In a three-week period in April 2020, 24 million people lost their jobs in the United States. And in Canada, no single province or territory remained unaffected by massive cuts. Many of these positions were in the service sector. With lockdown restrictions, supply chain slowdowns, mask and distancing requirements, and people afraid to leave their homes, businesses dependent on in-person customers, like bars, restaurants, and hotels, remained shuttered or operating far below capacity.

Even though the pandemic ushered in new ways of working, including remote and hybrid jobs and so-called “side hustles,” many service positions still required staff to be on site, not working from a home computer. Needing money to survive, even the most dedicated employees found work elsewhere, many of them never returning to service-oriented roles. And while this affected many industries, family-run businesses were especially hard-hit.

Empty seats, rising costs
Fast-forward to 2026 and the current state of North America’s service industry. Dr. Sylvain Charlebois, in a January 2026 article for Retail Insider, claims 4,000 restaurants across Canada will probably close this year. While that figure is down from an estimated 7,000 closures in 2025, it is not encouraging. Factors range from the high cost of dining out to tipping fatigue and shrinkflation. (If you think the burger at your favourite diner seems smaller, it’s not your imagination.)

The biggest hurdle of all remains inflation. Everything from groceries to gasoline is more expensive. Late last year, Restaurants Canada released its Foodservice Facts report, revealing that three in four Canadians “are eating out less often due to the rising cost of living.” The numbers are even higher for those aged 18 to 34, at 81 percent.

“While conditions have improved somewhat over the past year, this is still a very challenging market, as Canadians continue to face an affordability crisis and rising operational costs are squeezing operators’ margins,” said Restaurants Canada President and CEO Kelly Higginson in a media release. “To stay competitive and optimize limited revenues, restaurant operators need to understand current Canadian dining trends.”

Tightening our financial belts means fewer of us are eating out as often. And when we do dine out, many are opting for fewer drinks, or having a glass or two of wine at home first to save on costs. In fact, owing to recent research on the negative health effects of alcohol, some are giving up drinking altogether. The result: 41 percent of Canadian restaurants are operating at a loss or barely breaking even.

A reduction in customers is especially devastating for family-run establishments, which not only face high prices for meat and produce but also ever-increasing minimum wages, rent or mortgage payments, insurance, maintenance, and utilities. The Cost of Goods Sold (COGS) is greater than ever. Depending on the type of restaurant, many operate with a net profit margin of just three to nine percent.

Like restaurants, many other service industry businesses have seen a drop in activity, including hotels. Even with a decline in bookings from U.S.-based business travellers, Canadian total booking volume is up, increasing 6.14 percent year-on-year. In the United States, however, bookings continue to take a significant hit, dropping 9.73 percent in 2025. Contributing factors include heightened border security, economic uncertainty, businesses cutting non-essential travel due to budgetary constraints, heightened visa requirements, the weak Canadian dollar, and anti-American sentiment over trade restrictions and tariffs.

Even Airbnb properties, many of them family-owned and managed, are feeling the economic pinch. Some former Airbnb patrons say they get greater value and more consistent service from large chain hotels. Once considered budget-friendly alternatives, some Airbnb rentals now rival the cost of high-end hotels when fees for cleaning, cancellation, and extra guests are added in. And unlike most hotels, Airbnb properties lack security and amenities, including front desk staff, pools, gyms, vending machines, and designated work areas.

Youth taking charge
Although the current economic climate is challenging for businesses, especially smaller family-owned enterprises, there are bright spots. Tough times have forced many service sector companies to challenge the norms within their own operations. This includes thinking differently about business strategy, being more receptive to bold and sometimes unconventional ideas, pursuing technological improvements, crafting unique promotions, and finding ways to connect with customers that have never been tried before.

Many family-led businesses, such as restaurants, remain stuck in the past—leaving décor and menu items unchanged for years, even decades. Recognizing that this approach fails to attract new customers, younger family members are often more innovative, suggesting plant-based options and menu items that blend different culinary traditions. While some older relatives may be reluctant to change, saying things like “that’s the way it’s always been done,” the next generation rarely carries those hangups because they aren’t as attached to the past.

One of the biggest advantages younger people bring to family-owned businesses is their fluency in the digital world. For them, traditional forms of advertising, such as newspapers and TV commercials, are obsolete, ineffective, and expensive. With a deep understanding of social media platforms like TikTok and Instagram, they regularly post photos and videos that reach thousands of potential customers, not handfuls.

Family members who grew up with computers, the internet, texting, and instant messaging understand the speed, effectiveness, and cost savings that come from embracing digital tools. This includes websites featuring everything from product listings to location and driving directions; the ability for customers to place orders and bookings online; e-commerce capabilities; and data analytics to uncover trends, improve decisions, and accelerate business growth. Raised in a world of branded products, younger family members are quick to spot emerging trends, more willing to test new markets, and adept at creating readily recognizable imagery.

Past meets present
Blending years of business experience with youthful enthusiasm and technological awareness has its advantages. When more than one generation is involved, both the company and its customers benefit from the wisdom gained through decades of failures and successes combined with the adaptability and energy of younger people.

When the time comes for the older generation to step aside, succession planning becomes essential. A gradual transfer of responsibilities—and often ownership—requires identifying leaders well in advance. One of the biggest mistakes made by family-run enterprises is waiting until the founders are too old, physically or mentally diminished, or mere weeks from retirement before addressing the question of who comes next. For companies to continue without interruption, succession planning needs to begin years before the original owners depart.

Open and honest discussions are critical. One mistake founders often make is assuming that the younger generation—usually their children—wants to take over the business. Working alongside mom and dad is one thing; being responsible for the day-to-day operations of a company is quite another. That requires not only maturity but proven capability.

Although owning and operating a family-run business is a challenge in today’s tough economic climate, the right planning can create a legacy that lasts for many lifetimes.

The post Family Businesses, Tested and Resilient<p class="company">Navigating Today’s Economic Storm</p> appeared first on Business In Focus Magazine.

The advantages of design-build
To date, ARCO has been behind the completion of more than a million square feet of warehouse, distribution, and manufacturing space across the U.S. Known for its tagline, “We build the facilities that keep America going,” ARCO’s well-honed design-build approach makes life easier for clients seeking all types of construction projects. Specializing in light industrial distribution, manufacturing, and cold storage warehouse work, the company is also active in myriad other project areas, including aviation, commercial, e-commerce, life sciences, mission-critical, multi-family, and self-storage.

For projects of all types and sizes, the highly skilled team at ARCO uses its expertise to ensure every job runs smoothly, from inception to completion and handover. Repeat customers know the inherent value of working with ARCO, and new clients are delighted to discover just how smoothly the company’s design-build approach works.

Unlike having to deal with multiple contractors, the design-build strategy bears countless advantages. When you deal with ARCO, you are working with the best. One firm handling design and construction means a streamlined approach to projects. This makes for a single contract and one clear, well-defined, surprise-free budget. There is also a greater degree of accountability since ARCO oversees construction from start to finish. And enhanced communication with a single entity means fewer, if any, changes being required.

If any modifications are needed, they can be discussed in real time, making for greater openness and flexibility. When clients work with just one construction company, project turnaround times are usually faster, which can result in significant cost savings for customers. “ARCO’s turnkey approach provides our customers a direct relationship with one company versus multiple organizations,” states the company at arcodb.com. “This streamlines the process, expedites schedule and reduces client risk.”

#1 in the U.S.A.
In recognition of this expertise, ARCO Design/Build has won a number of awards for its exemplary work over the years. This includes being ranked as the #1 domestic builder of Distribution Centers and Warehouses in the United States by Engineering News-Record (ENR). In 2024, ARCO made #4 on ENR’s list of Top 20 Design-Build firms. Initially appearing on its Top Design-Build list in 2006 at #79, the company’s impressive growth saw it achieve more than $6.5 billion USD in revenue in 2023. “This impressive growth underscores ARCO’s commitment to excellence and solidifies its position as one of ENR’s largest design-build firms,” stated the company in a 2024 news release.

That same year, ARCO possessed a significant portfolio including more than 5,500 design-build projects. And in 2024, ARCO ranked on several of ENR’s other leaderboards. These include #17 on the Top 400 Contractors List, #4 in Top 50 Domestic Building/Manufacturing Revenue, and #50 in Top 50 Contractors Working Abroad.

This industry recognition not only demonstrates the firm’s commitment to the broader construction industry but its ongoing allegiance to quality and innovation. Said the company: “These accomplishments reflect the dedication and expertise of ARCO’s team. ARCO’s approach to the design-build methodology sets it apart as an industry leader, focusing on providing comprehensive solutions that meet and exceed client expectations. As ARCO continues to grow and expand its footprint, the company remains committed to maintaining its high standards of quality and innovation. The recognition by ENR is a testament to ARCO’s relentless pursuit of excellence and its ability to deliver outstanding results.”

A range of projects
As a premier design-build firm with multiple locations nationwide, ARCO takes on a range of diverse projects. Some of the company’s recent efforts include Millworks Molina Healthcare and The Press Telegram Building, both in Long Beach, California. The self-storage sector in particular is growing, and in May 2025, ARCO announced a dedicated self-storage division to meet the rising demand.

“The dedicated team focuses on delivering comprehensive solutions tailored to the unique needs of self-storage developers,” stated the company in a media release. “With over 300 completed facilities nationwide totaling more than 30 million square feet, ARCO has long been a trusted partner in this rapidly growing sector.”

For the company and its clients, the new division couldn’t have come at a better time, as Research and Markets reports that demand for self-storage facilities is booming across America. According to a 2024 report, the U.S. self-storage market is showing considerable growth. In 2022, the market size was $44.20 million USD, and it is projected to hit a staggering $67.02 million USD by 2030, with a forecasted compound annual growth rate (CAGR) of 5.3 percent.

“This division represents the formalization of our proven capabilities rather than a new venture,” said ARCO President Eric Thompson in a release. “Through our team’s experience delivering hundreds of successful self-storage projects nationwide, we’ve developed specialized knowledge that our clients value. They consistently seek partners who understand both the technical construction aspects and the business-specific requirements of self-storage development.”

Along with the dedicated self-storage division, 2025 saw the company celebrate the grand opening of its new office space in downtown Charleston, South Carolina. The new office is at 7 Radcliffe St., Suite 200, and at 6,000 square feet, it encompasses the entire second floor of the building in the heart of the city’s business district. “Our expansion into downtown Charleston represents a strategic investment in a market that is integral to our Southeast regional growth,” added Thompson, responsible for overseeing ARCO’s operations in Charleston, Charlotte, and Greenville. “The port’s connectivity to major industrial highways creates unique development opportunities. The talented Charleston workforce has been instrumental in serving our diverse client base across multiple sectors, which remains a cornerstone of ARCO’s business.”

Indeed, with its many locations and decades of combined experience, ARCO Design/Build is much more than a vendor, “but a dedicated partner committed to your company’s success,” states the company. “ARCO DB delivers the strength, resources, and expertise of an award-winning national design-build company, combined with the responsive, personalized service you’d expect from your local construction firm.”

The post America’s Design-Build Leader<p class="company">ARCO Design/Build</p> appeared first on Business In Focus Magazine.

“Most economic development organizations don’t do workforce development, but we do,” he says. “And we do pretty robust small business lending.”

Headquartered in the City of Bangor, Maine—the home of Stephen King and the backdrop of many of the author’s horror novels—EMDC has served residents and businesses statewide since 1967. Eastern Maine Development Corporation was founded as a private, non-profit organization to create economic opportunities while serving as a trusted liaison and guide, helping towns, businesses, and workers “find economic growth and prosperity while preserving local identity,” says Umphrey.

Taking the long view
Historically, the area was known for industries like shipbuilding, textiles, and lumber, which fell into decline over the decades. Today, rural Maine faces challenges that range from limited investment in infrastructure to population loss and economic transition.

These issues and others see community leaders recognizing the need for EMDC, a regional organization coordinating state and federal resources, supporting long-term planning, and advocating for Maine’s many rural communities. This includes diversifying funding sources and service delivery, which has proven more challenging in recent years.

“EMDC stands out because every team member and every member of our organization, from the CEO down to our workforce specialists, works our roles as though we were all boots on the ground,” says Jennifer King, Chief Operating Officer.

“We all work for the betterment of the communities and to make sure what we’re doing makes a difference. And that’s how every one of us feels about working here; how we share a passion for what we do, as we’re all on the same level. It’s a great organization with everybody working as a team.” Before becoming COO, King served as Director of Planning, a role Umphrey thinks of as “the underpinning of our economic development projects.”

Rather than talk about EMDC’s achievements, Umphrey is set on how to help residents and businesses now and into the future. “I want to be seen as less stodgy,” he says. “Even with our Data Analysis Team, we ask, ‘How do we create data analysis tools that are visually arresting and are going to catch people’s eyes?’ As an old guy, I’m trying to make us seem younger and smarter,” he laughs.

“It’s an organization about the future, so we have an emphasis on youth development programs in the workforce, and we’re trying to be more innovative. When new things come up, I want us to be the first to try them. Right now, we’re all wrestling with artificial intelligence and how we can apply AI to make us better.”

Lending a helping hand
“I’ve been here seven years, and it’s been a focus for us to have some kindness, humanity, empathy, and understanding that people face challenges, especially in rural Maine,” Umphrey shares. “We don’t have public transportation. Access to affordable healthcare is hard. There are not many jobs, and over the years, jobs have been lost. Paper mills have closed. There’s a reason Stephen King, who lives in Bangor, is able to write what he does, because he’s been surrounded by people and problems and how you rise above them, above all this adversity.”

Known for its striking natural beauty, rural Maine is also challenged with long, brutally cold winters that can see up to 110 inches (280 cm) of snow every year. In the face of the weather and challenges like unemployment, access to basic needs like food and childcare, and the opioid crisis, EMDC strives to serve as a conduit to various community programs. These include workforce development initiatives, the Agriculture Workforce Program, the Jail Diversion Workforce Program, providing business services and technical assistance, and many other initiatives.

Illustrated by George Danby, Maine’s preeminent editorial cartoonist, the cover of its 2025 Annual Report depicts the bridging role of EMDC. Silhouetted figures on either side of a cliff are moving toward the chasm, but in the center, a massive, upstretched hand is ready to catch and support them so they can keep moving. “That’s the theme of what we do,” Umphrey tells us. But, he says, things have changed recently.

“When I started here, it was too top-down. Organizations like ours get caught up with Chambers of Commerce and tend to be self-congratulatory. Now, we try to be more hands-on.”

Facing challenges
The Federal Government’s constant changing of perspective has created uncertainty among many agencies across the United States, and economic development has felt the impact. Nevertheless, EMDC has stood behind its Community Resilience Partnership program for years, identifying opportunities to reduce energy use and transition to clean power, boost access to electric vehicle charging, and prepare for severe weather events.

While many of EMDC’s goals for 2026 remain unchanged, they are now described differently. The Federal Government has sent agencies a list of words they should not use. Every Federal program is under scrutiny, and to combat this, the organization created a compliance team and a data analysis team.

“EMDC, with the creation of the data analysis and compliance teams, is continuously building internal capacity and positioning the region to effectively compete for federal and state investments tied to infrastructure and workforce development,” Umphrey explains. These teams will measure and record the impact they make, and if cuts are proposed, they will be armed with the information and data to make their case.

“EMDC’s 2026 objectives include accelerating service delivery across the workforce, lending, planning, and business support, while strengthening data-driven decision-making and expanding programs that directly address workforce shortages and housing constraints,” adds Umphrey. “A core organizational priority focuses on program performance consistently matching spending, demonstrating measurable outcomes.”

During his time at Eastern Maine Development Corporation, Umphrey says the emphasis has been people first; under the current federal administration, there is more emphasis on business. While this has seen EMDC shift somewhat, its mission and motives remain the same. “We are trying not to lose any integrity in who we are, and keep on doing things with kindness and competency,” he says, adding that terms like ‘climate resiliency’ and words such as ‘equality’ are being discouraged by Washington. “So we are trying to soften that description, but the actions are still the same.”

As President and CEO, part of Umphrey’s job is to liaise with the federal government and congress to protect EMDC and its programs. In addition, the organization works closely with Maine’s Governor, Janet T. Mills. “A lot of our programs are state-funded and need the approval of the Governor, and we work very closely as a true partner with the Governor of the State of Maine,” he says. “We work equally closely with our Congressional delegation, especially Senator Susan Collins and Senator Angus King,” he adds.

Taking on rural prosperity
Indeed, Eastern Maine Development Corporation administers myriad state and federal programs aimed at revitalizing communities and businesses to create jobs. “We support municipalities through community planning, infrastructure readiness, technology fluency, and project development efforts that position towns to secure and manage outside investment,” says Umphrey.

“As the Northern Border Regional Commission (NBRC) Local Development District (LDD), and certified by the U.S. Department of Commerce Economic Development District (EDD), EMDC helps communities identify, design, and advance projects to strengthen infrastructure, workforce capacity, and local economies,” he continues. “This work is reinforced through workforce development programs administered under the U.S. Department of Labor’s Workforce Innovation and Opportunity Act (WIOA), including career navigation, training support, and apprenticeships that help individuals move into sustainable employment.”

In addition, EMDC’s lending program provides access to funding sources for local small businesses. This is executed in partnership with the U.S. Small Business Administration and others, says Umphrey: “EMDC is a Community Development Financial Institution (CDFI) organization, helping to empower rural Maine in finding resources. We support the economic development of the region’s former paper mill sites and all communities in attracting new businesses. Working directly with municipalities and local businesses, EMDC’s impact lending efforts make us a leader of community-driven change.”

The organization’s support for workforce programs is unique, as it targets specific areas. These include agriculture, criminal justice, and the Dairy Workforce Program, to name a few, and focus on specific sectors critical to rural economic resilience. “Maine, like all states, is challenged by finding quality, prepared workers,” says Umphrey, so EMDC’s workforce programs partner with local and state entities including community colleges, universities, adult education providers, and others to create training paths for workers to attain the credentials to find and keep jobs.

“Programs focused on agriculture, the dairy industry, and on individuals impacted by the criminal justice system respond directly to employer needs while expanding access to opportunity for our workforce,” Umphrey explains. These targeted approaches can help stabilize essential industries, reduce barriers to employment, and ensure that workforce investments translate into real economic outcomes for communities.

“In partnership with the Maine Department of Labor, we collaborate on various programs to reach potential workers who have overcome intense barriers, including incarceration, substance abuse, food insecurity, homelessness, and gaining access to affordable housing and healthcare.”

Ready for anything
Being open to untried new programs has long been a hallmark of EMDC’s success. “If the state is going to try a new program, we are an organization they will reach out to to do it,” says Umphrey. “And as long as we feel we have the capacity—and it’s going to help people—we will do it.” adds Jennifer King.

As a community-based organization, EMDC values distinct local approaches that are nimble and effective. In the coming years, Umphrey says the organization will become even stronger by leveraging resources “and further integrating services to provide comprehensive solutions to economic distress and opportunities—the uncertainty of the actions in Washington, shutting down the government, making draconian cuts, and infringing on state rights, particularly the protection of civil and human rights.”

By further integrating its services and expanding staff expertise, EMDC intends to launch additional programs that will respond to emerging workforce and community needs. “Our vision is to remain a trusted and reliable regional partner that combines planning, financing, and workforce solutions to create public value while helping rural Maine communities thrive in an increasingly complex economic environment,” says Umphrey.

“We are in this for the long haul, committed to cultivating and promoting resiliency, recovery, and prosperity.”

The post A Holistic Approach to Community Development<p class="company">Eastern Maine Development Corporation</p> appeared first on Business In Focus Magazine.

Long before the convenience of grocery stores and home refrigeration, many of our ancestors preserved food through a variety of methods. Storing fruit and vegetables in a cool, dark root cellar was how countless generations kept food from spoiling and fed themselves and their families during challenging winters. Vegetables like beets and cucumbers were pickled in sterilized jars, with the contents remaining safe to eat for months, even years. For other foods, like potatoes, carrots, and turnips, cold cellars and root cellars were an ideal way to store produce long before electric refrigeration.

Although keeping food chilled in a root cellar seems straightforward, it required know-how and preparation. Some vegetables, like parsnips and carrots, needed a damp bedding for storage, usually sawdust, sand, or wood shavings. Other foods, like onions and garlic, had to be kept in drier conditions, while apples and pears had to be kept separate, because they release ethylene gas.

For years, cold cellars and root cellars proved to be a popular and practical way to store food longer, especially in isolated, rugged communities like Newfoundland’s town of Elliston. With a population of about 315 residents and an area just over 10 square kilometres, Elliston is famous for its many colourful puffins (Newfoundland’s official bird) and for being “The Root Cellar Capital of the World.”

Today, Elliston is home to more than 130 historic underground root cellars. Remarkably, about half of them still function, dating back almost 170 years. “These traditional food storage structures are built into hills and banks and were used to keep root vegetables, such as potatoes and carrots,” states the official Newfoundland and Labrador website. “Natural humidity keeps food cool in summer and frost–free in winter. They were integral to surviving the harsh winters and indicative of the food culture that still exists on these shores today.”

Keep it cool
While cold cellars served a purpose, they have been largely replaced by refrigeration. When we think of cold storage, many of us think of our refrigerators at home, or coolers in our local grocery stores. But the reality is much more complex. Over the decades, cold storage has evolved from small household root cellars to a system of modern refrigerated trucks and massive, temperature-controlled warehouses, and technology allows temperatures to be maintained precisely, helping prevent bacterial growth and unwelcome chemical reactions in everything from food to wine to pharmaceuticals.

A multi-billion-dollar sector involving refrigerated warehousing, transportation, grocery stores, restaurants, pharmacists, and consumers depends on precise cold storage to ensure product safety and quality. For fruits, vegetables, meat, and dairy to remain fresh, for instance, they must be transported quickly and efficiently to reach distributors and coolers unspoiled and at peak freshness. Many medications, meanwhile, must be kept at precise temperatures to ensure they remain effective.

In the early days of the COVID-19 pandemic, one of the most notable examples was the vaccine itself. Depending on the manufacturer, some had to be stored at an exact frozen or refrigerated temperature range—sometimes at ultra-low temperatures (ULT) between -90°C and -60°C (-130°F and -76°F)—thawed at precise temperatures, kept away from light until use, and protected from “cold chain breaks” to ensure potency.

The rise of frozen food
While many of us today don’t think twice about grabbing an entrée from the grocery store freezer, this wasn’t always the case. Believed to be “cheap” or of poor quality decades ago, the frozen food sector became much more than ice cream and treats with the introduction of TV dinners, which were inexpensive and easy to heat and serve.

As households shifted from stay-at-home mothers to more women in the workplace, thus having less time to shop and cook, the frozen food market exploded. According to MarketsandMarkets, the value of the worldwide frozen food market in 2023 was $284.2 billion USD, and will grow to $363.7 billion USD in 2028, at a Compound Annual Growth Rate (CAGR) of 5.1 percent.

The reasons behind the increase include a significant reduction in food waste, the longer life span of frozen foods compared to fresh, the rise in e-commerce and the convenience of ordering frozen food online, and globalization in frozen food form. “Consumers can now enjoy a diverse culinary experience from the comfort of their homes, adding excitement and variety to their diets,” states MarketsandMarkets.

In her 2024 book, Frostbite: How Refrigeration Changed Our Food, Our Planet, and Ourselves, author Nicola Twilley explains how economical, temperature-controlled, land-based transportation and refrigerated infrastructure led to a dramatic “snowballing” increase in how we buy and store food. “Frozen food shipped by truck tasted better and cost less, and Americans responded by buying it in ever-increasing quantities,” Twilley writes. This led to the widespread introduction and distribution of new products such as Minute Maid frozen orange juice concentrate in 1946, and fish sticks in 1953.

Inevitably, individual frozen products would eventually be combined. The first true all-in-one meal arrived in 1954, when Swanson Frozen Foods introduced its frozen TV dinners. According to company lore, Swanson salesman Gerry Thomas saw the company had 260 tons of unsold Thanksgiving turkey the previous year. In what amounted to a mind-boggling engineering design flaw, the turkey—in 10 refrigerated railroad cars—needed to be used quickly, since the refrigeration only functioned when the cars were in motion. Instead of wasting the product—and pointlessly driving railway cars across America—the company cooked the turkey and added mashed potatoes and peas in airline-style food trays that were then frozen. While some critics called these TV dinners an abomination, Swanson sold a staggering 10 million trays in 1954.

Refrigeration reigns supreme
More than 70 years after TV dinners forever changed our perception of frozen food, convenience meals are more popular than ever thanks to advances in refrigeration and refrigerated transportation, freezing, storage and food safety. Many dollar stores—which used to have just coolers for soda and juice—now have entire sections dedicated to frozen food for budget-minded consumers.

And the market size for packaged, refrigerated, and frozen meals continues to grow thanks to consumer demand and lifestyle changes. With little time to get home from work and prepare full sit-down meals before getting their kids to hockey or dance practice, many parents are choosing hassle-free frozen entrées and meals that come out of the microwave piping hot in just minutes, instead of hours. To appeal to a broader range of consumers, manufacturers have expanded their offerings well beyond frozen TV dinners to products that are gluten-free, vegetarian or vegan, keto, or suitable for Paleo diets.

Serving a diverse range of sectors, including food and beverage, pharmaceutical, healthcare and others, the business of transporting, storing, and distributing refrigerated and frozen products shows no signs of slowing down. As global populations grow, supply chains expand, and consumers demand fresher products year-round, the cold chain has become not just a convenience but a critical pillar of modern life. At the same time, the industry is evolving to meet new challenges, with operators investing in energy-efficient refrigeration systems, smart temperature-monitoring technologies, automation, and more sustainable warehouse design to reduce environmental impact while maintaining precision.

From the humble root cellar carved into a windswept Newfoundland hillside to ultra-low temperature freezers safeguarding life-saving vaccines, the story of cold storage is ultimately one of adaptation and innovation. And as technology advances and expectations rise, the business of keeping things cool is sure to remain anything but static.

The post Rooted in the Past<p class="company">Considerations for Cold Storage</p> appeared first on Business In Focus Magazine.

To appear environmentally friendly, some manufacturers use buzzwords and carefully crafted marketing slogans in their packaging, TV commercials, and other advertising aimed at eco-conscious consumers eager to do the right thing. It isn’t enough for dish soap to be merely effective; it should also be “biodegradable” or “green,” ideally coming in bottles made from recycled plastic. Some companies claim their products are made in factories powered by “sustainable energy” or are “net zero,” while laundry detergent is promoted as not just gentle on skin, but “hypoallergenic,” “eco-friendly,” “non-toxic,” and “free from chemicals and dyes.”

While these and other encouraging terms are popular and resonate with buyers, reports suggest some claims are not only wildly exaggerated, but downright false. ‘Greenwashing’ is defined by Investopedia as “the act of providing the public or investors with misleading or outright false information about the environmental impact of a company’s products and operations,” and has grabbed the attention of consumers, governments, and environmental groups worldwide. Described as “misleading” by the United Nations’ Climate Action, businesses misrepresenting themselves as good environmental stewards are not only fooling the public, but undermining “credible efforts to reduce emissions and address the climate crisis.”

In 2022, the United Nations high-level group on net zero released Integrity Matters: Net Zero Commitments by Businesses, Financial Institutions, Cities and Regions. The 42-page report is unapologetic about greenwashing tactics, and contains numerous recommendations about Net Zero Targets, Increasing Transparency and Accountability, and Accelerating the Road to Regulation. In the report, UN Secretary-General António Guterres states: “We urgently need every business, investor, city, state and region to walk the talk on their net zero promises. We cannot afford slow movers, fake movers or any form of greenwashing.”

Despite Guterres’ forceful words and those of other global experts, it appears not all manufacturers are listening. There is a big difference between companies stating they are “good corporate citizens” and actually putting words into action. Businesses of all sizes—from local shops to multinationals employing tens of thousands worldwide—continue to be caught greenwashing, making deceptive environmental claims about everything from manufacturing processes to product contents and packaging.

One of the most questionable claims centers on one word: natural. Some businesses take liberties with “natural,” which suggests products like soap and shampoo are pure, made from organic ingredients, and devoid of synthetics and harmful chemicals. For buyers, it isn’t enough to skim the bold marketing text; we must carefully review ingredients and question claims.

Even with increased legislation, public shaming, and recent rules introduced by the European Union (the “Greenwashing Directive”) aimed at preventing bogus claims and compelling manufacturers to support their eco-friendly statements, greenwashing continues worldwide. In fact, a 2020 European Commission and national consumer authorities study of websites analyzed green claims of manufacturers producing everything from cosmetics to clothing. A screening of 344 suspicious claims revealed that, in 42 percent of cases, green claims were “exaggerated, false or deceptive and could potentially qualify as unfair commercial practices under EU rules.” To make matters worse, 59 percent of cases revealed traders didn’t provide “easily accessible evidence” to support claims. And in 37 percent of cases, manufacturers made circumspect claims products were “eco-friendly” and “sustainable,” leading consumers to believe products had “no negative impact on the environment.”

As companies strive to increase their market share, cases of greenwashing grow. Faced with competition from rival corporations and increasing costs, many manufacturers have jumped on the green bandwagon to appeal to consumers and cut costs, sometimes with disastrous results.

In recent years, restaurants have come under fire for single-use products such as plastic cutlery and non-recyclable containers, which add to mountains of landfill worldwide. In 2018, fast food giant McDonald’s substituted plastic straws for new “recyclable” paper straws at over 1,300 locations in Ireland and the United Kingdom to “protect the environment.” The problem: unlike their plastic counterparts, the new paper straws soon became soggy, and were too thick to be recycled.

Other companies have come under fire for claiming products were recyclable and/or compostable, including coffee companies Keurig and Lavazza. Popular for its individual cups, Keurig claimed for years its single-serve K-Cup pods were recyclable; more often than not, they weren’t. The revelation wasn’t just a blow to the company, but also resulted in Keurig Canada being ordered to pay a $3 million penalty following an agreement with the Competition Bureau. According to the Bureau, K-Cup pods “were not widely accepted in municipal recycling programs,” save for British Columbia and Quebec.

Along with the penalty, the company was required to change its claim about pod recyclability, pay an extra $85,000 for the Bureau’s investigation costs, and donate $800,000 to a Canadian charity focused on environmental causes. Stated Commissioner of Competition, Matthew Boswell, “Portraying products or services as having more environmental benefits than they truly have is an illegal practice in Canada. False or misleading claims by businesses to promote ‘greener’ products harm consumers who are unable to make informed purchasing decisions, as well as competition and businesses who actually offer products with a lower environmental impact.” As recently as 2025, another coffee company, Lavazza UK, was forced to backpedal on claims that their “eco cap” coffee pods were compostable, after research revealed the pods could only be composted in an industrial setting, not by home users.

Even companies known for environmental initiatives have been called out for greenwashing, including IKEA. The world’s biggest consumer of wood, the Swedish-based business was cited for making children’s furniture from pine tied to illegal logging in Russia’s boreal forests. And the world of fashion is not immune from claims of greenwashing, with well-known retailers like H&M and SHEIN going under the microscope for statements about sustainability, social responsibility, and greenhouse gas emissions.

Although some companies are making efforts to live up to their claims such as Nespresso, which sends out complimentary recycling bags for its aluminum coffee pods, the green movement took a hit recently when Canada’s federal government, following pushback from lobbyists, cited “investment uncertainty” regarding greenwashing, stating these provisions are “having the opposite of the desired effect, with some parties slowing or reversing efforts to protect the environment.”

When it was passed in 2024, Bill C-59 introduced changes related to deceptive advertising, including greenwashing. This saw the Competition Bureau state: “While the supply of ‘green’ products has greatly increased, there has also been an increase of false or misleading environmental ads or claims, also known as greenwashing. This practice harms competition because it misleads consumers into believing they are making environmentally friendly choices when they aren’t.”

While some businesses expressed relief, environmentalists are worried companies will be less accountable with claims. The Canadian Association of Physicians for the Environment (CAPE) recently posted, “Tell the Prime Minister: Protect Canada’s anti-greenwashing rules.” An online submission page, it is aimed at the oil and gas industry, holding companies responsible and preserving Canada’s anti-greenwashing rules.

Citing “climate disinformation,” the message states in part, “When companies misrepresent the health and environmental impacts of their products, they obscure risks that directly harm people: worsening air pollution, extreme heat, wildfire smoke, heart and lung disease, and more. People in Canada need truthful, evidence-based information to protect their families and communities. Removing truth in advertising laws amounts to rigging the market to favour big polluters over genuinely green industries, undermining innovation and the energy transition.”

As the old saying goes, “If something seems to be too good to be true, it probably is,” and consumers need to question manufacturer claims to avoid being victims of greenwashing.

The post Buyer Beware<p class="company">Avoiding the Greenwashing Trap</p> appeared first on Business In Focus Magazine.

The story of Kin Canada is one of hope, determination, and adapting to changing needs. At the young age of 20, Rogers was already a World War I veteran. Upon returning to Canada and missing the camaraderie of his fellow soldiers, Hal’s father encouraged him to become a Rotary Club member. “At that time, you could only join one organization,” says Kin Canada’s National President, Patrick Bowers, “but because Hal’s father was already a Rotarian, he wasn’t allowed.”

This led to Hal and “a small group of like-minded men” coming together and creating The Kinsmen Club in Hamilton, Ontario, on February 20, 1920. By 1926, nine cities across Canada boasted charter Kinsmen clubs, and 150 by 1945. “And here we are, all these years later, and over $1 billion donated to Canada,” comments Bowers.

Growing membership
Through fundraising at national and local levels and innumerable initiatives and projects, Kin Canada remains dedicated to “Serving the Community’s Greatest Need” in every province through service, fellowship, positive values, and national pride. Like many nonprofit service organizations, Kin Canada has evolved over the years. Open to all races, colours, and creeds, Kin Canada today includes all-male Kinsmen Clubs, all-female Kinette Clubs, male and female Kin Clubs, and a Campus Club. At present, Kin Canada has 4,589 members and 355 clubs across the nation.

“We are growing as an organization,” shares Bowers. “We are gaining members, and recently chartered a new club in Alberta with 31 new members.”

Celebrating its 100^th anniversary in 2020, Kin Canada is well known in every corner of Canada. Promoting itself through its website and an active online presence, word-of-mouth remains the main recruiter. “The actual members of the association themselves are the clubs,” says Bowers. “We leave a lot up to the clubs, and that’s why we are so successful and have been around for so long.” Some individuals have been members of Kin Canada for 50 years or more. 18 is the minimum age, with some members in their 90s.

Every Kin Canada club is its own separate legal entity and can make operational and project decisions, provided they align with the association’s mission. This means clubs can decide which projects to implement based on their community’s greatest need. All clubs have an executive, including a president, a treasurer, and other roles, and individual members join a specific club based on factors such as proximity, type of club (Kinsmen, Kinette, or Kin), and the types of projects undertaken.

Helping others
“People see the good that we are doing in the communities and the fun that we have on projects, and that’s a huge motivator for members of the community,” says Bowers. “When we’re out there, it’s not work; it’s actually fun. We do a lot of fellowship and education,” he says.

“The three pillars are service, fellowship, and personal development. Services are what we do in the community, all the projects; fellowship is the fun we have; and personal development includes education, including on our website where members can log in and do just about anything they want online. And if it’s not there, they will let us know, and we can create something for them. We are membership-driven, so whatever they want to do is where we will go.”

Particularly at the local and community level, Kin Canada relies on club actions and activities to get the message out; at the national level, the organization uses online social media platforms to highlight projects. “We are in the process of doing a national branding audit to fully understand where we sit in the public’s view with regard to our brand awareness and recognition,” Executive Director, Randy Sidhu, tells us. “We can then determine where time and resources can be allocated to further promote the association over the course of the next three to five years.”

Meeting needs across the country
For Kin Canada, making a positive difference sometimes means different things, depending on the time and place. Kin Canada—through its 60-year-long partnership with Cystic Fibrosis Canada—has raised more than $52 million for CF research and support. “Without the commitment of our Kin friends, we would not have progressed as far as we have in the fight against cystic fibrosis,” states Cystic Fibrosis Canada CEO, Kelly Grover, on the organization’s website. “You have added years to the lives of children and adults with cystic fibrosis and because of YOU there is hope for people with CF to live longer, better lives.”

Kin Canada continues to raise funds for other causes as well, including Canadian Blood Services (which also sees members donate blood), Coldest Night of the Year, Feed the Need, and disaster relief charities. The organization advocates for worthy organizations and is always open to new partnerships meeting its values and ideals.

Clubs tend to focus on the greatest needs of their communities, and recent years have seen many Canadians struggle with affordable housing, food insecurity, and clothing/general goods affordability. “We also look at challenges that are less visual [such as social disconnect, which Kin Canada combats with community connectivity and engagement events], or those initiatives that many believe are solely tied to levels of government, like infrastructure improvements and development,” says Sidhu. “Kin Canada and our 350-plus clubs are always looking at what the greatest needs are within communities across the country, and to try to combat those challenges through various projects/initiatives and fundraising.”

Being flexible and proactive, and allowing every club to determine its own needs, is key. Members keep their fingers on the pulse and discuss changing priorities, ranging from the need for tiny homes in a community to an individual in need of eyeglasses. In one instance, members are connected to someone skilled at fixing wheelchairs which are then donated to someone in need.

“People have different skill sets,” says Bowers, “and there’s nothing better than donating something to someone who can’t afford it and seeing the look in their eyes; it’s very satisfying.” No matter the cause, big or small, it all comes down to making a positive difference in the lives of others. “You can go to almost any community across the country and see signs of Kin Canada somewhere, whether it be a ball field, stadium, food bank, health centre, playground, or accessible playground,” he says.

The next generation
Like many others, Marley Hanishewsky grew up as a Kin Kid, with both parents heavily involved in the organization. In 2014, she joined the campus Kin Club in her first year at the University of Regina. After completing her studies, Hanishewsky moved back home for a year and joined the local before relocating to Regina in 2018.

While at university, she felt there was a lack of representation at a national level about what younger people wanted or needed. “I felt it was lacking millennial voices,” she says. Soon, she joined the club’s support committee, her first stab at leadership. After a few years, she joined the district team and served as Deputy Governor in Saskatchewan before running for the National Board of Directors, joining in 2020-21. This led to her running for National Vice President in 2022-23, winning, and being elected the youngest female National President in the association’s history.

“That was something I was quite proud of,” she says, and this served as her inspiration for a new recognition program: the Top 30 Kin Members Under 30. Just 29 at the time she became National President, Hanishewsky wanted a way Kin Canada could celebrate the next generation. “There are so many amazing things my generation is going to do for Kin Canada, and that’s not the typical age that you see members,” she says. “I felt that it was really important to shine a light on younger members, as well as provide a safe space for them to shine and thrive. I very much think it’s not just about the act of saying, ‘We’ll make room at the table for you,’ but actively making room, bringing the extra chair, and showing them how to get there,” she says.

“I’ve gone forward and created a Next Gen Kin advisory council, so that’s one of my babies for my last remaining year on the board,” she says. “As time goes on, different generations are interested in different things, and they are more passionate about supporting certain causes—you can see that in some clubs that have those younger members. We tend to thrive on tradition and history, because we are so proud of the tradition and history of these clubs. A lot of these clubs across Canada have longstanding histories and longstanding partnerships. When you bring in the next generation, you have people who can be passionate about different things and create new opportunities for your clubs,” she enthuses.

“One of the things we are seeing across the board is the need to support mental health in Canada and the need to combat food insecurity in Kin Canada and across the country. So I think having a wider spread of people—from whatever background they come from—will bring in the ability for Kin Canada to serve more widely, and more accurately, the needs of Canadians right now.”

The post Changing with the Times<p class="company">Kin Canada</p> appeared first on Business In Focus Magazine.

“It’s not enough to say, ‘We have the best talent,’” says Carrie Kelly. “Externally, it really is about differentiating ourselves from other Jefferson Counties by building on our strengths and what is special here—especially around innovation and other industry clusters—and getting that information out there.”

Joining the Jefferson County Economic Development Corporation (JeffCo EDC) last August as President and Chief Executive Officer, Kelly brings years of industry experience to her role. Serving previously as Managing Director at the Site Selectors Guild, her other positions include CEO and Founder at Pick it Up! Management & Consulting, Executive Director at the Arizona Association for Economic Development, and Executive Director at the Downtown Santa Barbara Organization.

With extensive knowledge in the private, public, and nonprofit sectors, Kelly was the ideal choice to lead JeffCo EDC. While at the Arizona Association for Economic Development, she grew membership over 40 percent, and leading key strategic advocacy efforts saw large investments from major corporations like Intel and the Taiwan Semiconductor Manufacturing Company (TSMC).

“Carrie brings a unique blend of strategic vision, operational excellence, and a passion for building collaborative communities,” stated Tony Giarratano, JeffCo EDC’s Chair of the Board, in a media release. “She sees the big picture while understanding the day-to-day effort required to move a region forward. Her leadership will be vital as JeffCo EDC continues to grow its reach and impact.”

A connected ecosystem
“I think what ultimately brought me to JeffCo was JeffCo,” says Kelly, whose previous positions saw her having “a front row seat into economic development organizations,” and how they operate across the U.S. and worldwide. “I saw different funding models, structures, missions, strategic plans, and staffing approaches, and Jefferson County really stood out. It is a place where I can see myself living, working, and raising my nine-year-old daughter, which was really important to me.”

Along with the county’s many amenities, she was drawn to JeffCo’s organizational structure itself, built around three pillars she considers essential for community economic vitality. Unlike some other counties, JeffCo EDC’s integrated model brings together economic development, Chamber initiatives, and leadership programming under a single umbrella.

“It’s a unique structure, having the Chamber, the EDC, and Leadership JeffCo under one umbrella of JeffCo EDC,” she says. “It’s a connected ecosystem.” JeffCo EDC works on the strategic side, focused on attracting and supporting primary employers, business attraction and retention, growing primary industries and sites, and policy development. The Chamber, meanwhile, is focused on small business and networking events in the region.

For over 40 years, Leadership JeffCo has remained the key pipeline bringing together emerging and established leaders from business, government, education, and nonprofits to build relationships, understand the underpinnings of the community, and work to execute initiatives.

“It’s a really incredible continuum of economic vitality that we have in the community, and definitely why I was interested in coming here,” adds Kelly. “Since I’ve come on board, I would say my guiding principle has been with the intersection of those three pillars, and using that vantage point to tell the JeffCo story more clearly.”

Although Jefferson County isn’t Metro Denver or a mountain community, the area is a strong tourism destination and so much more. “We are a county with our own economic identity,” states Kelly. “We have world-class employers, thriving businesses, and leaders that show up day after day for the community. So it’s really about focusing on driving our work in those three pillars and creating an original plan that encompasses all of those and that storytelling. We are doing that for potential investors, the community, the state, and site selectors, and all those different points translate into those arenas.”

Key industries
Over the years, diverse businesses have chosen to call Jefferson County home, including those in advanced manufacturing, aerospace, energy, and outdoor recreation, and much of this has been made possible by Leigh Seeger, Vice President of Economic Development. A fourth-generation Colorado native, Seeger has been with the EDC for over 15 years and is responsible for creating, implementing, and managing the economic development workplan and its efforts to attract, expand, and retain primary employers in Jefferson County. Her main responsibilities are focused on business recruitment and expansion of primary employers, working directly with businesses and site location consultants and handling recruitment and expansion deals for companies including Lockheed Martin, Ball Aerospace, CoorsTek, Pilatus Business Aircraft, the Coleman Company, and many more.

At JeffCo, industry sectors are broken down into two categories. The first are major primary industry clusters with an established presence who are growing and have a large concentration of employment and resources. Traditionally, this includes aerospace and the likes of Lockheed Martin Space, one of five divisions headquartered in Jefferson County. The second category are targeted strategic sectors that may not be large and established like primary clusters but are ones that are seeing a lot of activity and rapid growth.

Another major target for JeffCo is energy. “We’ve got the National Laboratory of the Rockies (NLR) here, which is the federal government’s premier energy laboratory in Jefferson County, and a big driver for the cleantech/renewable energy side,” explains Seeger.

On the biosciences side—medical devices in particular—the area is home to Terumo Blood and Cell Technologies (BCT), a major employer and the State of Colorado’s largest medical device manufacturer.

To help ensure business attraction, the team at JeffCo EDC monitors strategic industry clusters where there is a lot of activity and interest in the county. “We want to make sure we understand that ecosystem, know where we are competitive, and see where we can improve and direct our resources in terms of proactive recruitment and marketing,” says Seeger.

Aviation and complementary businesses remain a key focus for the county. The area is home to Jefferson County’s regional airport, the Rocky Mountain Metropolitan Airport (RMMA). With nearly 200 acres of aviation land for development, it has been earmarked as a strategic growth area.

Along with these sectors, another fast-growing area is “R.E.D..” An acronym for Research, Engineering & Design, R.E.D. industry employment in the county grew 23.5 percent from 2018 to 2023, far outpacing the 17 percent national growth rate. According to JeffCo, “the concentration of ‘R.E.D.’ jobs in Jefferson County is nearly three times the national average.” And no wonder, with assets like the top-rated Colorado School of Mines and 243 percent more engineers than the national average. “We’ve got a lot of engineering companies and talent here, so we compete very well for companies that need engineering employees,” says Seeger.

Other factors boosting attraction and retention include Colorado’s ranking as the number two state to start a business and number one for women entrepreneurs. And to help further support the business community, Jefferson recently became one of the first counties to eliminate its portion of the business personal property tax. These incentives, and many others, are paying off.

“We had the second-largest number of approved incentives for their fiscal year 2025 amongst the 64 communities in Colorado,” shares Seeger. “The State of Colorado has a number of incentive programs to recruit companies to Colorado, and the largest is the Job Growth Incentive Tax Credit.” Performance-based, the Job Growth Incentive Tax Credit is an eight-year job creation incentive supporting “competitive, multi-state, or country relocation and expansion projects,” according to Colorado’s Office of Economic Development & International Trade. “The tax credit gives businesses a Colorado state income tax up to 50 percent of the FICA (Federal Insurance Contributions Act) tax paid by the business per net new job for each calendar year in the credit period.”

Business-friendly
One of JeffCo’s biggest mandates is working with the government affairs committee on business-friendly legislation. “One thing we do for economic development is we try to streamline and make all incentive applications and processes as easy as possible for companies,” says Seeger. “JeffCo EDC helps with the process and site selection in general. We help facilitate incentive requests to make it as easy as possible, to help make Jefferson County the most competitive location in terms of cost of doing business.”

Owing to its business-friendly environment, established industry base, tax incentives, and much more, Jefferson County is seeing plenty of interest from not only U.S.-based companies, but those from Australia, New Zealand, and the United Kingdom, many involved in developing new technologies, cleantech, and advanced research. Other firms are choosing Colorado to reshore their operations back to America.

Among the recent companies coming to Jefferson County is low-carbon iron startup Electra who is building a 130,000-square-foot facility in the county. Expected to be operational by mid-2026, Electra will create hundreds of well-paying jobs and invest millions in new capital.

The area will also soon see Quantum COmmons in Arvada. Currently under development, this will be a 70-acre high-end quantum research center, an industry campus, and a place for companies to locate and invest. “We’ve got a pretty good lead on the competitive advantages and ecosystem for quantum industry in Colorado, so this will really increase that and make us the epicenter of the world for this industry,” says Seeger. “It recently broke ground, and will be a huge international asset for Colorado and JeffCo.”

Although business sectors may shift over time, JeffCo EDC is there to advocate for high-impact industries, including cleantech, quantum, aerospace, and other entities that bring lots of opportunity to the region, export a majority of their goods or services, invest in capital, hire local employees, pay high average wages, and have a strong job multiplier effect to strengthen and anchor industry clusters. “Cleantech is an area we have always led in, and I think that is something we will continue to focus on,” says Seeger. “JeffCo has one of the highest concentrations of cleantech employment in the state, so that’s something we see a lot of activity in. I think quantum is also going to be a big driver soon in terms of economic activity.”

These, Seeger says, are areas in which Jefferson County truly stands apart and will continue to do so—celebrating industries and welcoming businesses “that have high impact, support our existing ecosystem, and will help drive growth.”

The post The Bigger Picture<p class="company">Jefferson County, Colorado</p> appeared first on Business In Focus Magazine.

Back in 1928, young Karl Garaventa pioneered ropeways to transport logs across Switzerland’s rugged mountains. This carved a path for cable cars, global expansion, elevators, and lift solutions, ultimately making life more accessible and inclusive for everyone. As an industry pioneer, Garaventa Lift built the first tramway in Palisades Tahoe (then Squaw Valley) in 1967. About 10 years later, the company installed the first wheelchair lift in America, a dozen years before the Americans with Disabilities Act became law.

Expanding into other countries, including Canada, in the mid-70s, Garaventa Lift has grown organically and through acquisitions, and began manufacturing home elevators in 2008. In 2018, Garaventa Lift became part of a TSX-listed group when it was acquired by Savaria.

Investing in people and products
Over the decades, Garaventa Lift has built a reputation for quality, innovation, and service that exceeds customer expectations. The company’s lift solutions are found everywhere, including private homes, places of worship, schools, train stations, and commercial and office buildings. No matter where the company’s custom-made products are located, one thing remains the same: Garaventa Lift’s unwavering commitment to its customers.

“Garaventa Lift employees remind each other that the products we build have a purpose: helping people,” says Senior Regional Sales Manager, Kari Collins, from the company’s Canadian operations in Surrey, British Columbia. “We are enabling people to stay in their homes and to move throughout the world in public spaces. We are breaking down barriers, and that’s truly felt from the top down. Those messages are being shared and heard continuously. We take pride in what we do because we know we are not just building the widget, we are not just building ‘something’—we are creating products that help people in their day-to-day lives.”

The world is very different today from when Collins joined Garaventa Lift 33 years ago. Not only has lift technology advanced, but attitudes toward women in the workplace have changed. When Collins joined, the lift industry was male-dominated. Today, the company has more women on the shop floor, working as lead hands, office managers, and supervisors.

“We are very progressive that way,” says Collins, who supports women in the sector and advocates for their interests. Starting as a product designer, she has been responsible for product management, product releases, product engineering, scheduling, production, and inside sales with a focus on architects. Today, she is Garaventa Lift’s first and only senior regional manager, heading a team of regional managers.

Collins is not alone in reaching 30-plus years with the company. Garaventa Lift is known for retaining its staff because of how well it treats them. Senior employees are valued for their wealth of experience, which they readily share with new workers, helping to make Garaventa Lift a great place to work and grow. And the management team has a strong, family-first approach with an emphasis on work-life balance. Support for employees starts at the top.

“What has made me successful at Garaventa Lift is being given opportunities to step forward, take the lead, and develop,” Collins says, “and to really strengthen my confidence, not just as an employee, but as a person. I’ve really been given opportunities. Some of them were scary, but you do become comfortable with being uncomfortable. That piqued my interest enough to make me stay as long as I have. So I give thanks to the mentors I’ve had at the company for these opportunities, and for letting me see what I can do with them.”

Adapting to change
Since no two locations are the same, all Garaventa Lift products are precisely measured, designed, custom-manufactured, and installed. Serving clients in four markets—residential lifestyles, public accessibility, residential accessibility, and independent living—Garaventa Lift has seen shifting trends in recent years, including technology and generational changes, such as the emergence of two audiences for its lift products and solutions. There are those whose loved ones are in wheelchairs and need to manoeuvre around the house; other buyers, perhaps in their 40s, are thinking ahead to their golden years and futureproofing their homes for when accessibility becomes a challenge. “We need to adapt to both and cater to what they are looking for,” says Collins.

“When the corporation was created, there was very much a focus on that generational change and how to maintain accessibility for everyone,” says Brett Taylor, Vice President of Operations. “How that has grown and evolved has been quite significant.” Today, many customers want residential elevators that are not just functional but also beautify their homes or serve as conversation pieces. Many homeowners today want them installed in see-through glass enclosures, often with visible mechanical components for an interesting industrial look; some buyers are choosing bold circular designs and other imaginative solutions.

“We have a range of products that are attainable for everyone, from entry-level to something quite fluid,” says Taylor. “And I think it’s very interesting, because it covers a large spectrum, allowing homeowners to be creative and realize their design vision.”

Today, not only homeowners but architects and builders are incorporating accessibility products into their designs for everything from high-end homes to rental housing. With real estate becoming more expensive, people are building up, not out, and customers want elevators for everything from moving Christmas decorations downstairs to lugging vacation luggage.

“In North America, it’s more vertical now,” Collins explains. “You could call it a luxury, having this type of equipment, but when you’re hauling vacation suitcases up and down four floors, it feels less like a luxury than a necessity.” Garaventa Lift was recently behind the installation of 150 elevators for a 75-unit townhome project. “They are building forward, looking at who’s going to be buying these places and building it right into the design on the ground floor.”

Some homeowners plan inventively for future mobility needs by creating stacked closets in their houses. By designing a series of corresponding closets or cabinets on each floor, lined up on top of each other, a hoistway can be created. When needed, the closets/cabinets can be removed, and an elevator installed in the vertical stack.

Garaventa Lift recently worked with one of its partners on a glass elevator in an enclosed hoistway. Instead of a plain background, a muralist painted ocean scenery on the inside of the hoistway. As the elevators went up and down, anything below the upper landing was ‘underwater.’ The lower the elevator went, the darker the ‘water,’ complete with sea creatures at the bottom. “They even had a little mermaid song playing,” says Collins. “Our products are as imaginative as you want them to be—or as simple.”

Embracing technology
Just as markets are changing, so is Garaventa Lift’s approach to technology. The company is brilliant at listening to its customers, many of whom grew up with technology and are requesting elevators and accessibility devices with the newest state-of-the-art features. Even in the design phase, many customers prefer to see videos of elevators in use and virtually explore their designs and features, so Garaventa Lift gives them the tools to create their own 2D and 3D renderings.

Through the company’s innovative Design Your Own Elevator Cab tool, clients can select colours and upgrades, fixtures, lights, handrails, gates, and more. Many of these sophisticated sales aids trace their development to the pandemic, when homeowners couldn’t visit showrooms and went online for products and ideas. “Virtual design tools are fantastic, because they allow people to see what the product will look like in their home, with the features they want,” Taylor explains. “And this is important for consumers right now, helping them get what they want for their money and being able to do it from their own home.”

In manufacturing, the team has introduced robotics and autonomous running cells in recent years. This allows Garaventa Lift to program in advance and run equipment without human intervention. “The factory scene is changing globally. To maintain that competitive edge and to attract talent, you need to have technology,” says Taylor. This investment will see the company become faster, more effective, and more cost-competitive. “Our product has always been and will continue to be hand-built, by trained and qualified individuals that build in quality with ownership,” says Taylor.

And the company’s moves haven’t gone unnoticed in the industry. Recently, Garaventa Lift was awarded the 2024 EW Ellies Award for Best Supplier – Accessibility by NAEC, the National Association of Elevator Contractors. “It’s like a Grammy Award,” says Constantine Nip, Sales and Marketing Director. “The 2024 EW Ellies Award reinforces our mission to make every space accessible and inclusive, ensuring that everyone can navigate their environment with ease and dignity.”

Looking forward
With its eye on the road ahead, Garaventa Lift is hiring Red Seal workers to maintain its equipment, which include machinists, electricians, and millwrights, and maintains an apprenticeship program, aiming to build up the future workforce. From an environmental, social, and governance (ESG) standpoint, the company has invested in its paint powder process line and can recover 100 percent of powder waste. “This is something we didn’t have before,” Taylor shares. “We’re being considerate of the environment, reuse, and recycling. We also have LED lighting in our products now instead of any halogen, which means less energy consumption. And we have different options in our elevator products—there’s hydraulic, which uses oil, but a lot of people are switching over to electric with servo drives. So we have that option available for our customers as well, producing a smaller environmental footprint.”

As technology, design preferences, and environmental priorities evolve, Garaventa Lift continues to adapt, proving that progress happens when a company listens closely, invests boldly, and never loses sight of the people it serves. Nearly a century after Karl Garaventa first engineered ways to move people and goods across impossible terrain, the company that bears his name continues to embrace that same spirit of ingenuity and commitment to improving lives. With its blend of craftsmanship, creativity, and compassion, Garaventa Lift is poised to carry its legacy of lifting communities well into the next century.

The post Sometimes You Just Need a Lift<p class="company">Garaventa Lift</p> appeared first on Business In Focus Magazine.

“We offer the most comprehensive array of cryogenic services for the manufacturing industry under one roof in all of North America,” says Assistant General Manager Ryan M. Taylor. This is a bold statement, but the truth is, no other supplier even comes close to Nitrofreeze.

Some solely do cryogenic treatment, cryogenic deflashing, or cryogenic deburring. Others handle just deflashing and deburring, and some focus only on cryogenic treatment, thermal cycling, or shrink fitting. By providing all these services and more, such as thermal cycling, helium processing, dry ice blasting, other cryogenic part-enhancement processes, and equipment rentals, Nitrofreeze Cryogenic Solutions truly functions as a one-stop shop.

“That’s how we set ourselves apart,” Taylor says, although he notes that the company also performs process development work and qualification runs for some customers, including performance and operational qualification.

Strong core values
The respected Cryogenic Institute of New England, Inc. stands in the City of Worcester, Massachusetts. Operating under the brand name Nitrofreeze Cryogenic Solutions, it’s referred to by many simply as Nitrofreeze. Certified to both ISO 9001:2015 and International Traffic in Arms Regulations (ITAR) standards, Nitrofreeze is the kind of company that clients of all kinds trust completely to get the job done quickly and professionally.

With the well-defined mission, “Serving, enabling, and empowering others is our greatest opportunity to make a difference!” Nitrofreeze’s strength comes from sturdy values such as integrity, exceeding customer expectations, and being a respected part of the Worcester community.

Internally, these values extend to the whole team, with the company creating a culture that welcomes opportunities for advancement, supports respect, dignity, and diversity, and operates with the utmost respect for safety and the environment. This spirit exemplifies Nitrofreeze’s commitment to provide customers with a competitive advantage through the use of cryogenic technologies while adhering to core values of integrity and strict workmanship standards.

Quality and service
The company’s story began around 2001, when Robin Rhodes purchased a Connecticut company called Nitrofreeze, which specialized in cryogenic treatment. As the new owner and president, Rhodes soon moved the business to Massachusetts.

Realizing cryogenic treatment alone wasn’t enough to expand the business, he set up additional services to enable growth and brought in deflashing machines from California. To ease the handling and delivery of the nitrogen tanks, Rhodes moved the company from an upper-level old mill space to a ground-level location.

“Rhodes started deflashing as a service, and realized there was growth there,” Taylor explains. “And that side of the business has been our main driver for nearly 20 years.”

Taylor himself, who had been with Nitrofreeze Cryogenic Solutions from 2007 to 2014, brought his extensive background in sales, marketing, and business development back to the company about three and a half years ago. He realized during his first tenure that although the company had a website, it wasn’t actively marketing its deflashing and deburring capabilities. It wasn’t long before these services were being extensively advertised, setting off “astronomical growth.”

In 2010, the company purchased its own 5,000-square-foot building and, prompted by the growing demand, went from one deflashing machine to four in a matter of just a few years.

Today, Nitrofreeze provides cryogenic services and equipment to clients in numerous industries. Key sectors in recent years have been medical and automotive, as well-known car manufacturers are opening or expanding plants across the United States.

The bulk of Nitrofreeze’s work deals in small, intricate parts, ranging from parts like Teflon and silicone gaskets—half the size of a pinky nail—to surgical caddies at the larger end. Used in operating rooms, these medical-grade caddies are usually made of polypropylene and hold surgical instruments. “We run one at a time, and they’re flawless when they come out,” Taylor tells us.

On the automotive side, Nitrofreeze recently did some work on molded parts used inside Mercedes-Benz, BMW, and Audi headlight enclosures. “If you’ve got something that’s a [quantity of a] million or less, that’s the sweet spot for us,” says Taylor, although the company has processed upwards of 10 million parts per year depending on the part’s respective geometry.

Saving time and money
Removing unnecessary bits known as burrs from parts by hand is expensive, tedious, and slow. Taylor has been in factories where employees at conference-sized tables were using microscopes to perform deburring. And of course, parts can’t be deburred by hand anywhere near as quickly as they can using Nitrofreeze’s services, to say nothing of the risk of contracting carpal tunnel syndrome over time.

“[Our advantage] is multifaceted,” says Taylor. “The first aspect is time, and time is money. Instead of paying employees, we can run hundreds or even more than a thousand parts per hour, and turn parts around in two business days.” Usually, lead times are between two and five business days, with same-day and next-day services available at an additional cost.

“Most of what we do is thousands of parts at a time,” Taylor says, as he describes the risks of deburring by hand. “If you take off too much material, you’ve got a scrap part. But our process is largely non-abrasive. We’re not freezing the part all the way through; because the flash and the burrs are so much thinner, that’s what freezes. And when they start ‘tumbling,’ that’s what removes some of it, and then blasting does 80 percent of the work.”

Deflashing is for molded parts made from silicone, urethane, rubber, or plastic. For proper function, extraneous material must be removed. These parts are chilled with gaseous nitrogen, tumbled, and blasted with fine polycarbonate media that’s almost sand-like. Once this is done, the parts are cleaned and dried. If a customer requests additional cleaning, this can be done in an isopropyl bath or a wash. The same process applies to deburring.

“Predominantly, we are working with four forms of material,” Taylor explains. “We are doing plastics, rubbers, some aluminum, and some forms of stainless steel.”

As Assistant General Manager, he is optimistic about the future of Nitrofreeze. This year, the company is on track to see eight to ten percent growth, and one of his goals is to enhance Nitrofreeze’s partnerships with manufacturers of the equipment the company is currently using and selling to customers.

“On the service side, the three drivers are deflashing and deburring, which I group together; dry ice blasting, which is an opportunity; and then cryogenic treatment,” he says. “I’d like to see us do more deflashing and deburring, that being the main driver, but also see the other two lines pick up. It would be nice to get more machine cutting tool customers and a more regular cryogenic treatment line. We continue to push the deflashing, deburring, and dry ice side of the business—I think that’s the opportunity to grow for us.”

The post Turning Parts Into Perfection<p class="company">Nitrofreeze Cryogenic Solutions</p> appeared first on Business In Focus Magazine.

An upscale western suburb of the Chicago Metropolitan Area on the boundary of Chicago, the roots of the Village of Oak Park reach back almost 200 years. Initially settled in 1835, the area became incorporated in 1902 after it separated from Cicero, Illinois. Booming in the 1870s with the expansion of railways and streetcar lines, the area soon became known as the ‘World’s Largest Village.’ Over the years, its reputation grew, and The Village is known for its formidable residents including Frank Lloyd Wright, Ernest Hemingway, research chemist Percy Julian, former Illinois Senate President Phillip Rock, and author Edgar Rice Burroughs.

Today, the Village of Oak Park proudly celebrates its history. Thousands of visitors come to the area every year to see the world-famous Frank Lloyd Wright home and others designed by the respected architect, or to take a tour of Ernest Hemingway’s house of birth, at 339 Oak Park Avenue. Other popular attractions include the Wonderworks Children’s Museum, Oak Park Conservatory, Pleasant Home—a 19^th-century mansion used for weddings, celebrations, and corporate events—Rickshaw Rick Tours & Taxi, Oak Park Farmers’ Market, and many more.

Economic vitality
Recently, the Village of Oak Park engaged Camoin Associates, a full-service economic development consulting firm, to undertake an economic vitality strategy study. “The consultants recommended the Village establish the Office of Economic Vitality and have this department oversee and coordinate all Village departments,” says Assistant Village Manager of Economic Vitality, John C. Melaniphy. With almost 40 years dedicated to economic development, real estate market analysis, public-private partnerships, and site selection, Melaniphy previously served as Director of Economic Development for the Village of Niles.

The Village hired Melaniphy and recruited two Economic Vitality Administrators and an Office Coordinator in mid-June, and a new office outside the Village Hall in the heart of downtown Oak Park was established to be part of the business fabric. “The primary objectives were to make economic vitality the centerpiece of the Village strategy in all departments,” says Melaniphy.

For businesses of all sizes, Oak Park has much to offer. The Village generated retail sales of over $640 million in 2024, and there are 12 distinct business districts, all of them offering their own unique charm and character and a mix of restaurants, retailers, salons, galleries, and various professional services.

“Oak Park is fortunate to have so many active business districts and community organizations,” says Melaniphy. The districts include Downtown Oak Park, Pleasant District, Hemingway District, Madison Street, Chicago/Harlem Historic District, Chicago Avenue at Austin Boulevard, North Avenue, Garfield Street at Harlem Avenue, Southtown, Roosevelt Road, Oak Park Arts District, and Lake Street at Austin Boulevard. According to Melaniphy, the Office of Economic Vitality regularly meets and collaborates with the Oak Park River Forest Chamber of Commerce, Downtown Oak Park (DTOP), Explore Oak Park & Beyond, the Business Association Committee (BAC), Hemingway District, Arts District, and the Oak Park Civic Committee, among others.

“These organizations were generally incorporated to enhance and improve the business districts and business climate in their respective areas,” he explains. “There are a variety of special events that occur in the respective business districts to generate customers and repeat visits. Oak Park is a special place thanks to all the businesses and residents that elevate the quality of life in the community.”

Within the Village Manager’s office, the Office of Economic Vitality now directs Oak Park’s business attraction and retention efforts. With economic vitality staff going “on offense,” they are actively engaged in attracting new businesses to the Village. Representatives of the Village also attend trade shows and work with a variety of economic development agencies including World Business Chicago, the Illinois Department of Commerce and Economic Opportunity (DCEO), the Cook County Department of Economic Development, the Small Business Development Center, the Cook County Workforce Partnership, Triton College, the International Council of Shopping Centers, and many others.

“The Office of Economic Vitality will also aggressively conduct business retention visits to Oak Park businesses. The objective of these visits is to ensure that local businesses understand they are valued by the Village, and are notified of all the Village resources, façade grants, and incentives that are available to them to help grow their business.”

Strong business growth
Oak Park residents have much to be proud of, from the area’s history to its many businesses. From local shops to neighborhood restaurants, there is a strong ‘shop local’ philosophy, and residents take pride in their downtown areas and commercial corridors. To make restaurants even more inviting, many have added a significant amount of outdoor seating for seasonal use.

Along with restaurants and stores, Oak Park is also home to the new Comedy Plex Comedy Club, while for film buffs, there is Classic Cinemas Lake Theatre. A fully restored historic movie theater in the heart of downtown, the seven-screen venue boasts 7.1 surround sound and 4K digital projection. “These add to the nightlife in Oak Park,” says Melaniphy.

For Melaniphy and the team at the Office of Economic Vitality, their efforts are paying off. This year alone has seen the opening of approximately 80 new businesses in the Village and counting. Some of the latest additions to downtown Oak Park include Seoul Avenue, Breakfast House, Pure Green juice bar, The Book Loft Oak Park bookstore, and Ruby Fine Hibiscus Tea, among others.

Next year, Barnes & Noble will establish a new store in the former Marshall Field and Company building, at 1144 Lake St. The owners of the historic building are undertaking a major renovation of the structure. With plans to anchor this iconic location at the western gateway into Oak Park, Barnes & Noble will lease 25,000 square feet on two levels, which will include a store and café.

Along with Barnes & Noble, a new 55,000-square-foot Pete’s Market grocery store is under construction at 640-728 Madison St. Mindful of local history, the new store is incorporating original architectural features from the property. Set to open in early 2026, the Market will serve Oak Park consumers and become a major sales tax generator for the Village.

The area will also soon be home to a new Holiday Inn Express. Initially approved in 2019, the project was delayed because of COVID-19. Currently under construction in the historic Oak Leaves Building at 1140 Lake St., the hotel will offer 68 rooms on the second through fifth floors, with other hotel rooms in the building’s annex. Expected to open this year, the hotel “will provide modern overnight accommodations in downtown Oak Park in proximity to all the shopping, dining, and entertainment establishments,” says Melaniphy.

Of course, accessibility is key for residents and visitors alike to take advantage of all that Oak Park has to offer. The area is easily accessible by transit, and “there has been a significant amount of new, transit-oriented mixed-use development in downtown Oak Park in recent years, with the addition of nearly 1,000 new housing units,” adds Melaniphy.

Proud of the area and all it has to offer businesses, residents, and tourists, he takes an optimistic view of the future. “President Vicki Scaman and the entire Village Board understand the needs of business owners, and the business owners themselves understand the challenges businesses face every day,” he says. “The Village of Oak Park is a great community in which to own a home, raise a family, and open a business.”

The post A Place Where Growth Comes Naturally<p class="company">Village of Oak Park, Illinois</p> appeared first on Business In Focus Magazine.