When brothers Orville and Wilbur Wright made the first engine-powered flight near Kitty Hawk in North Carolina back in 1903, they never could have predicted how that day, Dec. 17, would birth the entire aviation industry. Long afterwards, Orville quipped, “After all these years of experience, I look with amazement on our audacity in attempting flights with a new and untried machine under such circumstances.” The bicycle shop owner was on the mark referring to their “audacity,” especially considering the first flight traveled just 120 feet at 6.8 miles per hour. Despite the flight lasting a mere 12 seconds, it changed the world forever.

For many, the short flight was a novelty. For others, it presented genuine business opportunities. In 1914, just over a decade after the Wright Brothers made history, Percival Elliott Fansler helped create the world’s first scheduled airline. A Florida entrepreneur skilled in marine diesel engines and electrical engineering, Fansler worked with airplane designer Thomas Benoist on an air service between St. Petersburg and Tampa. Dubbed SPT Airboat Lines, the flight cost $5 one-way, $10 return. Although the trip lasted just 20 minutes, it proved that aircraft could be routinely routed and scheduled like locomotives or ships.

Early airports were focused on government and military use, eventually expanding into transporting cargo and civilian passengers. While there are still countless small private and public airports worldwide, major cities such as Chicago, Montreal, London, Paris, Dubai, and Shanghai are home to “airport cities.” The 1930s saw the rise of massive, multi-terminal airports in cities like New York and Chicago to handle larger amounts of passengers.

By the 1960s and ’70s, airports were becoming larger, sleeker, and modernized. Some, like the San Francisco International Airport (SFO)—which turns 100 next year—started as airstrips in the middle of a field. Back in 1927, SFO served 19 passengers in its first month, according to the SFO website. “Today, as a major international gateway to more than 125 destinations, SFO is one of the nation’s most innovative and busiest airports, serving more than 53 million passengers per year.”

Over the decades, airports have evolved from places where we meet or drop off family and friends taking a trip to something much bigger and more elaborate. Tired food and drink options have been replaced by Starbucks, VIP lounges, and big-name celebrity-led restaurants from Guy Fieri, Wolfgang Puck, and Lynn Crawford. Don’t feel like a fast-food burger? No problem, since spots like LEE Kitchen at Toronto Pearson International Airport (YYZ) have Asian and French-inspired dishes to please practically every palate.

Instead of sitting on an uncomfortable chair while waiting for your flight to board, why not take advantage of a cozy sleeping pod, or get a massage at a relaxation station? Still a few hours until takeoff? Major airports like Singapore’s Changi Airport (SIN) and India’s Indira Gandhi International Airport (DEL) have movie theaters, while Hong Kong International Airport (HKG) is home to the world’s first airport IMAX theater. And although not every airport has an onsite fitness centre, some, like the Dubai Airport (DBX) and Qatar’s Hamad International Airport (DOH), boast gyms, saunas, steam rooms, pools, hydrotherapy tubs, and even golf simulators.

Becoming increasingly commercial, airlines came up with now-legendary taglines to convey warmth. One of the most iconic, “Fly the Friendly Skies,” a multi-million-dollar ad campaign created for United Airlines in the mid-Sixties, and resurrected in 2013 to appeal to today’s travellers.

Indeed, the economic impact of major airports is enormous. A 2024 report prepared for the San Francisco Airport Commission stated the award-winning airport was a major employer, handling 153,000 tons of cargo in 2024, worth $42.8 billion USD. Cargo operations alone supported about 97,000 jobs in logistics, warehousing, freight, and other related areas. All told, SFO was responsible for almost a quarter of a million jobs and added $52.5 billion USD to the U.S. economy.

There are almost 20,000 airports across the United States, ranging in size from the sprawling Denver International Airport (DEN) at 52.4 square miles to small local airports with basic amenities, like Wi-Fi and grab-and-go food.

As airplane travel grew and became more commonplace, airports worldwide have expanded to keep pace with more cargo and travellers. Jets have become larger, requiring new airports to be built to handle planes like the Airbus A380. At 73 meters in length and with a wingspan approaching 80 meters, the A380 carries over 850 passengers (in an all-economy layout).

But, although airports are often responsible for thousands of direct and indirect jobs and are essential to today’s travel and movement of cargo, citizens often oppose their construction. Citing loss of farmland, noise and air pollution, increased traffic, and other reasons, some airports have had expansions delayed or projects entirely halted.

Back in 1972, Canada’s federal government expropriated about 18,600 acres in the then-Township of Pickering, Ontario, planning to build an airport. Protests were immediate, and the proposed Pickering Airport was in limbo for over half a century. Finally, in early 2025, it was announced that most of the land would be transferred to Parks Canada with the goal of expanding the Rouge National Urban Park. “Following our Government’s engagement with community members, we’re thrilled to announce that an airport will not be built on the Pickering Lands,” stated Jennifer O’Connell, Member of Parliament for Pickering-Uxbridge, in a media statement at the time.

Located about a 40-minute drive from Pickering, Toronto is experiencing an airport controversy all its own. Politicians, the public, and businesses have repeatedly stated the need for Canada’s largest city to be “world-class,” with airports driving the economy, accessibility, innovation, and tourism. And while many support downtown airports, they have more than their share of detractors, especially local residents.

One of the most controversial is the proposed expansion of Billy Bishop. On Toronto Island and operated by the Toronto Port Authority, Billy Bishop Toronto City Airport (YTZ) services over 20 cities in Canada and the U.S. Several groups, including concerned citizens and No Jets T.O., have long opposed jet aircraft at Billy Bishop. Some reasons cited include more air, water, and noise pollution, traffic congestion and gridlock, and the potential cancellation of thousands of new home builds.

The Province of Ontario passing legislation in June to acquire City-owned airport lands made talk of expansion even more controversial. Opinions are mixed, with The Globe and Mail recently publishing articles about the benefits of a larger downtown airport. One recent editorial, Toronto’s island airport should be allowed to grow, stated it was unrealistic for anyone buying or renting homes near the airport (which was established in 1939) not to expect growth. “It’s not reasonable for them to demand the airport be frozen in time, or to limit its financial viability by preventing growth.” And while critics cite increased noise pollution, the editorial says smaller jets, like the Airbus A220, “are on par or quieter than regional turboprop planes that currently fly into Billy Bishop.”

The population of the Greater Toronto Area (GTA) is about 7.8 million, with 3.3 million residents in Toronto itself. The fourth-largest city on the continent, Toronto is a major economic centre. Owing to this, the Toronto Region Board of Trade strongly favours airport expansion. In late 2024, the Board stated that Billy Bishop serves over two million passengers annually and injects $2.1 billion into the local economy.

“From Bay Street executives to emergency medical flights, from Windsor and Thunder Bay, Halifax and New York, this airport connects our city to 20 North American destinations and supports more than 4,450 direct jobs,” stated the Board on its website. “In an era when Toronto’s productivity is faltering and our reputation for livability is under scrutiny, can we really afford to be tepid about such a crucial piece of infrastructure?”

While the future of Billy Bishop’s expansion is unclear, the value the world’s airports bring to travellers, shippers, and the overall economy cannot be underestimated. Yet the debate unfolding in Toronto also reflects a broader question facing cities around the world: how do we balance the economic benefits of aviation with the environmental, social, and quality-of-life concerns of the communities that surround these hubs?

More than a century after the Wright brothers’ 12-second flight at Kitty Hawk, aviation has become so woven into everyday life that it is easy to forget just how remarkable it is. Airports are no longer simply places where planes land and take off. They have evolved into economic engines, employment centres, shopping and dining destinations, and gateways that connect people, cultures, and commerce on a global scale. Every year, tens of millions of flights carry billions of passengers and vast quantities of cargo, making modern airports as essential to the global economy as seaports and railways once were.

As passenger numbers continue to climb and aircraft technology advances, airports will almost certainly keep evolving. Some will expand, others will modernize, and still others will face fierce public opposition. The conversation will continue to centre on competing priorities—economic growth, environmental stewardship, urban planning, and the needs of local residents. If history is any indication, airports have never stood still.

The post Opportunities Taking Flight<p class="company">The Business of Airports</p> appeared first on Business In Focus Magazine.

In his book, Hightower discusses the countless lessons he learned from his parents while working for their janitorial company—navigating racial barriers, financial hurdles, and underscoring the importance of keeping your word to employees, industry partners, and customers. “There are a lot of people who want to be in business but don’t really know how, and don’t think that it’s possible,” he shares. “Having been in business my entire life, I just thought that, at my age, I need to leave something behind.”

Prior to building his petroleum business from scratch, Hightower worked at his mother and father’s business, Hightower’s Janitorial Service, in the Middletown, Ohio area. Before he even entered his teens, Steve Hightower showed up at work early on as a child with his Mother and Father, cleaning offices and commercial and residential properties. By the time he was 16, he was a crew leader with adults working under him. Ambitious and with an eye on the future, the young entrepreneur grew the family janitorial business from Middletown to Dayton, Cincinnati, and then statewide. “I was that generation who took a baseline family business and developed it into something more,” he says.

From fundamentals to finance
Watching his parents closely—and accustomed to hard work as a youngster—Hightower was a fast learner. Even today, he believes you need to create a solid foundation to be successful, no matter the enterprise. “Business is basic; you have to understand finance, pay your bills, and know how to invoice,” he states. “And whatever product or service you are offering, that has to be delivered, and delivered on time. Get a product that a company has to have to execute, versus a product that people may want to have—product that is moving every day even while you sleep.” He cites the supply chains of paint (“without resin, there is no paint”), gasoline (“without crude oil, refineries would shut down”), and consumer goods (“you can’t ship or sell without packaging) as examples. Critically, Hightower says, “Trust is built, not assumed! People have to know that they can trust you, and it always helps if they like you.”

Taking on more responsibility managing others, Hightower grew the janitorial business and connected with big players. This included selling industrial materials to the Ford Motor Company in Sharonville. He took advantage of a statewide program, HB: 584, which afforded companies owned by persons of African American, Hispanic, Native American, and Asian descent the ability to bid on certain contracts in Ohio. Other opportunities presented themselves, and Hightower pursued more procurement contracts. This included a huge opportunity when Landmark Supply Co LTD, wholly owned by Steve, bid a fuel contract which energy giant BP had held for 32 years.

Hightower knew how to find a supplier. “If you have an opportunity big enough, you can find a supplier for it, as long as he knows he can be paid,” he says. His first fuel contract was for the entire State of Ohio in 1982, and to this day, Hightower credits the late Don Lykins of Lykins Oil, who quoted him as his supplier, providing product and a credit instrument that secured the sale to the state of Ohio.

The contract revealed Hightower’s confidence. “I did not know anything about petroleum. I did not come from the industry, I did not work for a petroleum company,” he says. “And at that particular time, he remembers saying to his people—even though it was only two or three people at the time—‘Whatever our part, we need to do that well.’ “Thus the beginning of learning the business.

Thanks to Lykins, Hightower learned about a credit instrument that allowed the company to gain credit by utilizing a “lockbox.” This, he says, was the key to his ability to grow in the business, because he could secure funding to his suppliers by having customers send checks to the bank’s lockbox; once the check arrived, the bank was instructed to send the money to the supplier, i.e. Lykins, initially under the name of Landmark supply Co LTD.

“The bank had no liability, because they only had instructions to transfer the dollars to my supplier,” he says. “I could not get a bank loan for petroleum. None of the local banks would trust me to be in the oil business. To them I was just a janitor… I was told by a diversity professional of a construction company in Cincinnati to stay in my lane. How I was able to get to doing hundreds of thousands of dollars in business was through the use of the lockbox.”

Hightowers Petroleum continued to grow, and the business reached $235 million after many years, before HPC got its first commercial bank loan. “No one believed that I should be in the petroleum business, but you learn how to manage with what you have. You’ve got to be creative, and you’ve got to deliver, and most importantly you have to have the courage to succeed. We were able to deliver, and that’s how I really got started.”

The evolution of energy
Following the initial contract years later with the State of Ohio, the company was called to Cleveland and won an opportunity to haul jet fuel to Government locations BP was fulfilling. “They selected us to become a ‘Contract Carrier’ for BP after they supported and help secured our PUCO (Public Utilities Commission of Ohio) status, which allowed the company to transport jet fuel to various government entities within the state for BP.” It was at that point that Steve incorporated “Hightowers Petroleum Company” in 1984 and had the credentials to officially be in the fuel industry.

Today, Hightowers Petroleum remains a leader in energy solutions. A safe, environmentally responsible wholesale fuel supplier, the company’s reputation is unparalleled, with a 99.9 percent on-time delivery rate. The company’s Focused Energy Model is unique and “designed to minimize energy spend, maximize energy efficiencies, and optimize your company’s success by having a trusted single source manage all of your energy requirements.”

Establishing its reputation as a trusted supplier of traditional fuels in the downstream such as gasoline and diesel fuels, today the company is moving upstream to include crude oil, liquefied natural gas (LNG), and supplemental products such as diesel exhaust fuel (DEF), additives, and lubricants. Hightowers Petroleum keeps investing in the future of energy. Our “HPC Mastercard® Fleet Card” is nationwide serving every state in the USA with discounts at the pump for our commercial customers, both fleet and Class A vehicles,” says Hightower. “Additionally, we follow our customers and provide alternative fuels which include renewable diesel and hydrogen for fleets produced on site; emerging technologies such as nano nuclear reactors; small-scale reactors; carbon credits; and electric vehicle (EV) charging station infrastructure,” he says.

“EV is a Johnny-come-lately,” says Hightower. It is a piece of the company’s automotive business, which includes General Motors, Volvo, Nissan, and Mack Trucks. “When your automotive customers are moving toward EV and electric, you don’t want to be the last horse and buggy on the street, so you get ahead of the game. That’s why we went toward EV.”

The company’s construction arm, Hightower EV Solutions, is growing in response. Currently, there are 15 or 16 major turnkey EV installations going on across the country, from California to New York to Miami. This work comprises installing EV charging stations, infrastructure, charging stations, and electrical upgrades. “That’s where we’ve done very well with Hightower EV Solutions, and it is growing quite rapidly,” says Hightower. The company also owns the software for many EV stations and provides 24/7 maintenance service to customers.

Navigating change
Even with the current global uncertainty surrounding petroleum because of the closures at the Strait of Hormuz, business remains solid. “The good thing about this industry is whether its crude oil, gasoline, or diesel, they need to have it,” says Hightower. “Price might be a factor, but you’ve got to pay it anyway, because you need it for your refineries. Refineries can’t shut down.” The price of freight has gone up from $2 to $12, and the product has increased from $45 to $50 dollars a barrel to $100 to $110. “Instability has its challenges, however it also has its opportunities. It’s time to lean in, not put your head down, but to ‘step up.’” Hightower is moving full force in the upstream opportunities created that were not available prior to this disruption.

While this has caused plenty of conflict and confusion in the petroleum industry, it has also created opportunities. “We look at it from an opportunity standpoint, and basically just lean into the situation and continue the route we were on, namely maintaining and managing our downstream customers on a daily basis.” With a presence in every state in the continental U.S., Hightowers Petroleum is also entering Puerto Rico and Hawaii. To achieve this in the downstream, Hightower and his team are buying product throughout the United States and managing the supply chain of carriers that carry product to almost every major city in the U.S.

“We’ve been able to do that one customer at a time,” he says. “We have hundreds of customers now, 99 percent private sector.” His philosophy is, “If you take care of your customers, your customers will take care of you. When times get hard, companies are still looking for people who will answer the phone, show up, and do what they say they’re going to do! And that’s been our success model.”

For years, Hightowers Petroleum has maintained a philosophy of going deep, not wide. The company started with fuels like gasoline and diesel long before adding EVs. Other factors behind the company’s success include MasterCard fleet cards and offering discounts to private companies with large fleets throughout the U.S. using Hightowers products and services.

Building the business on wholesale downstream fuels, Hightower says upstream, like crude oil and LNG, is totally different. A load of gasoline or diesel fuel of about 9,000 gallons going down the road is approximately $30,000 to $35,000; a load of crude oil, about one million barrels per shipment, amounts to some $85 to $100 million per shipment. “$30,000 versus $100 million? That’s a big leap for a little guy,” says Hightower, who brought in experts specializing in trading crude and upstream over the past three years. Owing to this, the company now has customers in Europe, the United Arab Emirates, and Africa.

“That’s because I continue to work in our vertical, but in a different portion within the vertical of petroleum products, and that’s where we stand today,” Hightower explains. “We are taking advantage of opportunities being posed by all of the confusion that’s going on, because we’ve got relationships with China. With our Chinese partners, we can go through the Strait of Hormuz.” And with Europe being short on crude oil, customers are looking for safe places to purchase product, and the U.S. is considered one of those safer places, as opposed to Mexico, Central and South America, or certain countries in Africa. Customers are extremely comfortable purchasing petroleum from Hightowers Petroleum.

“When you have a disruption, that, again, is opportunity. Fortunately, we worked for three years building a foundation upstream, and the environment became what it is. There is a shortage and a need, and Hightowers was well-positioned after 44 years in the petroleum industry, and able to get partners from Europe and the UAE and here in the USA. One criterion for exporting fuel or crude from the U.S. is, there needs to be a base in the U.S. Hightowers Petroleum has become that partnering business in the U.S. for about four different major corporations and has been able to execute in the market despite shortages. “The advantages we put in place allowed us to be prepared, so this was not a disaster for us. It was an opportunity, and an opportunity to succeed.”

Continuing on its path, Hightowers Petroleum recently formed a partnership with multinational giant Shell with its MasterCard fleet card. Offering some of the deepest discounts in the country, Shell took notice and partnered with Hightowers. When the fleet card was released in 1985, it was a loss leader; today, it is a very profitable part of the business.

A foundation for the future
Years after founding the business, Steve Hightower says much of his success comes down to drive, respect for customers and employees, and treating people right. “This is an industry of reputation,” he says. “It takes a lifetime to build a reputation, and it takes 15 seconds to lose it. The difference is, I grew this company from scratch without basically any money, no outside investors, and no big loans available to me. Today, I am still a 100 percent owner of a C-Corp—typically, most companies today have either sold off, sold to someone else, and are not around. Longevity comes from being honest with people.”

Hightowers Petroleum’s reputation is the result of hard work, dedication, professionalism, and on-time delivery. These attributes, and others, have seen the company recognized for its work. A couple of the most recent was the Better Business Bureau Torch Award for Southwest Ohio and the “Sustainability Award” from Honda NA. competing against all of their vendors in 2026. Although this is a validation, Hightower says the company’s work in the community is just as important. Along with being active on many boards, the company also adopts classrooms and sixth graders with a program that exposes schoolchildren to the petroleum industry within classroom education and small exercises, along with field trips to learn about the oil and gas industry.

For years, Steve Hightower has championed public speaking and still carries his love of high school debate to this day. This includes taking local kids from Middletown to the Ohio Statehouse in Columbus, Ohio for Youth and Government mock legislation. These are the real reasons he wrote FUELING. “They compete against other schools from across the country,” he says. “When people ask, ‘Why did you write a book?’ it’s because those kids are our next generation. I have to leave my knowledge for somebody, because none of us are going to be here forever.’” In Hightowers Petroleum, he is building a legacy to last.

The post Fueling Success<p class="company">Hightowers Petroleum</p> appeared first on Business In Focus Magazine.

At Specialty Technology and Research, Inc., better known as STAR, Inc., licensees are cared for like family and supported at every step. Founded in 1986, Columbus, Ohio-headquartered STAR has long worked on a licensee model. With a web page dedicated to Owning a STAR Seal Plant, the company outlines the many benefits of becoming a licensee. These include the provision of plant layout details, detailed engineering drawings, research and product development, technical support, quality control and assurance, technical training, and even marketing.

“It’s like a big family, and we always value the support of the licensees that we have,” says Girish C. Dubey, STAR Seal’s CEO and Founder. Dubey continues overseeing the company’s success in the pavement preservation industry and today, STAR has about 150 staff members in North America, 15 plants, and three international facilities, in Australia, China, and Mexico.

Designed for success: technology licensing
Compared to conventional franchising, STAR’s unique Technology Licensing program is much more cost-effective and is designed to set up licensees for success. As the company states, “Our sole responsibility is to support our member companies and their customers. STAR’s diversified management capabilities and strategies are highly focused and specifically designed to serve our members ensuring their future growth.” Backed by the strength of STAR, licensees benefit from negotiated prices for equipment and raw materials, connections with suppliers, directions on plant layout, equipment, staffing, and more.

“We always listen intently to all our licensees,” states Dubey of STAR, which holds monthly telephone conferences with all plants, discussing product and process development, equipment and raw material requirements, industry demand, and suggestions for improvement. These meetings are always productive, with plenty of ideas on how to prioritize projects. “There is nothing flowery; it is all meat and potatoes,” says Dubey, which makes sense because STAR licensees are on the front lines. The first to receive customer feedback, they receive full technical support and production processing support. Like a big family, every aspect of the business is discussed openly and honestly.

Built on sealcoating expertise
Long before founding STAR, Dubey studied chemistry, earning Master’s Degrees in Inorganic Chemistry from India’s Upadhyay Gorakhpur University and Polymer Chemistry from Wright State University. This saw him take on the role of technical manager at marine paint specialist Hempel before creating STAR and launching his first basic sealcoatings. These were followed by a line of additives to boost sealcoating performance and other products like STAR Supreme, STAR Aviator, and Better and Best.

“STAR Seal is the basic workhorse of the industry,” explains Dubey. “The Better grade is professional grade with better performance, and then there is Supreme. Our specialty product, STAR Aviator, is designed to meet FAA (Federal Aviation Administration) specifications for airports.”

Today, STAR is behind about three dozen different products, including sealcoatings, color coatings, crack fillers, traffic paint, primers and specialty products, and additives. Knowing its market extremely well, STAR doesn’t sell sundries like brushes, brooms, nozzles, or cleaning compounds. “Our focus is on technologically superior products in coatings and additives. That’s our main business,” states Dubey.

Along with legacy products like STAR Triton, STAR Spectrum, and STAR-Seal Refined Tar Sealers, the company has introduced two exciting products. One of them is Star LTCA, which stands for Low Temperature Cure Additive. This unique product is formulated to optimally cure in cooler temperatures, when sealcoating is usually not done. “With this additive, now you can take it down to 40°F, so that opens these seasons a bit more and gives a couple of weeks on both ends,” says Dubey. “The industry is so seasonal that this gives contractors a big advantage, having more weeks to do work early spring or late fall.”

Last year saw the company introduce STAR MAX-GRIP. An additive, STAR MAX-GRIP is based on specialty polymer latex and bonding agents and “is designed to reduce drying and cure times by 50 percent or more and improve adhesion of sealcoatings. Additionally, STAR MAX-GRIP improves the oil and chemical resistance of the sealcoating.”

As its name implies, STAR MAX-GRIP demonstrably improves the adhesive properties of sealcoating, especially in challenging areas like polished aggregates. Parking lots and driveways are asphalt mixed with aggregates and paved; over time, with age and usage, aggregates in the pavement become polished or slick, and it is hard for coatings to bond to slick surfaces. A polymer latex-based additive fortified with bonding agents, STAR MAX-GRIP is ideal for areas that must be resistant to chemicals and oil.

“It’s like painting a mirror,” Dubey explains. “Nothing will stick to it. This additive is great in those areas and all over, especially in areas experiencing more traffic, like exits and entrances.”

Marketing moves
STAR, Inc. and Girish Dubey have always excelled at marketing. Going back to the beginning, the company presented at industry conventions and shows and had a presence in magazine and print advertising. And as a sealcoating specialist, Dubey has written many technical papers. With marketing shifting largely away from print media, STAR has stepped up its online presence through its blog, which discusses advances in sealcoating, explores new products, and highlights projects completed by licensee plants. “People are talking more about our products, and it is working,” comments Dubey. “We have sharpened our marketing strategy and are putting more focus into certain aspects of that. We are launching a branding campaign for our name, which will be synonymous with quality, service, and integrity.”

As part of the branding program, the company is launching a new website dedicated strictly to persons interested in expanding into manufacturing, https://starsealmanufacturing.com/. People in the sealcoating industry tend to start small, keep growing, and, with the right support, reach a point where they have sufficient volumes of sealcoating and want to manufacture themselves, with STAR’s strong support. Others being approached include companies who do paving and subcontract the sealcoating to others. “So there are two pathways,” says Dubey. “People who do paving maintenance is a natural extension, but with hands-on experience in the industry.”

With considerable international turmoil at present, the company is emphasizing licensing opportunities in the United States instead of overseas, and is targeting locations along the eastern seaboard, the west coast, and the Midwest. There are many U.S. opportunities, and STAR is eyeing areas where it doesn’t currently have representation.

Another way STAR Seal supports its licensees is through its internal online magazine, which is distributed to all plants. The magazine showcases products and licensee activities, and contains articles on technical aspects of sealcoating, plant operations, and equipment. Plants are encouraged to share the magazine with their customers so they know about new products and activities.

At present, about 90 percent of STAR’s business is in commercial products, with the remaining 10 percent residential. Some businesses using STAR sealcoatings include big-box stores, commercial properties, industrial complexes, and homeowners associations. “Our aim is to enhance the performance of sealcoating, with very effective add-on offerings to the sealcoating,” states Dubey. Incorporating the right additives—even comprising just one or two percent of the product—makes the difference between a sealcoating performing and not performing. As Dubey explains, “We are always looking to do things in a different way and take full advantage of the known chemistry of ingredients.”

Proud of STAR Seal’s 40^th anniversary, Dubey and his team are planning promotions and celebrations, which will include recognizing the company’s many plants. “STAR is like a big family, and we always value the support of the licensees that we have, and we definitely want to show our appreciation,” he says. “2025 was one of our best years, and 2026 is tracking to be even better than last year. We are in the process of promoting for new plant locations, so I’m hoping we’ll have a couple of new plants next year.”

The post Protection and Preservation: The Importance of Sealcoating<p class="company">STAR, Inc.</p> appeared first on Business In Focus Magazine.

“We don’t take them all,” says the Mayor. “They have to be a fit that we feel can help our community. Can we see ourselves forming a partnership with them to advance our community in the future?”

A third-generation resident, Mayor Gregory has devoted much of his personal and professional life to Elizabethtown (often called E-town) and Hardin County. Following a career in law enforcement spanning over 20 years as a Kentucky State Trooper, he entered politics. Successfully becoming Mayor in 2018, Gregory was re-elected in 2022. A determined leader, he has helped to oversee exceptional economic growth and job creation for workers of all ages as well as veterans.

Celebrating 70 years
Mayor Gregory is quick to credit others with Elizabethtown’s ongoing success, including city staff and Andy Games, President and Chief Operating Officer at the Elizabethtown-Hardin County Industrial Foundation (EHCIF). Previously serving as EHCIF Vice President, Andy took over from his father, Rick Games. Serving as President for 25 years, Rick is now Vice President of the Foundation, which was originally formed in January 1956.

All those years ago, the EHCIF launched thanks to some local business executives focused on creating jobs for Elizabethtown. By the early ’60s, the city was recruiting well-known companies like Dow Chemical, Crucible Magnetics, and the Gates Rubber Company. The EHCIF’s mission, it states, is “to create jobs and elevate Hardin County as the top destination for advanced manufacturing, distribution, and industrial companies from across the nation and around the world.”

Another factor behind E-town’s success is vision for growth and prosperity. “We’ve had great leadership forever,” says Games, “and a lot of good Mayors over the last 50 years.” Mayor Gregory agrees and praises James R. Pritchard. Serving as Mayor in the ’70s and into the ’80s, Pritchard and other community leaders spearheaded Elizabethtown’s industrial boom starting about 50 years ago. This saw the city recruiting industry, developing industrial parks long before many other communities, and implementing an Occupational Tax. “They’re the ones who bit the bullet—and got a lot of the political pressure at the time for doing it—but it’s made all the difference in what we look like now,” adds Games.

Location, low taxes, and tailored training
For years, Rick Games liked to say that Elizabethtown was a day’s drive from two-thirds of the United States. On Interstate 65 in the heart of Kentucky, it is easy to get east or west with the Bluegrass Parkway (officially the Martha Layne Collins Blue Grass Parkway), and the Western Kentucky Parkway (Wendell H. Ford Western Kentucky Parkway), just five minutes from two industrial parks. The city also has the nearby Elizabethtown Regional Airport (EKX), and two major railway lines. “Our central location has always been our calling card,” says Mayor Gregory.

Along with its prime location, Elizabethtown-Hardin County stands out for many other reasons, including low taxes and quality education. Long-established school districts are highly ranked, and the area is home to the Elizabethtown Community and Technical College (ECTC), part of the Kentucky Community and Technical College System (KCTCS). Offering classes at five locations within Hardin County, Washington County, Grayson County, and Meade County, the KCTCS serves residents in 10 counties.

“Our community college is one of 16 regional campuses within the KCTCS and our campus has been here since the late ’60s,” says Games. Along with courses in accounting, business administration systems, and health sciences, the KCTCS offers classes in air conditioning and refrigeration, manufacturing, mechanical engineering, and other hands-on trades. This includes training for industrial partners and certificates in electrical, welding, plumbing, and more.

“If you come in and need training in something specific to your industry, they will build a program and train your people,” says Mayor Gregory. “Whatever industry comes in, they will work with that industry to develop a curriculum that is specific to them, and they will train their people at our community college. It is basically tailored training.”

Welcoming major players
In late 2021, Kentucky announced the $5.8 billion BlueOval SK Battery Park in Glendale, Kentucky. This saw KCTCS and ECTC build a new, specialized training facility and in May 2024, Governor Andy Beshear was joined by community and business leaders for the park’s ribbon-cutting. The park—home to the world’s biggest battery plants—was slated Kentuckians for thousands of new jobs. The massive facilities opened and started making batteries in January 2025, with about 1,500 employees, but by December, it was announced the facility would close, with the joint venture dissolved.

Although this saw job losses, it revealed the area’s resilience. The facility is now in a reboot, and will see Ford Energy (a wholly owned Ford Motor Company subsidiary) take over the site, which will be used for making U.S.-assembled, grid-scale battery energy storage systems (BESS). Set to be up and running by 2028, the property will be the home to over 2,100 workers, with a second facility coming online soon after. In the middle of the pandemic, Canadian packaging giant Kruger opened a massive new facility, representing one of 14 different countries with a presence in the industrial park.

Managed by the Elizabethtown-Hardin County Industrial Foundation, the area is also home to the T.J. Patterson Industrial Park and the Gil Niceley, Sr. Industrial Park, named in honor of the long-time farmer and furniture store owner. Nicely served in the Army Air Corps and during WWII, he was aboard the Straight Flush, the B-29 aircraft that served as the lead weather reconnaissance plane during the bombing of Hiroshima. “Gil had a lot of history here,” says Mayor Gregory. “He was a great citizen, and we thought that it would be appropriate to continue to name that area after him because of all the things he’s done, not only for the city but for the country.”

Some of the largest manufacturers in the area include Metalsa, which makes truck frames for Ford, and Altec, which manufactures products like telecommunication and electrical utility trucks. And, apart from the County school system, other key employers include Baptist Health Hardin and Fort Knox, a sprawling military base home to about 12,000 individuals and a big draw to the area.

A rich business landscape
Along with large manufacturers, many other businesses are coming to E-town. The area’s sixth McDonald’s is in the works, and the city is home to two Chick-fil-A’s. On the grocery side, there is Publix, and Elizabethtown’s third Kroger’s will be the largest in the state of Kentucky. The city also punches above its weight in hotels, while numerous other restaurants, clubs, entertainment venues, shops, and the Lincoln Trail Area Development District (LTADD) also boost the area’s popularity.

The LTADD encompasses seven counties, with Elizabethtown serving as a hub. Many drive to Elizabethtown for work, and the area sees an estimated daily daytime population exceeding 110,000. And for those wanting to permanently settle in the city, Elizabethtown has seen the creation of several thousand housing units since 2021.

A great place to build a business, Elizabethtown is also building a reputation as a sports and entertainment hub. Opened in 2012, the multi-million-dollar Elizabethtown Sports Park is a sprawling, 158-acre complex with dozens of baseball and soccer fields, pedestrian trails, and more. The Sports Park is a major destination from March to October for anything sports-related in the eastern half of the U.S., with people coming from all over to play baseball, soccer, football, and lacrosse. The area recently hosted about 100 soccer teams and 50 baseball teams, most of them from out-of-state.

To attract concert-goers, construction is underway for a new 10,000-seat outdoor concert venue. Estimated to cost about $40 million, the venue will host between 35 and 50 shows a year. “What we are trying to do is fill the space in between the weekends,” states Mayor Gregory. “So for your Tuesday, Wednesday, and Thursday crowds, we are bringing people into our city for concerts, while the weekends are usually maintained by the Sports Park. We want people here just about every day of the week, and think the concert venue and Sports Park will be very compatible and complement each other.” Set to open in the first quarter of 2027, the yet-to-be-named venue will be large enough to host big-name acts.

Ranked number one for startup growth in the nation, Elizabethtown is the fastest-growing city in the state of Kentucky. The city’s success stems from extensive planning and solid leadership. “We’ve never had anybody come in and deflate the balloon. The balloon keeps getting bigger, and keeps going up,” says Games. “Jeff has done a phenomenal job for seven years now, and it’s been the case that each Mayor has been a building block on what the previous Mayor has done.”

Quality of life
Along with solid business attraction and retention, Elizabethtown provides an outstanding quality of life for its residents. With robust police and fire departments, 2023 saw Elizabethtown ranked as one of the five safest cities in the United States per capita by the FBI. Public safety remains a top priority.

“I’ve said this a million times over seven and a half years, but if people feel your city isn’t safe or clean, you can’t do the rest of the work,” says Mayor Gregory. “You need those pillars in place as a foundation to build upon. So we work hard on public safety and making sure we keep a good, clean city to be attractive to people who want to come here, so we can do the rest of these things.”

Preparing to run as Mayor for the third time and buoyed by a strong and enthusiastic team, Jeff Gregory welcomes the coming years and looks forward to continuing to raise the profile of Elizabethtown and Hardin County.

The post Strong Leadership and Long-Term Vision<p class="company">Elizabethtown-Hardin County Industrial Foundation (EHCIF)</p> appeared first on Business In Focus Magazine.

This year, OLFA North America Inc. proudly celebrates “70 Years of SNAP.” Since introducing the world’s first snap-off blade knife in 1956, OLFA has changed the way people cut, create, and work. “This year marks seven decades of innovation, precision, and creativity,” says Carl R. Cottrell II, Vice President of Sales and Marketing. “It was a game-changer then, and it’s still the foundation of OLFA’s innovation today.”

Today, OLFA North America continues founder Okada’s legacy of innovation. At trade events, the company is swapping traditional swag for custom sweets and cookies featuring a light-hearted ‘70 Years of SNAP’ logo. “You’ll see the anniversary highlighted across digital campaigns, printed materials, and updated in-store merchandising,” says Cottrell. “It’s a celebration of the people who use OLFA tools every day and a reminder that great ideas, even simple ones, can have a lasting impact.”

Knives for every need
In the years since Okada’s original snap-off blade knife, OLFA has continually refined this original design and introduced unique new items. This company doesn’t think in terms of just “one product, one SKU,” says Cottrell. “We think of how customers buy and use our products.”

The 18mm snap-off blade, for example, is the same core product but is offered in 5, 10, 50, and 100-pack sizes to meet different needs, from DIY to industrial use. “When you count every unique UPC—the way our customers actually purchase—OLFA easily has over 350 products in the market.” The company’s extensive catalogue includes blades, utility knives, cutting mats, scissors, rotary cutters, rulers, art knives, semi-automatic and fully automatic knives, and more.

OLFA’s legacy product is its 18mm Ratchet Lock Utility Knife (L-1). One of the company’s classics, it has been a trusted staple on job sites and in toolboxes for decades. Built with a durable ratchet-lock mechanism and heavy-duty snap-off blade, the L-1 delivers consistent performance day after day. With an ergonomic design and reliable construction, it remains a favorite of professionals and DIYers alike and is the foundation of OLFA’s reputation for quality cutting tools. “What started as a workhorse utility knife became the go to example of Japanese engineering meeting everyday utility needs,” says Cottrell.

The OLFA 18mm Fiberglass Utility Knife (LA-X) represents the company’s ongoing evolution in performance and ergonomics. With its fiberglass-reinforced body, anti-slip wraparound grip, and auto-lock blade slider, the LA-X knife brings precision, comfort, and durability together in one tool, making it ideal for heavy-duty applications. The multi-pick feature also adds versatility for scraping, prying, and other job site tasks. “This knife is emerging as a core growth driver because it blends classic reliability with modern enhancements that resonate across construction, industrial, and retail usage,” says Cottrell.

Innovation at OLFA isn’t just about performance; it’s also about safety and efficiency, exemplified by the OLFA Quick Change Concealed-Blade Safety Knife (SK-16). Designed with a concealed, quick change blade system, the SK-16 protects users while reducing waste. With a wider cutting channel and a premium stainless-steel blade, it can handle thicker materials such as double-wall cartons, carpet, and strapping with minimal resistance while reducing the risk of accidental contact. With proven cutting longevity (making up to seven times the cuts as many competitors), this model showcases OLFA’s leadership in safety tool design and professional oriented innovation.

Growing the brand
Despite the challenges of the COVID-19 pandemic, OLFA globally strengthened its brand by launching two new North American subsidiaries in 2020. This was when no one could travel because of lockdowns. “We couldn’t go anywhere,” comments Cottrell, “and we were working via video conference as this small team that we built here in North America. It was about 18 months before we could all sit down together.”

Coming out of the pandemic, OLFA Corporation’s President and CEO, Shinichi Okada, flew the entire North American team to Japan for four days. “It was absolutely amazing,” adds Cottrell. “Bringing the entire OLFA North American team together with the OLFA Corporation team in Japan was a meaningful milestone—one I believe everyone involved will remember.”

At the time, Okada said, “OLFA has established the two new companies to better grasp the needs of the ever-changing market in North America and to develop additional new products. These companies will strengthen the sales and marketing reach of the OLFA brand in North America.” The move makes OLFA more locally responsive while staying true to its core of innovation and precision.

Responding to the market
Much more than just a maker of snap-off blade knives, OLFA realizes cutting needs aren’t the same everywhere. Applications common in one region may be rare in another, and requirements like workplace safety and accident prevention can vary widely across markets.

“By investing in a dedicated North American presence, OLFA has been able to better understand these regional differences and respond with more targeted solutions,” says Cottrell. “This closer connection to the market has accelerated product development, allowing OLFA to design tools that meet specific customer needs—whether that’s enhanced safety features for industrial environments or precision-driven solutions for specialized applications,” he explains.

“At the same time, it has strengthened collaboration between North America and global headquarters, creating a more agile and informed innovation pipeline. The result is a stronger, more unified global brand, one that combines Japanese engineering heritage with localized evolution.”

Today, OLFA makes products for professionals and crafters alike which are safe, effective, and durable.

A world first
In 1979, OLFA introduced the world’s first rotary cutter. For years, seamstresses, tailors, and hobbyists alike complained that when they cut delicate fabrics with scissors, the material would typically fray. To address this issue, OLFA created a revolutionary rolling razor blade, much like an extremely sharp pizza cutter. To go with the rotary cutter, the company developed mats to make the cutting easier and safer.

“Originally designed to make sewing easier, these products actually changed the entire world of quilt making,” Cottrell shares. Thanks to OLFA, quilts that previously took tediously long to cut out could now be created quickly and simply with a rotary knife. “And so, we have this entire section of our business that stems from the innovation of the rotary cutter, which OLFA invented. If all we did was snap blades, we would be essentially half the company we are today.”

Almost 30 years ago, the company was focused far more on its construction customers than on quilters. But soon after starting at OLFA, Cottrell was given free rein to explore the market. A single man in his twenties at the time, he signed up for a senior citizens’ quilting class for beginners. All these years later, he remembers cutting multiple layers with an old ‘stack and whack’ method, and others in the class making T-shirt quilts and quilts for babies. He learned the importance of safety and of putting the protective cover back on knife blades. Fellow students were concerned that their cats would jump on tables and cut themselves, or about holding the knives with arthritis-challenged fingers.

Back then, rotary cutters weren’t ergonomically designed—there were no safety features, and many older users struggled to change sharp blades. Cottrell’s older fellow students frequently asked him to swap out blades for them, an occurrence that resonated with him.

Sharing this information with OLFA’s new product development team led to the development of a deluxe curved rotary cutter with a squeeze handle that required little pressure to open and close the blade—essentially a safety feature for fingers. The company also added a safety lock, so users had no worries about the blade opening in their purse or bag.

“That product is the number one selling rotary cutter today,” he says. “It does the same thing as the original, but the handle is equipped to address the needs of the person who’s quilting today.”

To this day, new product development is integral to OLFA’s success.

Safety becomes official
What was learned from the rotary cutter episode also generated an entire category of self-retracting safety knives wherein, once a cut is made, a spring returns the blade to the safety housing on its own. This has also influenced standards for knives—and the creation of standards for cutting mats—set by the International Safety Equipment Association (ISEA) and North American Services Inc. (NASI).

“In 1997, the term ‘safety knife’ didn’t exist,” Cottrell explains. “Now, we have products that we’re selling into an entire industry so people can cut things in production lines, factories, and distribution centres with products designed to mitigate accidents.”

For OLFA, the safety knife industry is entering an exciting new era. For the first time, the ISEA is developing an official standard for safety knives, a project bringing competitors together to set clear guidelines for the entire industry. Once approved by ANSI, this standard will help safety managers evaluate and select tools that truly protect workers while maintaining productivity.

The initiative, says Cottrell, reflects a growing recognition that different jobs—from breaking down heavy corrugate to slicing film or plastics—require the right tool for the task. “As chair of the committee guiding this effort, I’ve seen firsthand how collaboration across the industry is creating a more consistent, safer approach to cutting tools,” he says. “This standard promises to give companies the guidance they need to equip their teams safely and effectively, marking a big step forward for U.S. workplace safety.”

In the 29 years he’s been with OLFA, Cottrell has seen firsthand what sets the company apart from the competition. In a world of mergers, acquisitions, and shifting directions driven by private equity, OLFA remains a family-owned Japanese company grounded in the same principles that inspired its founding.

“Under the leadership of Shinichi Okada, the founder’s son, OLFA continues to honor its legacy of precision, innovation, safety, and consistency while embracing the opportunities of a global, modern marketplace,” says Cottrell. “Our message is clear: OLFA is ready for tomorrow. We’re investing in innovation, safety, and solutions-driven products that meet the needs of today’s customers, while never losing sight of the quality and reliability that have defined the brand for over 70 years.”

The post When It Comes to Knives, OLFA Broke the Mold<p class="company">OLFA North America</p> appeared first on Business In Focus Magazine.

During the pandemic, broken supply chains and geopolitical tensions combined to cause production delays lasting months. Material shortages—especially of semiconductors produced in Asia—affected all industries.

Once used mainly in computers, integrated chips have become critical to the functioning of data centers, vehicles, smartphones, televisions, solar panels, industrial robots, communication systems, airplanes, and even household appliances like coffee makers. Under pressure from the pandemic and now short of chips, American production lines reeled, triggering shortages in everything from $99 microwaves to luxury automobiles.

Once the chips were down…
Realizing that U.S. manufacturers were far too dependent on overseas manufacturers, former U.S. President Joe Biden signed the CHIPS and Science Act into law in August 2022. Billions of dollars were allocated to American semiconductor research and production and the Act was applauded for its successful reduction of America’s dependence on foreign semiconductors while boosting domestic manufacturing.

Across the U.S., some communities viewed the Act as an opportunity to attract new industries and jobs to their communities. Successful among these was Licking County, Ohio and its communities, supported by economic development organizations like GROW Licking County.

Created in 2012, the 501©(3) non-profit Community Improvement Corporation was founded through the joint efforts of the Licking County Chamber of Commerce, county commissioners, and the county’s Port Authority to provide individualized support and help businesses relocate and thrive in this Central Ohio community. Now, as a strategic partner, GROW Licking County offers a range of resources ensuring that companies of all sizes can prosper.

Named after the Licking River, the community has built a strong economic reputation across myriad industries. Sand from nearby quarries is used in glass manufacturing, while crops like corn, oats, soybeans, and wheat have become strong drivers, along with pigs, chickens, and other livestock. Over the years, these sectors have been joined by service industries, retail, social assistance, and health care.

“Until about a decade ago, we were the second-largest populated county in Central Ohio,” explains Executive Director, Cameron Garczyk. “But to this day, we’re still the second-largest manufacturing county in Central Ohio, and that’s a testament to our longstanding manufacturing history.” Factors behind Licking’s growth include its proximity to Franklin County and the acclaimed Ohio State University. “Franklin County is number one in almost all the metrics when you’re looking at economic development or industry, but Licking County has always been a close second in many instances,” shares Garczyk.

Transportation and industrial parks
Historically, the county has been known for its accessibility. U.S. Route 40, historically called the ‘National Road,’ parallels Interstate 70 and remains a major transportation hub. And unlike many other communities, Licking County has had industrial parks for decades. “That’s a relatively new concept,” says Garczyk. “You didn’t have industrial parks 60 or 70 years ago like you do today. Back then, you just put a factory on land where it made sense.”

Envisioning future growth, innovative community leaders designated specific plots of land for businesses, did some speculative building development, and really marketed the area. “That has benefited us tremendously. Residents are accustomed to new development and industries coming in, and we have families working in those types of businesses. A long history of industry and manufacturing sets us apart from a lot of our peers in Central Ohio.”

One business recently establishing itself in the area is multinational technology giant Intel. The CHIPS and Science Act was a factor behind the expansion, along with the county and region’s reputation for manufacturing. A few years ago, the California-headquartered company announced it was investing over $28 billion in two new cutting-edge chip factories in Ohio to meet growing semiconductor demand.

Once completed, the 1,000-acre “mega-site” in Licking County’s New Albany will accommodate eight chip factories, supporting operations and ecosystem partners. Intel has already invested over $7 billion in Ohio, with the two manufacturing facilities slated to open in Licking County by 2031.

“It’s put Licking County on the map in a way that we weren’t before,” says Garczyk. “It’s a testament to our state and regional partners, JobsOhio, One Columbus, and the City of New Albany, which has established a world-class business park that’s mostly in Licking County.”

Increasingly known as a high-tech hub, the city’s business park continues to attract large, well-known manufacturers. Last year, biotechnology giant Amgen announced a $900 million expansion to its Ohio manufacturing facility. “Ohio offers a supportive business climate, skilled workforce, and strategic location, making it an ideal choice for this next phase of our investment,” says Amgen’s chairman and CEO, Robert A. Bradway, in a press release. The move represents an investment of more than $1.4 billion in Central Ohio and will create an additional 350 new jobs.

A true success story, Amgen represents another chapter in Licking County’s economic growth, which includes data center development, pharmaceutical growth, other categories of advanced manufacturing, and now, renewable energy as well.

Illuminate USA—a shining example
Leading American solar panel manufacturer Illuminate USA is based in Pataskala, Ohio, where it operates a 1.1 million-square-foot facility. Illuminate USA is the largest solar panel maker in the Western hemisphere, starting just four years ago with virtually no employees. For GROW Licking County Community Improvement Corporation, the burgeoning of this high-efficiency solar-panel manufacturer is a source of pride, and the company now boasts a local workforce of over 1,600.

“Solar is an energy discussion, but it’s also part of that national discussion on tariffs on manufacturing and bringing good-paying manufacturing jobs back to the United States, particularly from Asia and other countries,” comments Garczyk.

“It’s been a great story for us to tell, how they chose Licking County and Central Ohio to set up shop. And it’s been a success story on how you can manufacture a product that has mostly been manufactured overseas, and is crucial to our future energy needs—and we’re able to produce it right here in the United States.”

A key local employer, Illuminate USA has been key to the State of Ohio’s becoming the number one solar manufacturing hub in the U.S. “We’re keeping up, and we’re continuing to watch the demand,” says Brittany Rogers, Chief Human Resources and People Officer for Illuminate. “We really support continued growth because it’s great for ourselves and for generations to come.”

As America’s largest solar manufacturer, Illuminate USA produces 9.2 million solar panels annually at its Pataskala location.

Port Authority success
Another one of the county’s success stories is the Heath-Newark-Licking County Port Authority. Formed in 1995, the Port Authority’s mission encompasses management, development, and fostering solutions for industrial development and growth across the county. Many businesses call it home, including paint and stain maker Behr, organic baby formula manufacturer Bobbie, and aeronautics, space, military, and satellite juggernaut Boeing.

Garczyk tells us the Port’s longtime President and CEO, Rick Platt, says, “from missiles to milk,” to describe the many businesses on the Port’s campus, which also includes the Central Ohio Aerospace & Technology Center, the Seminary Ridge Business Park, and Newark STEMFlex®.

“Having that diversity throughout the county is really crucial,” he says. “Chip-making at Intel, solar panel manufacturing, missile systems, automotive manufacturing, and then you have organic infant formula. So that’s a testament to our success; it’s not just centered on one or two specific types of industries.”

Better for business
Plenty of available land and industrial parks are just a few reasons businesses are choosing Licking County. Another is energy, which is becoming more of a conversation every day with the growth of data centers. The State of Ohio has abundant natural gas, which has contributed to businesses such as Intel choosing to locate in the state. And with higher education institutions in the area, including Ohio State’s largest satellite campus in Newark, Central Ohio Technical College, and Denison University, there’s a deep pool of educated potential workers.

Garczyk adds that the county’s affordability, natural beauty, location, and quality of life are also incentives for companies to move to the area. For businesses, it isn’t just about available land but building a community where staff members want to live and raise families.

Economic development agencies are composed of the county’s local elected officials, and everyone, he says, is moving in the same direction to ensure success.

“That collaborative approach has led to some great wins, and that’s not always the case in other places. We have a really great network of economic development folks in this region who want to see big wins and good things happen. GROW Licking County has been a true success story.”

The post Bringing it Home to Ohio<p class="company">GROW Licking County</p> appeared first on Business In Focus Magazine.

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.

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