Incorporated as an industry town in the 1950s—the first community without residents to do so in the province—Kitimat continues to leverage its resources and its relationships to push the economy forward and preserve the enviable way of life it affords—a way of life that is due in large part to industry partners.

As Mayor Philip Germuth explains, “Kitimat is a very industry-friendly community when things are done properly,” and the investments that have taken place in the community are evidence of that.

Industry first
As an industry town, Kitimat, British Columbia had an interesting start.

The community was founded when the Aluminum Company of Canada (Alcan, now Rio Tinto BC Works) identified the area for what was a massive engineering undertaking at the time. The Alcan Project ran from 1951 to 1954. Through the construction of the Kemano hydroelectric dam, a 16-kilometre-long tunnel, a deep-sea terminal, an aluminum smelter, and the surrounding community, Kitimat came to be.

Considered the most expensive private project in Canadian history at the time, this was an intentional effort for industry and community to thrive alongside one another. Alcan brought renowned city planner Clarence Stein out of retirement to execute a vision for a planned garden city that existed separately from industry. Stein looked at prevailing wind patterns to isolate the community from the impacts of industry and found a way to design a community that is well connected, aesthetically pleasing, and could support the needs of the individuals and families that keep industry functioning.

Boom and bust
At its peak in the 1970s and 1980s, Kitimat had grown to a population of 13,000 people, but not unlike the rest of the world, the global financial crisis took its toll, and the market became incredibly challenging. For instance, Methanex, which established its ammonia and methane operations in the 1980s, sadly closed in 2005, while Eurocan Pulp and Paper Co., which had operated in the community for 40 years, closed in 2010, taking with it hundreds of jobs and leaving industrial lands sitting idle.

Industry boom and bust cycles are never easy to weather, but luckily for Kitimat, the hard times were short lived thanks to new investment partners who ushered in a new wave of growth and opportunity.

“Since the final investment decision by LNG Canada in 2018, the community has seen significant population growth,” notes Walsham Tenshak, Director of Economic Development and Communications for the District of Kitimat, who referred to this growth as “astounding.”

Over the last five years, Kitimat has experienced a nearly 20 percent increase in population, going from around 8,500 in 2020 to 10,000 people today, according to BC Stats. As such, Tenshak notes, “Council has had to work with industry to look at how we can expand the services that we provide to care for more people as they come to the community, and industry partners have been excellent corporate citizens.”

Indeed, there have been several milestone moments in Kitimat’s history that have altered the trajectory of the community. Rio Tinto’s acquisition of Alcan in 2007 was one of them. The Rio Tinto Alcan acquisition breathed new life into the community, not only through a major investment to modernize the smelter, but through other investments in infrastructure that support the community.

“In 2015, they completed a multi-billion-dollar investment in a modernized smelter, which now has us producing the greenest aluminum anywhere in North America,” explains Mayor Germuth. He tells us that another key move came from LNG Canada in establishing Kitimat as a global natural gas export hub.

Having recently completed its hundredth shipment, LNG Canada is now considering proceeding with Phase Two of the project, a $33 billion CAD expansion of its export facility which will double production from 14 to 28 million tonnes of LNG (liquefied natural gas) annually.

Mayor Germuth also highlights the value and impact of the Cedar LNG project, which showcases the unique nature of partnership and collaboration between industry and the community.

Cedar LNG is valued at around $4 billion USD and is not only regarded for the magnitude of its investment but also the fact that it is the world’s first Indigenous majority-owned LNG facility, developed in partnership between the Haisla and Pembina Pipeline Corporation. Designed to operate using renewable energy from BC Hydro and to connect to the Coastal GasLink pipeline and local power grids, construction activities commenced in 2024 with completion expected in 2028, when it expects to deliver its first shipments of low-carbon LNG overseas to the Asian market.

As many communities know, investment breeds investment—and that is certainly the case in Kitimat. As Mayor Germuth notes, “The investment by Rio Tinto into modernizing the smelter plus the LNG Canada and Cedar LNG projects have given a lot of other people the courage to reinvest in their properties,” which is leading to a new wave of revitalization including new residential developments as well as retail, hospitality, and commercial investments.

Maximizing industry’s impact
The high wage opportunities in Kitimat not only afford an exceptional quality of life; they also enable a higher rate of entrepreneurship, as families have the economic freedom to pursue their interests with efforts that have the full support of the community behind them.

For those who take the chance, organizations like the Kitimat Chamber of Commerce and programs like Business Bootcamps and Entrepalooza, as well as industry programs like the LNG Business Growth Fund, are there to make the leap into business ownership a success.

In fact, industry is behind a lot of the growth and success taking place in Kitimat, with the Haisla Bridge project serving as a perfect example. Built in 1954, this critical infrastructure was in dire need of replacement. “That’s the main bridge that connects the community to the industrial area and it’s the only way to get to the industrial area,” explains Mayor Germuth. “LNG Canada was able to lobby the government to have them take care of the whole thing for us, so we were very thankful.”

Completed through a joint partnership, the Ledcor-Haisla Limited Partnership, the bridge was opened in 2023 and not only showcases the connectivity between industry and the community but also pays tribute to Haisla through traditional art, serving as a physical reminder that industry in Kitimat is strong, but community is stronger.

To be sure, companies like LNG Canada find countless ways to give back to the community in a very big way. The company committed more than one million dollars in funding to support the Kitimat General Hospital Foundation and the Kitimat General Hospital to purchase a computed tomography (CT) scanner as well as an electrocardiogram (ECG) machine, which improve patient outcomes locally and contribute to physician attraction and retention efforts.

The company also supported the community’s Dementia Home Project currently underway, and the construction of a kayak launch at Minette Bay West Park that gave the community its first saltwater access point, which is attractive to residents and visitors alike. “Rio Tinto donated the land in the bay in 2014 and then LNG Canada gave us money to develop it,” explains Mayor Germuth.

Being a safe community with abundant services, recreational opportunities, and amenities, a good school system, and a strong economy make Kitimat an attractive community to call home, but also make for an attractive place to visit, which is evident in the latest tourism figures.

“Tourism in our region grew by about 35 percent last year, and we’re welcoming more visitors than ever through our doors. What’s really interesting is that many of them are just as eager to learn about Kitimat’s industry as they are to experience our natural attractions,” explains Laurel D’Andrea, Executive Director of the Kitimat Chamber of Commerce.

Supporting the movement of goods, people, and opportunities
Access, proximity, and connectivity are other key parts of the overall value proposition offered by the District of Kitimat. With water, highway, and air infrastructure, from Kitimat, you can get anywhere! “We like to say that we are the very start of the highway, so you literally start here and can go everywhere,” says Tenshak of this connectivity. “We have great road networks, the province and the district invest heavily in ensuring that people stay connected, and we have an airport that’s just 30 minutes away,” she says. “You get to have the world as your oyster.”

This is what happens when a community is intentionally designed and thoughtfully developed: it is rewarded with continued growth and development and an unmatched quality of life, something that would not be possible without partnership.

“There’s lots of opportunity here, and again, you have a community that wants to work with industry,” Mayor Germuth says of a commitment that has long served the community and will continue to do so for decades to come.

The goal at its core, he notes, is to make Kitimat “a balanced, desirable community that people want to call home and where they can pursue their opportunities,” a place where everyone is welcome and where individuals and businesses thrive.

The post Built for Business, Designed with Intention<p class="company">District of Kitimat, British Columbia</p> appeared first on Business In Focus Magazine.

No longer a niche offering, the concept of “farm to table” has evolved into a movement whereby consumers seek to create direct relationships with the producers from whom their food is derived. From individuals and families to restaurateurs who build their menus around seasonally available fare and economic development departments who structure entire tourism strategies around these local food systems, the sourcing of local goods has become an experience unto itself: one with cascading economic and social benefits that reach far beyond the farm.

Leveraging local
While the concept of “local” varies, across North America it is generally accepted that local food systems are those that take place within a 400-mile radius. Sourced via farm stands, farmers markets, and other platforms, and supported by the connective power of social media, consumers are increasingly taking advantage of direct sales from local agricultural and agri-food producers.

Between 1997 and 2015, national sales of local foods from direct marketing channels in the U.S. grew from $511 million to an astounding $8.7 billion, demonstrating the strength of the market and the potential of local purchasing power.

The removal of distributors and middlemen offers consumers direct access to the freshest fruits and vegetables, meat and poultry, eggs, dairy, and other goods, while improving profit margins for producers, enabling them to reinvest in their operations. Greater demand means greater capacity to grow on-farm diversity and include a wider selection of crops or goods, often including heirloom varieties that are slowly being erased by more genetically viable crops. This helps to safeguard soil health and decreases the need for long-term synthetic inputs, which, again, improves the overall quality and nutrition of the outputs. And of course, shorter transportation times promote optimal quality and freshness while minimizing the carbon footprint and avoidable food waste that results from longer transportation times and the movement of goods.

Figures from Second Harvest show that avoidable food waste contributes approximately 25.7 million metric tonnes of carbon emissions annually. While much of this waste occurs at the household level, localized food systems reduce the waste incurred during long shipping distances and time spent on grocery store shelves, all while creating jobs and driving the economy.

The multiplier effect
Farm to table not only tastes good; it feels good to support, which is why more people are turning to locally sourced foods to promote individual health and wellbeing, as well as economic and community wellbeing.

The girls’ weekend at the winery, apple picking with the family, or simply a stop at a local farm stand or farmers market has a resounding impact on local job and wealth creation. Local and regional food systems are primary employers, but they also support secondary and tertiary sectors like delivery and logistics, food production, tourism, retail, and hospitality, meaning that for every dollar spent, the impact is multiplied.

A study by the United States Department of Agriculture (USDA) found that local food systems have an economic multiplier on jobs of 1.41 to 1.78, meaning that for every job created in local food systems, an additional 0.41 to 0.78 jobs are created in other sectors in the region. These findings are reinforced by a study by Schmit et al. (2013), which found that local food hubs can have an economic multiplier impact ranging from 1.63 to 1.82 for every dollar invested, though the figures differ by region.

Local demand, regional and national growth
Scale is one of the most important elements of the farm-to-table movement. From markets to artisanal food production, tourism, and hospitality, agriculture has a relatively low barrier to entry, but a resounding payoff. In fact, some of the brands consumers know and love got their start at stalls in local farmers markets.

Certainly, a great deal of knowledge and overhead is required to produce agriculture, but secondary goods and spinoff businesses can be incubated and tested before they are scaled and sustainably grown with demand, which is strong. Nationally, Canadian consumers spend $213.6 billion on food, beverage, tobacco, and cannabis each year, the third-largest household expenditure behind shelter and transportation, and increasingly these dollars are being spent locally and regionally, with tangible impact.

According to a 2024 report by the Ontario Federation of Agriculture (OFA), The Economic Impacts of Farming in Ontario, farming revenue in Ontario in 2020 was an astounding $18.2 billion, representing nearly 300,000 jobs, labour income of $7.8 billion, tax revenue of $1.27 billion, and a contribution of $15.3 billion to provincial GDP.

On the food production side, in 2020 the food manufacturing sector generated $51.5 billion in initial revenue and 584,577 jobs, with labour income of $19.9 billion, tax revenue of $2.8 billion, and GDP contribution of $35.99 billion, which goes to show that agriculture feeds the population and fuels the greater economy.

Canada is one of the world’s largest agricultural producers, ranking as the ninth-largest agri-food exporter, representing $100.3 billion in exports in 2024. Canadian products can be found in over 200 countries worldwide, which wouldn’t be possible without the nearly 190,000 farms nationwide that support these markets, near and far. The Canadian agriculture and agri-food sector demonstrates exceptional growth potential due to the availability of land and resources, access to international markets, and a reputation for stewardship, quality, and relationships built on trust, which originates locally and extends outward.

Strengthening community through local food systems
Agriculture is without a doubt a pillar of the economy, but also of the community, and it serves as a mechanism of equity, meaning its benefits must be accessible to all, not reserved solely for those who can afford it.

In 2018, 7,206 markets and direct-market farmers in the U.S. accepted the Supplemental Nutrition Assistance Program’s Electronic Benefit Transfer (SNAP EBT), resulting in $24 million spent, meaning greater access to fresh foods for those who would have otherwise been excluded, and more support for local producers.

However, the strength of local food systems relies not only on for-profit producers, but also on the non-profit organizations that work to bridge the gap in access for all. Community gardens, culturally competent foraging efforts, and local food resource programs also have a role to play in ensuring equity and sustainability across the system.

Harvest Algoma is an example of a regional food resource centre that seeks to connect local food systems to those who need it most, diverting waste and maximizing impact in the process. Each year, the Great Pumpkin Rescue appeals to local residents to donate unpainted and undecorated pumpkins to be used for food, compost, and animal feed in the region, ensuring that the two-thirds of the 80,000 metric tonnes of nutritious pumpkins produced each year in Canada aren’t wasted solely on seasonal displays.

While this is just one example of the collaborative power of local food systems, countless efforts are taking place at the local and regional levels to create sustainable, equitable, and viable systems that extend the bounty of the harvest to all. And while these systems feed the population with fresh and nutritious food, they are also driving the strength of local, regional, and national economies in a way that prioritizes profit alongside people and the planet.

The post Farm to Table’s Ripple Effect<p class="company">How Local Food Strengthens Economy and Community</p> appeared first on Business In Focus Magazine.

A leader in the North American geoexchange market, Geosource Energy is a relatively small second-generation Canadian operation that is having a significant market impact by providing Earth Powered Solutions™ to clients across North America and beyond.

Using geothermal energy, which is generated and stored beneath the Earth’s surface, the company’s geoexchange systems provide cost-effective and highly efficient heating, cooling, and hot water for new construction and retrofit projects that seek to set the bar for sustainability and performance.

Backed by proprietary technology and a unique approach, over its 20-plus year history Geosource Energy has drilled over six million linear feet for more than 400 successful projects across Canada and the United States, establishing itself as a leader in the field and a true champion of geothermal.

Why choose geothermal?
An investment in geothermal is an investment in reduced energy use, and thus, lower demand on the grid, fewer emissions, lower life cycle costs, more predictable monthly rates, and optimal year-round comfort; it’s a win for both people and the environment, which is why a greater number of utilities and government entities are doubling down on these investments.

Geothermal systems are proven more sustainable versus conventional HVAC systems, while also being more cost-effective over the long term. In fact, users can experience 25 to 50 percent lower energy costs as a result of the investment, while the underground infrastructure can outlast the structure itself. As CEO Stan Reitsma notes, studies have shown that, “For every dollar that’s saved there, there’s nine dollars saved on the grid.”

In a market marred by volatility and unpredictability, particularly where energy is concerned, the untapped potential of geothermal to add capacity to the grid is something worth exploring. Studies are underway to better understand how geoexchange systems can be used to support the grid as it faces unprecedented demand, particularly in the wake of mass data centre expansion.

Naturally, a big driver in the U.S. is from utilities as they seek to meet this growing demand—more specifically, they are investigating the role of geothermal in cooling storage and demand side power management for data centres as they continue to come online at an impressive pace. “If they can start proving out geothermal for data centres, that’s going to create a whole different type of expansion in the market,” says Vice President Kate Cheng, an area that Geosource Energy is prepared to undertake.

Why choose Geosource?
With more than 20 years of experience offering utility grade construction services and best-in-class drilling and expertise, Geosource Energy is not only a leader in geothermal but also a technology leader who sets the bar and continues to drive the industry forward.

“One of the big differentiators we have is our drill rigs. Geosource has worked with Novamac, our drill manufacturer, for many, many years now and we have only one type of drill rig that we use across our entire company,” says Cheng of the highly flexible dual rotary drill rig which enables work to be done in even the most challenging conditions.

Since 2008, Geosource Energy has been positioning the bore field below a building’s footprint, a proprietary process referred to as At Grade, which allows the drilling to take place before excavation starts (though it can come at any point during new construction or retrofits thanks to angle drilling). Angle drilling enables Geosource Energy to go beneath infrastructure like roadways, buildings, or greenspace without disturbance, using a central location and a concentrated workspace to minimize the impact of its operations.

“When you’re in urban environments drilling next to multifamily buildings with balconies five feet from where you’re drilling, we really limit the acoustic impact of our drill rigs and we’ve developed specialized equipment that allows us to containerize all of our operations so we’re not a big messy site with spoils and grout flying around in the air,” Cheng explains.

This enables the team to get maximum capacity from a limited area, which is particularly useful for retrofit projects like 240 Markland in the Greater Toronto Area, where geoexchange not only improved overall energy efficiency, but also reduced the property’s energy reliance.

“We try to limit the amount of space that we’re actually using to do the geo by putting them very close together at surface and then spreading it out underground,” explains Reitsma, who notes space requirements can be reduced by upwards of 95 percent. “If we had not angle drilled, they would not have been able to retrofit those buildings. They didn’t have enough space.”

This patent-protected process optimizes the trade sequence and drives value from a project’s outset, and to ensure that the benefits of its use are not limited by Geosource’s own capacity, which has been tested by growing demand, the company will license out the technology to other drillers to ensure that industry best practices are being implemented.

This drive to advance geothermal is part of the company’s DNA. According to Cheng, “Our core innovation tenets being equipment innovation, process innovation, and data-driven operations means design improvements based on real performance data, new tools for geothermal field analysis, and intelligence for operational systems,” which enables the company to undertake industry-leading projects that move the needle forward for geothermal and sustainable construction.

Setting the bar
Geosource Energy has a rich portfolio of projects highlighting the value it brings to the market. At the University of Toronto’s St. George campus, Geosource Energy drilled 372 boreholes at 250 meters per borehole (approximately half the height of the CN Tower) to complete the largest operational urban geothermal/geoexchange system in Canada. The project boasts an energy capacity with a storage equivalent of 250,000 electric vehicle batteries and it has cut greenhouse gas emissions by up to 17,000 tonnes annually.

The demonstrated value for institutional operations is incredible, which is why more and more such clients are integrating geoexchange into their projects. There is a desire to reap the long-term benefits, deemed worthy of their upfront costs.

This was also the case recently at the new Western Memorial Regional Hospital in Corner Brook, Newfoundland and Labrador where Geosource designed and installed the geothermal system, which included 375 boreholes spanning 600 feet below the parking lot. Recognized as North America’s largest hospital geothermal system, the geoexchange system provides 100 percent of the hospital’s heating, replacing electric baseboards with a more efficient system that has resulted in a 50 percent reduction in electricity use.

These are the kinds of results Geosource has delivered in Canada over its 20-plus year history, and now it continues to make history south of the border as well. Selected by Lendlease for the 1 Java Street project, a residential development in Brooklyn comprising 834 rental units—30 percent of which are designated as affordable housing—as well as nearly 13,000 square feet of neighbourhood-oriented retail space, Geosource’s expertise and ability to execute is in high demand, and for good reason.

Upon completion, 1 Java Street became the largest geothermal residential project in the United States, thanks to Geosource Energy’s vertical closed loop geoexchange system comprising 321 boreholes at a depth of 500 feet. This system will reduce annual carbon emissions from heating and cooling by 53 percent compared with typical residential systems and as an all-electric building, emissions will be eliminated.

This project also set the stage for additional work in the U.S. and as such, Geosource made the decision to establish a U.S. headquarters in Manhattan to support growth in demand.

For instance, Geosource recently partnered with Honeywell on the John F. Kennedy Elementary School project in Boston, the city’s first geothermal retrofit of a school in the area. Certainly, the geology of the area presents unique challenges, but Geosource was up to the task.

Cheng credits the rigs as “a big part of what makes us so flexible in different geologies because no matter what the geology is, we can tool up to do rotary drilling.”

It’s a good thing, too, because interest is being generated out west with other major projects like Oracle Global Headquarters in Nashville, which means neither geology nor geography is going to stop the company’s success.

The growing push for decarbonization
For clients, geothermal can serve as a component part of achieving net zero/low-carbon outcomes and Geosource Energy, with its acute awareness that only a percentage of the market has been spoken for, continues to push on.

“We all work together trying to decarbonize the industry and we have a solutions mindset related to that,” explains Cheng, which is why Geosource continues to experience growth in demand for its expertise around North America, and even the world.

According to Cheng, “We have the practicality and work ethic of a field-driven construction company but with the analytical approach of an engineering and technology organization.” This is backed by an unmatched depth of experience in the field, actionable data, and technology leadership that enables the company to find success no matter where projects may take it.

With interest even being generated overseas, where there is growing recognition of the potential impact of geoexchange, Geosource Energy is a Canadian company who has become a global authority in geothermal. This is a team that continues to advance the market through exceptional projects and unmatched performance, raising the bar for an entire industry in the process.

The post Raising the Standard for Geothermal<p class="company">Geosource Energy</p> appeared first on Business In Focus Magazine.

This is still true, but paired with the low taxes and affordable housing, the area’s population continues to grow as well, with young people and families seeking out the quality of life this oceanside retreat has to offer. For several years running, Myrtle Beach has been ranked amongst the fastest growing metros in the United States, momentum that the Myrtle Beach Regional Economic Development Corporation (MBREDC) continues to ride as it locks in new investments and a sound economic future for the region.

Tending to growth
Growing for growth’s sake is one thing, but tending to that growth is quite another, and since 2013, Sandy Davis, President and CEO of the Myrtle Beach Regional Economic Development Corporation (MBREDC), has not only sowed the seeds of growth herself but also nurtured the work of her predecessors to ensure their work is done.

Nowhere is that more evident than at Bucksport Marine Park, which has sat vacant since before her time—until recently, that is. Now, with the addition of a new road making the area more attractive to potential investors, a new partner in Ocean Craft Marine is expected to bear fruit.

“The company visited different sites in several locations in various states and we were the last stop, and they really loved the Bucksport Marine Park site. They loved the area,” says Davis. “We toured the HGTC boat building program and they said, ‘This is it. You have everything that we wanted. You have a great community. You have the skills for the workforce we need. We’ve met with all your leaders in the area and they’re really supportive.’”

While the deal for the land has yet to close, it is underway and the anticipation is growing, especially given the fact that the land has been vacant for so long. This will serve as a beacon of economic growth and prosperity for the community and will free Davis to seek out new deals with an even greater impact.

Big deals, big impact
The Myrtle Beach region is no stranger to big announcements that come with big investments. That is certainly true of the relationship it has with DC BLOX, which has been located in Horry County’s International Technology and Aerospace Park since 2023. It offers connected data center infrastructure, including its first subsea cable landing station (CLS), the largest on the Eastern Seaboard, with the capacity to host up to five subsea cables.

From Davis’s perspective, “DC BLOX has been a huge asset to our area. They continue to grow, continue to invest in the Myrtle Beach region, and continue to bring in more subsea cable customers.” This includes Segra, which will be taking a fiber line from the subsea cable line from Myrtle Beach to Charlotte.

Noting that, “it is a lot of investment for our area,” there is still further room to grow and economic impact to be had. What started as 20 acres for DC BLOX has now expanded to 40, with more growth potential in the future.

Initially there were opponents to this development, but Davis reaffirms that there has been no strain on local utilities or infrastructure. In fact, many people are unaware that a data center exists in the community.

One investment that people are aware of, however, is Amazon. Home to a 165,000-square-foot, same-day delivery facility that opened in 2024, which sped up deliveries and improved service, a second last-mile delivery center is planned and underway for early 2027 operation. “The community loves Amazon,” says Davis of what has been the most popular project over her 13 years at EDC.

Discussing the second project, she notes, “It will be a lot more product, a bigger distribution area, and more jobs than what we saw with the first one.”

Acknowledging concerns around the strain on infrastructure, as the facility will be located proximate to Highway 501, one of the most utilized roads in the county, Davis explains that Amazon has been a true community partner, working to schedule departures from the facility around the existing traffic patterns to alleviate strain on transportation infrastructure in the region.

Still searching for a hole in one
Further to these big economic wins, any discussion about the Myrtle Beach economy would be remiss to not mention the role of retail and hospitality in the strength of the region, driven by tourism, which is being viewed in a new light.

Golf has long had a respected presence in the community, but beyond its value in tourism dollars, there is untapped potential to grow the economic impact of the sector. For instance, while golf is certainly a regional draw, Davis is exploring the notion of bringing in a golf manufacturer or similar kind of operation that could further reinforce the region as the golf capital of the world.

“It makes so much sense in the golf capital of the world to look at recruiting a golf manufacturer in our area that we can support. That would definitely be a company we have the visitors and the locals to support, and we even have golf courses who are happy to say, ‘If we can get one here, we would love to showcase them at our golf course,’” says Davis of the full-circle potential of such a strategy.

Whether it is a golf ball, a grip, or even carts, there are so many components of the golf industry that can be leveraged to maximize the region’s economic potential. “We are actively searching for that. We attended our first PGA trade show in Orlando in January, and it was the most successful trade show that we have been to in probably the last two years,” explains Davis. To advance the concept, MBREDC is working with Golf Tourism Solutions as a strategic partner to increase attention to the region and help showcase the skills and available workforce that could support investments in this sector.

A place to call home
Strategic partnerships, like that with Golf Tourism Solutions, are a big part of the economic success of the Myrtle Beach region. From the various municipalities to the local Chambers of Commerce, educational institutions, local, county, and state legislators, The Department of Commerce, and the North Eastern Strategic Alliance (NESA), a nine-county regional economic development organization, it is truly a group effort to advance the interests of the region.

Investments continue to be made to keep pace with growth to preserve and elevate the area’s quality of life; this includes investment in housing to ensure that the missing middle has access to affordable and adequate housing, as well as infrastructure.

Regarding housing, Davis notes, “We have a lot of housing, but affordable housing may be the issue, so we have started something new for our target companies that we need to provide for called a Community Land Trust, where we focus on housing for the incomes between the $45,000 to $72,000 range.” This is the group most struggling to secure housing due to the rising rents and home costs in the area.

This is certainly not a problem unique to the Myrtle Beach region, but it is exacerbated by the growing population causing housing prices to rise.

Further to economic development and growth, the region is also focused on the provision of infrastructure and services to sustain the quality of life that has proven so attractive to so many. “We have a lot of plans for our infrastructure as far as roads,” Davis shares. “Our utilities are robust and we’re working on some new projects with utilities as far as gas and electricity. We recently had a gas company and utility company team up to build a generation station together,” which will serve the area well as it seeks to attract manufacturers with high power demands.

Downtown Myrtle Beach is also beginning to see the positive outcome of years of revitalization efforts. These efforts are intended to not only enrich the aesthetic of the city’s core but also improve traffic flows and walkability. And through the creation of opportunity zones and tax credits, more work will be undertaken to breathe new life into the city’s already vibrant energy.

A long-term strategy
Crediting the Myrtle Beach region for how far it has come, Davis continues to be mindful about the future, planting the seeds of change with hopes that they will be tended to and given the opportunity to bloom.

While she acknowledges that she might not see some things come to fruition while she is at the helm of MBREDC, she will continue to advocate for change, particularly around matters like Interstate 73, which could benefit from investment and could further open up the area to opportunities in manufacturing, industry, and other high-wage sectors.

“My long-term goal is to have a footprint on the progress of bringing manufacturing, distribution, and technology into our areas,” she shares. “That will create a lot more opportunity for people moving here, having children, to be able to keep their children here to build the skills that diversify our economy.”

This diversity has been the area’s strength—not just economically but also from a population standpoint. Now, never resting on its laurels, MBREDC and its partners are working to ensure there will always be opportunities for all, making the Myrtle Beach region a great place to visit and to stay.

The post Planting the Seeds of Change and Reaping the Rewards of Investment<p class="company">Myrtle Beach Regional Economic Development Corporation (MBREDC)</p> appeared first on Business In Focus Magazine.

Carroll County is a true Appalachian community, with a quality of life rich in the assets of community and humanity paired with a low cost of living. Perhaps that’s why its residents are so clear that the goal is to strike a balance in development, ensuring that the area’s agricultural legacy remains part of their future while welcoming the growth that preserves their way of life.

Rich in community
One of the biggest draws to Carroll County, Ohio is its small-town charm and easy way of life.

At a time when many people are raising their own families away from the community where they were born and raised, there is a stark realization that it takes a village to raise a child. For many, that village no longer exists, but in Carroll County, this approach still holds true. According to Carroll County Economic Development Director, Lynda Wickline, “One of the things that Carroll County does well is community. We are a close-knit community, and it’s one of those old-fashioned places that’s a great place to raise a family.”

With a deeply rooted sense of community and a small-town feel, marked by picturesque lakes, rolling hills and forests, and trails like the historic Great Trail as a backdrop, Carroll County continues to be a preferred one-tank trip for those living nearby for the very same reasons that people continue to call it home. An outdoor playground, it is perfect for those drawn to four seasons of fun, particularly those who value every minute spent in the great outdoors—but also those who enjoy festivals, food, and history.

For Chelsa Slutz, Director of the Carroll County Chamber of Commerce, “It’s based around outdoor activities, local homestyle food, recreational activities that you can go out and do. That’s what we’re strong in and what we’re known for.”

It’s for this very reason that growth in Carroll County must be deliberate and carefully thought through as locals seek to preserve the way of life and sense of community that are so much a part of its identity. As Wickline explains, “We are working to find that perfect business that comes here and fits into our community.”

Rich in assets
Without question, some of the greatest assets Carroll County possesses are the sense of togetherness and the collaborative approach to advancement that shows itself in the community. However, many other reasons also make the county an attractive focus for serious investment.

Of particular importance is that it sits atop the natural gas and oil of the massive Utica Shale play. As a premier drilling location, given its condensate window and the number of permits it holds, Carroll County continues to benefit from an abundance of natural resources. Completed in December 2017, the Carroll County Energy Power Plant is a 750 MW, $900 million investment, and a fine example of regional activity.

Small but mighty, the strongest sectors in the county include construction, education, and agritourism, with the potential for a growing manufacturing base, given the availability of workforce. In fact, many operations are working to bring their manufacturing in-house, demonstrating that expansion activities are underway.

Further to expansion, new investments are making their way into the community. Most recently, Carroll County became home to Dango & Dienenthal USA Inc., which chose Carrollton for its U.S. sales headquarters, a strong indication that the area is on the radar of companies in search of a solid community to invest in and call home.

Logistically, the county is proximate to major metros like Pittsburgh and Cleveland, but the absence of a four-lane highway can be a detriment, which is why, as the county looks to improve transportation of goods and workforce in the region, the current activity around Route 30 is so timely and relevant.

“The Route 30 project we’re working on has been in the process for many, many years, but we are starting to see that they’re buying the property. They’re getting things going to where we have better access to the highway, making it a more direct route,” Wickline explains. The improvements will benefit businesses and residents alike.

She adds, “From Carrollton, which is the hub of our county, it’s a 45-minute drive in any direction to bigger cities like Steubenville, New Philadelphia, and Canton, but once they open up that highway, it’s going to shorten that by 15 minutes.” The northern parts of the county will benefit even more, which should hasten development and investment in the region.

Rich in untapped potential
From the fossil fuels that lie beneath to the natural beauty on the surface, countless facets draw people to Carroll County. The low cost of land and living is surely one of the strongest draws, while the way of life has proven attractive to those looking for life away from the big cities while still enjoying proximity to urban amenities.

“We’re kind of off the beaten path. So, if you’re looking to get away from the hustle and bustle, we’re a good location,” says Slutz.

The area is also home to a growing Amish population who come for the affordability and way of life, to which they contribute through agriculture, food, and their own unique culture and lifestyle.

Amongst all this, there is also a drive to retain existing residents by ensuring that they take full advantage of the benefits already available to them in the county. From Wickline’s perspective, “Our goal is to get people to stay in the community instead of moving out into the bigger cities, which a lot of the Appalachian areas are finding difficult to do. We’re working diligently to keep those young folks here.”

Land acquisitions are underway to make good on some of the county’s goals, which include development opportunities for future investment as well as housing, which is a need nationwide, and quality-of-life improvements to ensure that families, including their furry members, have a place to go.

The county is working to secure a grant to build a dog park adjacent to the dog pound, which will hopefully have a two-fold impact: it will enrich the lives of those in the community while improving the outcome for shelter pets who deserve a better life. This, of course, is the ultimate goal of economic development—to improve community outcomes through mindful growth.

In Carroll County, Ohio, ongoing investments and developments are dedicated to one overarching goal: thoughtful, considered development that will ensure that the quality of life and the area’s endowments are sustained. The idea is to continue to build on what is already in place, buoyed by the knowledge that Carroll County has something special to offer residents and businesses, and that opportunities to grow must enrich the community’s way of life and its vision of the future.

The post Rich in Resources and Community<p class="company">Carroll County, Ohio</p> appeared first on Business In Focus Magazine.

Together with partners and stakeholders, the county is working to maintain the best of both worlds—attracting, retaining, and growing the region’s economic potential, taking advantage of the low cost of living and room to grow, and simultaneously paying homage to the county’s agricultural roots and rich quality of life.

Open for business
Located in the southwestern part of the state, near Dayton and accessible to Columbus, Cleveland, Cincinnati, and even Indianapolis, Greene County is home to more than 170,000 residents who enjoy the services and amenities proximity affords.

“We have Interstate 71,” says Development Director, Jason Foster, “which is a north-south route from Cleveland all the way through Louisville and beyond. That’s a major interstate that crosses Interstate 70 in Columbus and also crosses Interstate 75 just south of Cincinnati, running all the way to Canada. That’s ideal from a supply chain and logistics standpoint, but also accessibility to the major metro areas.” This is a draw for residents and investment alike, he notes.

The county is home to Wright-Patterson Air Force Base, which has over 38,000 personnel and covers more than 8,000 acres. Not surprisingly, it’s the largest single-site employer in the state, highly valued for its economic impact, particularly by the secondary and tertiary suppliers and service providers that support its operation.

“There’s a lot of employment opportunity here,” says Foster, “a tremendous amount of manufacturing opportunity, and educational opportunities as well.” This is largely thanks to the seven universities located in the county which strengthen the talent pipeline for major employers like Resonant Sciences, MRL, and GE.

Room to grow
Of course, development often brings its own challenges, particularly when it comes to adequate infrastructure to support it. “There is simply not all the infrastructure we need in the eastern part of the county, so our goal as a development department is to manufacture ways to create infrastructure,” notes Foster.

Acknowledging that agriculture “is the backbone of what Greene County was built on,” Foster is seeking a marriage between agriculture and industry. “How can we bring new development and increase the tax base of the county, but also respect the history on which the county was built? It’s a fine line.”

Development is not only supported through investments in infrastructure but also through the provision of incentives, grants, and the establishment of enterprise zones, as well as close collaboration with the various economic development organizations of the area’s cities and townships. From Foster’s perspective, “The smaller townships, particularly in the eastern part of the county, don’t have the resources to have their own folks, so we assist in economic development the best we can for what they need and, in most cases, that’s not a lot. These are farming communities, but hopefully, with some planning over the next 15 to 30 years, we’ll see significant growth.”

Further to their relationships with the various communities within the county lines, Foster and his team work in partnership with the Dayton Development Coalition, which is the JobsOhio regional partner, as well as several other organizations that are working collaboratively to address the county’s needs. From workforce development efforts with the University of Dayton Research Institute (UDRI) and other local education partners to the communities themselves, Greene County is working together with diverse stakeholders to secure desired development outcomes.

“We also have a CIC and a Port Authority that are active and willing to help us with projects as best they can, so we have all the tools in place; it’s just a matter of maintaining what we have now, while supporting growth to where we want to be,” Foster explains.

Maximizing curb appeal
The population in Greene County is growing, and for good reason. The low cost of living, connectivity and access, vibrant parks and recreational opportunities, as well as strong educational offerings, all work in the county’s favor, making it attractive to those who value these qualities and the lifestyles they afford.

“We have a fantastic park system in Greene County and a fantastic trail system,” says Foster of the energy surrounding life, work, and recreation in the community. “It will allow someone from Beaver Creek or Fairborn or Xenia, which is the county seat, to get to those farmers markets and out to the agricultural areas very quickly.”

As there is demand for housing stock at all price points, efforts are underway to see housing projects get off the ground and ensure that everyone has a place to call home in Greene County. This includes workforce housing, which will further support the economic growth taking place. “At heart, I’m a job creator,” explains Foster. “Manufacturing and industrial types of jobs, but also residential. We as a county need residential [development] in all forms.”

In Greene County, the focus on housing goes beyond new stock to include maintenance for the protection of existing housing stock and those who reside there, which adds value to the community and uplifts those who need support.

“There’s a community development manager here who manages somewhere between six and seven million dollars in grant funding a year, from brownfield remediation to demo,” Foster explains. “It’s an Ohio program called CHIP, and what it does is allow homeowners who may not be able to afford the necessary repairs an avenue to have those repairs made.”

“It’s allowing those seniors to stay in place to improve their home, and that’s one of the more rewarding parts of the department. It’s great when you have a $400 million investment with 300 new jobs come to the county, but to help a senior stay in their home is one of the more rewarding parts.”

Future-forward growth
In Greene County, economic developers have the unique challenge—and opportunity—to generate momentum in the present that will have implications long into the future. As Foster notes, “I’m not going to be here for 20 more years, so whoever comes after me, how can I set them up to succeed? How can we leave this better than when we got it for everyone that’s here and everyone that will be here in the future?”

And with that, the goal becomes striking a balance between growth and development, finding ways to respect and pay homage to the agricultural roots upon which the county has grown while securing the development that will sustain quality of life in the county for the long term.

This is the promise that will assure Greene County’s growing base of taxpayers of a true return on their investment.

The post Agriculture or Industry? How About the Best of Both Worlds<p class="company">Greene County, Ohio</p> appeared first on Business In Focus Magazine.

From the worldwide disruption set in motion by the COVID-19 pandemic to ongoing geopolitical tensions and tariff-fueled uncertainty, the global market and its deeply integrated supply chains have had their vulnerabilities laid bare, necessitating a period of adaptation to face these challenges head-on.

In a 2021 article for the Financial Times, authors Brooke Masters and Andrew Edgecliffe-Johnson describe how what was once a “just-in-time” system, designed to anticipate and meet market demand, has evolved into one focused on “just-in-case” scenarios that seek to mitigate risk and prepare for worst-case outcomes in order to remain viable long-term.

A system built on efficiency
The very nature and function of supply chains are rooted in efficiency, quality, and competitive cost. As the global economy became increasingly interconnected and interdependent, supply chains grew more complex, and so too did their management, giving rise to an entirely new term and discipline for the coordination of sourcing and supply.

The term “supply chain management” was formally coined by Keith Oliver nearly 50 years ago when he was discussing the integration of materials, information, and products as functions of a business’s operations and profitability. Since then, greater effort has gone into understanding and optimizing these relationships and commodity flows. Today, supply chain management no longer treats logistics and inventory management as separate functions, but rather as component parts of a cohesive, integrated business system. As a result, it has become a significant industry with considerable untapped potential.

According to a report by Monika Darandale and Eswara Prasad published by Allied Market Research, the supply chain management market’s value reached $35.7 billion last year, with expectations that it will grow to $91 billion by 2034.

Part of the reason for this growth is the sector’s capacity to adapt to challenges. Currently, the global supply chain is undergoing one of the most significant periods of transformation in its history—one heavily influenced by rapid technological advancement and a reorganization of global operations and relationships.

Survival of the fittest
During times of challenge, even the smallest competitive advantage can be monumental. Without question, efficient supply chain function is paramount to an operation’s performance and profitability. Operations that elevate supply chains to a strategic function, through the creation of interdepartmental councils comprising Finance, Operations, Procurement, Compliance, and IT, can leverage that structure to develop comprehensive solutions that optimize the flow of goods and strengthen the trade relationships central to their success.

This requires internal capacity to monitor and forecast, as well as reliable partnerships with suppliers and logistics providers who understand their role in their customers’ operational efficiency.

To build that capacity, significant investments are being made in automation, artificial intelligence (AI), and the Internet of Things (IoT), reducing reliance on error-prone and costly manual labour at a time when skilled workers are in high demand and short supply. From early technologies like the forklift to AI-driven tools such as IoT sensors, GPS, and real-time visibility software, technology has long empowered the ability to accurately forecast supply and navigate ever-changing regulatory environments.

Technology also enables the collection of actionable data from which informed decisions can be made, resulting in more resilient, agile, and ultimately profitable supply chains.

Growing closer to home
One of the greatest lessons of the pandemic was the exposure of deep vulnerabilities in the highly integrated global supply chains upon which companies and countries depend. Bottlenecks and the inability to satisfy “just-in-time” market expectations demonstrated how quickly these complex global networks could be disrupted and sparked a push for reinforcement through stronger local and regional capacity.

Global economies of scale certainly offer more competitive pricing and access to materials that cannot always be replicated locally or regionally, but local and regional networks help insulate supply chains from geopolitical instability, climate risks, extreme weather events, and the rising costs of transportation, fuel, and labour.

Particularly at a time when tariffs and deteriorating geopolitical relationships continue to threaten supply, there is growing momentum to re-shore and near-shore operations to strengthen local and regional footprints. This is no easy task, however, especially for a country like Canada, where regional cohesion is under strain. With the future of trade agreements like the Canada-United States-Mexico Agreement (CUSMA) in question, decision-makers are tasked with identifying new market horizons and new supplier relationships to diversify and strengthen their position.

With a focus on critical minerals, technology sectors, and agri-food export diversification, Canada is seeking to move beyond traditional markets and secure its economic future through new partnerships in the Indo-Pacific, Asia, and Europe, while bolstering the national economy through strategic investments in local capacity.

A path forward
Times of challenge present a valuable opportunity to strengthen existing trade relationships and reevaluate suppliers and logistics partners. Comfort and complacency can breed inefficiency, which means decision-makers at all levels must remain vigilant, plan for the worst, and be prepared for any scenario.

Resilience can be built into operations through financial and insurance risk mitigation, sustainable practices that support long-term outcomes, and a consistently proactive approach. Contingency plans and buffer stock are no longer optional; they are a requirement.

Ultimately, operations that adopt a framework of prevention, preparedness, response, and recovery (PPRR) are more likely to prevail, regardless of what supply chain challenges emerge, especially when they are tech-enabled and guided by knowledgeable decision-makers. Equipped with data, empowered by strong relationships across local, regional, national, and international supply chains, and guided by a strategy that supports nimbleness and agility, operations can withstand today’s challenges and mitigate those that may arise tomorrow.

The post Chains of Change<p class="company">How Global Supply Chains Are Adapting to Survive</p> appeared first on Business In Focus Magazine.

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 the university’s 2025 NCAA Men’s Hockey National Champions 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 groundbreaking scholarship program that offers free in-state college tuition to graduates of the Kalamazoo Public Schools—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’s NCAA Men’s Hockey National 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 the city’s numerous popular parks and trails such as the Kal-Haven Trail that starts in downtown Kalamazoo and stretches all the way to South Haven and Lake Michigan, 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 the local Kalamazoo/Battle Creek International 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 Kalamazoo/Battle Creek International 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.”

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