehicles. In Squamish, a hotspot for outdoor tourism, full campsites have driven people to camp in unsanctioned areas without basic services. This has led to waste and pollution issues that are reducing the quality of life for local residents.

A way forward
From municipal policies to provincial programs and federal frameworks, all levels of government must collaborate to ensure rural growth is sustainable. As rural populations rise, investment in healthcare, education, and social infrastructure must keep pace. These services are not only essential to quality of life but also key to attracting new residents.

While housing remains a major issue, employers also have a role to play. Beyond staff accommodations, they can offer competitive wages, career development opportunities, and inclusive workplace cultures. This is especially important in rural settings where isolation can be a challenge both personally and professionally.

For the right person, rural living offers a unique balance of nature, opportunity, and affordability. However, sustainable growth will require a coordinated strategy that builds capacity and avoids the challenges faced by many urban centres.

The post A Place to Call Home<p class="company">Rural Strategies for Talent Attraction and Retention</p> appeared first on Business In Focus Magazine.

Air Canada, Porter Airlines, WestJet, and Flair Airlines (seasonally) account for 80 percent of passenger traffic while Bearskin Airlines, North Star Air, and Wasaya Airways provide vital service to northern First Nations communities. Ridership continues to grow since the lows of the pandemic, as has the airport’s investment in serving its customers and its community.

With determination, a commitment to innovation, and collaboration with the city of Thunder Bay and Indigenous partners in the region, the Thunder Bay International Airport is fulfilling a three-year strategic plan that will transform the airport’s operation and brand, as well as its role as an economic driver in the region.

Ready for takeoff
In April 2024, the airport came under new leadership with Graham Ingham assuming the role of President/CEO, and with this change came new energy, enthusiasm, and a path forward.

“When an organization experiences a change of leadership, with that comes a revitalization of mission, vision, values, and priorities which feed our goals for the duration of the strategic plan—in this case, for three years,” explains Ryan Brading, Director of Airport Operations under the airport’s new three-year strategic plan that came into effect on January 1, 2025. The strategic plan establishes a framework to shape and guide operational improvements, investments, and management practices toward clearly defined and measurable goals, leading to a complete re-brand that better embodies these strategic intentions.

The new brand, inclusive of a new logo, was unveiled during Thunder Bay’s inaugural drone show in partnership with the City of Thunder Bay, which highlights an example of how the airport is working with the city to be a true community partner. Designed to reflect not only the airport’s contributions but also the beauty, culture, and heritage of Northwestern Ontario, the new brand serves as an ode to the region—its nature, its people, and its rich traditions—while emphasizing the importance of involving the community and shaping its identity.

Director of Business Development Jackie MacDonald notes, “Instead of carrying forward a corporate logo, we wanted our brand to embody our role as a community partner and highlight our deep connection to Northwestern Ontario and the North. Our new identity reflects the region’s natural beauty, rich culture, and the enduring spirit of travel.”

Expanding the runway to success
The growth and improvements that are being instituted at the Thunder Bay International Airport in accordance with the strategic plan focus on five target areas: driving economic development, ensuring operational excellence, championing environmental sustainability, fostering community and Indigenous partnerships, and investing in its workforce.

The plan is multifaceted and promises to impact the operation and culture of the airport while fostering the growth in size and vitality of the community of Thunder Bay and the many Indigenous communities it serves. The overarching goal of these efforts is to become a regional hub from which economic strength and partnership flow and to establish Thunder Bay International Airport as the premier aviation gateway and key economic driver for Northern Ontario.

Growth of the airport, in this case, means not only expanded routes, carriers, and increased passenger numbers, but also unique opportunities to leverage non-aeronautical revenue streams through retail and real estate opportunities on the property.

“We currently have about 47 hectares of developmental area that’s available and shovel ready, 20 of those hectares being airside development, such as FBOs, airside maintenance and repair, and aircraft hangars,” says MacDonald. The remaining lands are earmarked for light industrial uses like logistics, transportation and cargo, and commercial and retail opportunities like hotels and restaurants.

A leading aviation planning and engineering firm was retained to conduct a comprehensive feasibility study of the available land, which confirmed its suitability for strategic development and diversification. “Diversifying our revenue to include non-aeronautical streams is important because it makes airports less dependent on airline traffic, as we know from COVID and our experience of recovering and rebounding from that. It also supports growth by tracking investment, enhancing passenger services, and positioning ourselves as a stronger community and economic hub.”

MacDonald explains that this drives growth and additional tax revenue for the city and promises more sustainable growth for the airport in the long term.

Future-focused investments
In addition to optimizing land use—and thus, revenue growth—the airport will continue to make necessary upgrades to capacity and amenities in accordance with the strategic plan to increase passenger satisfaction and loyalty and strengthen the regional transportation network and tourism industry through a focus on enhanced operational efficiency, safety, and security.

To achieve this, the Thunder Bay International Airport is also investing significantly in modernizing the airport infrastructure, which includes projects to improve the terminal, airside infrastructure, and parking and roadways. There is also the implementation of a robust risk management and maintenance program that will extend the life of the airport’s assets, minimize downtime and related costs, and maximize return on investment.

From expanded runway infrastructure—which will improve safety for large, narrow-bodied aircraft—to check-in counters equipped with updated technology and Indigenous art that reflects the region and the brand, this complex project effectively represents a complete makeover that will position the operation well for the long term. For Brading, it is a matter of “aligning the airport’s strategies with a revitalized vision of where we want to be in the future and making sure that we’re doing so in alignment with best practices and ever-changing regulatory compliance,” he says.

“The [Canadian Aviation] regulations are changing almost as fast as we can keep up, which emphasizes the importance of ensuring we’re moving forward with a solid plan, a vision, and a clear path to get to where we need to be.”

Sustainability, for instance, is not only important from an economic perspective, but also from an environmental one. The Thunder Bay International Airport seeks to be a good steward and champion of environmental sustainability by minimizing its impact, which will be achieved through emissions reductions, improved waste diversion, and other eco-friendly initiatives that will measurably affect future generations for the better.

Strengthening relationships is another significant part of the pillar of sustainability. This is especially true of the airport’s desire to be an employer of choice in the community, one that is committed to creating a positive, diverse, and highly skilled workforce to replicate its success time and again. In this case, success can be measured by the satisfaction of employees, passengers, and partners alike, and to continue to be successful, investments have been made in employees’ growth, well-being, and professional development.

Referring to the employees of the airport as the “engine of the organization,” Ingham notes that investing in its people and its capacity as an employer helps the airport to “make sure that our people have the resources and the tools to do the job and to help support our new direction through our strategic business plan. At the end of the day, we want to be recognized as a great place to work.”

A strong business case
As with any business, the goal of all this collaboration, of so many strands coming together, is to be profitable by growing revenue in the long term, which includes expanding services for passengers as well as optimizing land utilization on the property to better integrate those services for the benefit of local communities.

“That’s really important, not only from the airport’s perspective, but also from the community’s perspective, because with that comes jobs, with that comes tax revenue for the city of Thunder Bay, and also a stable and reliable source of income,” says Ingham. He believes the new developments should insulate the airport from any repeat pandemic-like interruptions to service.

Furthermore, the strategic plan serves as a strong succession planning tool to ensure that knowledge transfer and the structural and organizational changes that have taken place are entrenched in the airport’s culture as it grows.

Looking ahead, efforts will continue to be made to strengthen regional and global connectivity by securing new routes (with at least one route serving the U.S. to optimize competitiveness) and finding new ways to enhance the airport’s level of service delivery and its reputation in the market. We’ll be looking forward to clear skies ahead as this regional travel and economic hub takes off.

The post Where More Than Just Planes Are Taking Off<p class="company">Thunder Bay International Airport</p> appeared first on Business In Focus Magazine.

In Billerica, the focus is simple: set goals, invest thoughtfully and deliver results. It is a simple equation that continues to take the community to the next level. And when it comes to doing business, the process is open, streamlined, and welcoming to those who can see themselves calling the idyllic New England town home. With a rich history and an even brighter future, Billerica is doing its part to bring more opportunities, services, and amenities to the town of over 42,000.

Actionable leadership, smart investments
Growth in Billerica has been the result of promises kept, and one of the most significant promises was the new high school, which has been a beacon of development thanks to the town’s ability to ideate, execute, and deliver on projects in accordance with its Master Plan.

The $176 million Billerica Memorial High School was completed in 2019 and has since established a reputation for both its academic performance and design excellence, receiving several awards including the AIA 2022 Architecture Award and IIDA New England’s 2020 Best in Show and Education Award.

“The project came in on time and on budget, which has given some faith to the community and allowed for more future investment in the community with such a successful major project. That was managed well and executed well, which has allowed us to do numerous other projects since then,” says Building Commissioner Mark LaLumiere.

Among those projects is a new fire station in South Billerica with another to follow in North Billerica. Currently in the design development stage, construction is slated for the spring and will see an additional $11 million invested in the community. The town has also redeveloped the site of the former Vining School building into a new 23,000-square-foot Recreation Center; is in the process of constructing a new 70,000-square-foot Department of Public Works facility, which will centralize all of its services on one campus; and has upgraded its Town Hall.

Town Hall upgrades included new windows and roofing, a state-of-the-art HVAC system, and updated technology to facilitate virtual and hybrid meetings and provide a better home for leadership and residents to convene. The work preserves a building that was built in 1905 and represents the town’s history to this day.

A community in development
Projects like these exemplify the town’s development approach, which is forward-thinking, actionable, and in accordance with the Master Plan, which will soon be reevaluated in the wake of completed projects and promises delivered.

“The Planning Board and Master Planning Steering Committee are just starting to get back together now to update it because they’ve accomplished so much. It’s time to review what’s been done and start the process of setting the direction for the next years to come,” explains Interim Town Manager Christopher Dillon.

A significant part of the Master Plan entailed a greater focus on mixed-use developments, which have become a major success story for the rebranded Shops at Billerica, a mixed-use development that is breathing new life into the local mall with a combination of updated retail and residential offerings, including a 200-unit residential complex. Another mixed-use development, Concord Shores, is underway, offering 20 apartments overlooking the Concord River with restaurant, brewery, and other retail space on the ground level.

“That’s something that came out of the Master Plan,” LaLumiere says. “The town has also revised and applied an overlay district of more mixed-use along the Boston Road to try and spur some better and higher uses and community activities.” Better and higher uses in this case are transit-oriented, mixed-use neighborhoods that balance residential, commercial, and retail amenities and services.

“One of the things that came out of the Master Plan is the mixed-use approach: live, work, play [in one place],” LaLumiere shares. “Prior to these two projects that are currently under construction, there were no areas like that, so the challenge was getting it implemented, getting projects permitted, and getting them started. And now, the biggest challenge is getting them finished and operational.”

Likewise, streetscape improvements along the town’s main corridor, Boston Road, also known as State Route 3A, are another part of the Master Plan that will create a cohesive approach to development that doesn’t compromise the quality of life enjoyed by residents, but rather, elevates it.

Route 3A, a local business road, runs parallel to the larger state highway, Route 3. “Along Route 3, which is the main highway in our town, we have many industrial parks,” explains Katherine Malgieri, Director of Planning and Community Development. “That’s where we see vacancies caused by the recent pandemic, such as the large offices or employment centers. I know Billerica isn’t alone in trying to repurpose these sites to meet the new economic needs, and what many of our sites have done is get shovel-ready and pre-permitted for new advanced manufacturing businesses, which are integral to the Massachusetts economy. And we are looking at what else we can do to help fill those vacancies as well.”

While hundreds of thousands of square feet have been filled in the town’s industrial parks, there is still room to grow; the challenge then becomes finding the right match, as the market demands are currently for smaller leasable spaces than when the large buildings were first designed. Biotech, for instance, was experiencing a boom in Billerica and across Massachusetts for the last several years, but demand has shifted and the newer technologies require far smaller footprints than traditional manufacturers. This bodes well as these industries take occupancy in spaces that were left in the work-from-home exodus initiated by the pandemic.

“We’re part of this region between Boston and Worcester, south of Manchester, New Hampshire, where there is a lot of advanced technology,” Malgieri says. “It was life sciences for a while, and now there are emerging technologies in robotics, AI, energy, and advanced materials, and there’s so much research and development that goes with that.”

Luckily, the nearby University of Massachusetts (UMass) at Lowell, a leading national research university, Middlesex Community College, and Shawsheen Valley Technical High School supply quality talent to support the town’s diverse knowledge economy. “We’re really right in the center of this triangle of those three big cities, so we’re perfectly located for those or any of the supporting industries and businesses that help those larger techs as well,” says Malgieri.

She explains that Billerica receives support from organizations like the Middlesex 3 Coalition, Northern Middlesex Council of Governments, a regional planning agency, and the Greater Lowell Chamber of Commerce, all of which work together to advance the collective interests of the region.

A plan forward
With a Master Plan and Site Plan Review in the pipeline, Billerica is showing no signs of slowing its development pace, which seems comfortable and manageable in a way that balances the need for development and the quality of life residents enjoy. From efforts to update housing stock to establishing the infrastructure necessary to support and elevate the community, there is room to grow and the willingness and knowhow to do so.

“We’ve also adopted zoning where, in transit-oriented locations, we are now allowing for the possibility of more housing developments,” Malgieri shares. “And additional zoning is under review this fall which will incentivize and attract more businesses to our town.”

LaLumiere tells us that, “The town has also made a huge investment in community recreation, adding and redoing baseball fields and adding lights so you can play at night. We’ve rehabbed and added all new park equipment to Kohlrausch Park, which needed some love. And we’re starting another project at the Dixon School, which was an old school that was turned into a community park, which will house our Farmers Market, which is number one in the state.”

Looking ahead, there will certainly be even more engagement, collaboration, and momentum to come—all moving the Town of Billerica forward as city leadership does its part to take advantage of opportunities that present themselves in accordance with the future vision of this lively and dynamic community.

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