Formerly known as Pinnacle Technology Group, this Michigan-based electronics contract manufacturer has spent more than four decades building a reputation rooted in craftsmanship and customer partnership. Today, under the leadership of second-generation President Nick Wasserman, PTG is boldly reimagining its identity, operations, and future trajectory.

From humble beginnings in hand-assembled circuit boards to a sophisticated, technology-driven manufacturing enterprise serving high-reliability industries, PTG’s story reflects both the resilience and reinvention defining American manufacturing today. The company traces its roots back to 1984, when it was founded as a small electronics assembly operation in Toledo, Ohio. At the time, production relied heavily on manual labor, with technicians carefully assembling through-hole electronic components by hand.

That changed in 1996, when Nick Wasserman’s father acquired majority ownership of the company and renamed it Pinnacle Technology Group. Under family leadership, the company began charting a path toward modernization and long-term growth.

In 2001, the company acquired an Ann Arbor-based operation that specialized in surface-mount technology (SMT), significantly expanding its technical capabilities. The acquisition allowed PTG to integrate automated equipment into its processes, dramatically increasing production speed and complexity. By 2005, it became clear that continued growth required a purpose-built facility. The company secured land in Ottawa Lake, Michigan, just across the Ohio border, and constructed a modern production plant designed to support long-term scalability. In early 2006, operations consolidated into the new headquarters, setting the stage for nearly two decades of sustained expansion.

Since then, PTG has grown substantially in size, sophistication, and market reach, now operating two facilities and employing 65 team members across Michigan and Ohio.

In January 2026, Pinnacle Technology Group officially became PTG Electronics, a change driven by both strategic necessity and long-term vision. What began as a conversation about digital marketing and online visibility soon evolved into a broader reflection on brand identity. As customer engagement increasingly moved online, the leadership team recognized the importance of differentiation and searchability in an overcrowded digital marketplace.

“We were talking about how our marketing efforts were a little behind the curve,” says Wasserman. “The way business development happens today is fundamentally different; you’re not just walking into buildings anymore or relying on phone calls, you must show up digitally, and you must be visible.”

During those discussions, the leadership team confronted a recurring challenge: brand confusion. The name Pinnacle, while familiar, had become overly saturated across industries, leading to misdirected calls and marketplace ambiguity.

The result was PTG Electronics, a name that preserves the company’s heritage while instantly communicating its purpose. “At the core of it, we are an electronic contract manufacturer,” says Wasserman. “By putting ‘Electronics’ in the name, anyone coming across our business can immediately understand what industry we serve and the services we provide.”

The rebrand also symbolizes the company’s generational transition, as Wasserman leads PTG into its next chapter with renewed energy and ambition.

Today, PTG Electronics delivers fully integrated electronic manufacturing services, supporting original equipment manufacturers (OEMs) across a wide range of industries. Its capabilities span the entire production lifecycle, from printed circuit board assembly to full electromechanical box builds.

The company operates four SMT production lines along with a suite of semi-automated assembly and testing systems. These allow PTG to rapidly place, solder, inspect, and validate electronic components with exceptional consistency and accuracy.

Beyond board-level assembly, the company offers a full suite of services including programming, functional testing, environmental coating, and turnkey box builds, delivering fully assembled and shipment-ready products. This end-to-end manufacturing approach reduces complexity for customers while ensuring quality and accountability throughout every stage of production.

Equally important is PTG’s experience as an OEM of medical training products, which gives the team unique insight into customer expectations. “As a successful OEM of medical training products, we understand firsthand what clients need from their electronic manufacturing service provider,” says Wasserman. “That perspective drives our focus on quality, efficiency, attention to detail, and excellent service.”

Indeed, PTG’s evolution over the past two decades has been driven by continuous investment in technology. What began as a hand-assembly operation is now a digitally connected manufacturing ecosystem. “We didn’t even really have automated equipment when we first got going,” says Wasserman. “Now we have four SMT lines and a whole complement of semi-automated equipment for assembly, testing, and box builds.”

The company has also begun integrating artificial intelligence into its operations, starting with AI-based quoting systems that streamline pricing and accelerate response times. Future plans include deeper system integration, allowing real-time data sharing across departments and automating data entry processes. “Soon we’ll be able to pull data faster and increase accuracy significantly. It’s going to save a tremendous amount of time,” shares Wasserman. Rather than viewing automation as a threat to employment, PTG sees technology as a way to enhance human capability and improve quality.

Another cornerstone of PTG’s operational philosophy is continuous improvement, not only in processes and technology, but also in people. For the past several years, the company has partnered closely with the Michigan Manufacturing Technology Center (MMTC) to strengthen workforce training and leadership development.

MMTC supports PTG by providing access to grant opportunities and leadership development initiatives. Recent collaborations have included supervisory training and advanced problem-solving courses designed to empower frontline employees.

“We’ve sent four people in the last year to supervisory training to understand leadership qualities, how to manage people and navigate different personalities,” says Wasserman. “We also use problem-solving courses that improve quality and operational efficiency. These programs give our people tools to make better decisions and reduce risk on the plant floor.” By investing directly in employee development, PTG builds a more capable and engaged workforce, one that can adapt quickly to new technologies and evolving customer demands.

Perhaps the most defining characteristic of PTG Electronics is its unwavering commitment to partnership. Rather than transactional manufacturing relationships, the company emphasizes long-term collaboration and mutual success. “One of our core competencies is truly taking a partnership approach,” emphasizes Wasserman. “We invest in our customers as if they are an extension of our business.”

This philosophy, rooted in the company’s family ownership, guides everything from engineering support to quality assurance. PTG prioritizes long-term outcomes over short-term margins, believing that sustained success comes from consistently delivering value.

The results speak for themselves. PTG’s longest-standing customer relationship spans 28 years, while its top clients have remained loyal for more than 15 years.

“We don’t take shortcuts,” says Wasserman. “We support our customers even when it’s not the easiest thing to do, because we know that if they succeed, we succeed.”

As reshoring efforts gain momentum across the United States, PTG finds itself well-positioned to benefit from a renewed emphasis on domestic manufacturing. All its production takes place within its U.S. facilities, allowing customers to maintain tighter supply chain control while reducing risk and improving responsiveness.

“There’s been a shift back toward manufacturing things in the United States,” Wasserman explains. “We only build here in America, and we’re very proud of that.”

Looking ahead, PTG has set an ambitious goal: doubling the size of the business within the next three to five years. Central to this strategy is expansion into high-reliability sectors, particularly aerospace. The company is currently pursuing AS9100 certification, which will qualify it to manufacture electronic systems for aerospace applications. This strategic move complements PTG’s existing strengths in the medical, industrial, and advanced technology markets, further diversifying its customer base while reinforcing its reputation for quality and precision.

As PTG enters its second generation of family leadership, Wasserman is keenly aware of the balance required between honoring legacy and embracing innovation. “We never want to lose that customer-first relationship mantra,” he says. “At the same time, we need to be quicker and more open to evolution and change.”

This stance informs PTG’s approach to AI integration and operational modernization. While the company may have entered some digital initiatives later than others, its leadership is now firmly committed to staying ahead of the curve. And, alongside its technological sophistication, PTG remains deeply grounded in its family values. The company culture emphasizes respect, accountability, collaboration, and pride in craftsmanship.

With 65 employees across two facilities, headquarters in Ottawa Lake, Michigan, and a secondary site in Maumee, Ohio, PTG fosters a workplace environment where individuals are empowered to grow and innovate. That human-centric approach not only strengthens internal culture but also translates directly into customer outcomes, creating a cycle of trust, loyalty, and excellence.

As PTG Electronics charts its course forward, the company stands at the intersection of tradition and transformation. With advanced manufacturing capabilities, a growing digital presence, expanding workforce development initiatives, and a renewed brand identity, PTG is positioned to play a leading role in the future of American electronics manufacturing.

Its journey, from a modest hand-assembly shop to a technology-driven, high-reliability manufacturing partner, serves as a compelling example of how thoughtful leadership and unwavering values can shape lasting success. For Wasserman and the entire PTG team, the mission remains clear: deliver exceptional quality, build enduring partnerships, and engineer solutions that empower customers to thrive in an increasingly complex world.

The post From Hand Assembly to High-Tech Manufacturing<p class="company">PTG Electronics</p> appeared first on Business In Focus Magazine.

Today, the city is undergoing a shift that goes far beyond infrastructure upgrades or cosmetic improvements. At the heart of this evolution is a renewed commitment to vibrancy, connection, economic diversification, and quality of life, values that are reshaping Estevan’s downtown core and setting the stage for long-term growth.

Through years of consultation, planning, and collaboration, Estevan has embarked on a downtown revitalization journey that is not only changing the physical streetscape but redefining how residents experience their city. “This project stems from a longstanding planning process and strategic direction,” says Rebecca Foord, Community Development Officer for the City of Estevan. “There was a clear recognition that our downtown core needed modernization and a renewed sense of vibrancy.”

That recognition became the foundation for a comprehensive redevelopment strategy designed to transform downtown Estevan into a thriving commercial and social hub, one that invites residents and visitors alike to explore and connect.

For decades, Estevan’s downtown served its purpose as a functional business district, but evolving retail habits and changing economic patterns revealed opportunities for reinvention. Strategic planning exercises and the City’s Official Community Plan all pointed toward the same conclusion: downtown needed to become more than just a place to run errands.

Instead, the vision became to create a space where people want to spend time. “A successful downtown experience means a vibrant, modern streetscape with upgraded sidewalks and public spaces that invite people to linger and gather,” Foord says.

The revitalization plan embraced this philosophy wholeheartedly. Infrastructure upgrades included new sidewalks, underground utility improvements, enhanced accessibility, and modern lighting installations. Aesthetic enhancements such as decorative lights, planters, benches, and streetscaping elements added warmth and charm, creating an environment that feels welcoming and safe.

The result is a downtown that feels alive, a space designed to encourage social interaction and foster a sense of belonging. “If people are encouraged to stay downtown after work—to go for dinner, shop locally—that creates an entirely different energy,” says Foord. “It’s about making our downtown more than functional, but a place people actually choose to be.”

Beyond aesthetics, the project was designed as a catalyst for economic growth. A modern, visually appealing downtown naturally supports business attraction, entrepreneurship, and long-term investment.

To complement the infrastructure improvements, the City of Estevan introduced municipal tax incentives for storefront and façade upgrades, providing businesses with financial motivation to invest in their spaces. “Businesses that improve their storefront or façade receive a municipal tax break for three years,” Foord explains. “We’ve seen a really strong response to that, with businesses aligning their upgrades to match the downtown’s new look and feel.”

This collaborative approach allowed business owners and city planners to work hand in hand, ensuring architectural cohesion and reinforcing a shared vision. Even during construction, often the most challenging phase for downtown commerce, business owners showed remarkable optimism and confidence in the project’s long-term benefits.

Over the past two years, six new businesses have opened downtown, an impressive achievement given the logistical challenges of revitalization work. “Moving into a downtown during construction isn’t easy,” Foord says. “But we had entrepreneurs take that leap, and they’ve been very successful so far.”

Perhaps most encouraging is the diversity of businesses now operating downtown, ranging from retail and specialty shops to professional services and food establishments. This blend ensures steady foot traffic and creates a dynamic ecosystem where businesses benefit from one another.

“It’s exciting to see such a mix,” says Foord. “You can get your hair done, go for a massage, shop locally, grab lunch, and run errands all in one walkable space. That’s what makes downtown thrive.”

The impact of revitalization extends far beyond economic metrics. At its core, this transformation is about rebuilding human connection, especially in the wake of pandemic-related isolation. “COVID changed how people interacted with each other,” Foord reflects. “Now, our downtown is helping to recreate that sense of community again.”

Since construction wrapped in October, downtown events have flourished. One standout example is Moonlight Madness, a nighttime shopping event that brought families and friends together well into the evening hours. Moments like these illustrate the deeper purpose behind downtown revitalization: creating a shared gathering place where relationships are strengthened and community pride flourishes.

Estevan’s downtown revival is part of a broader, forward-thinking strategy driven by a comprehensive municipal strategic plan requested directly by City Council. The goal was to establish a clear, transparent roadmap that aligns economic development and quality-of-life priorities, and the strategic plan is anchored by five guiding pillars: infrastructure and core services; community engagement and communication; economic diversification and development; organizational capacity and workforce support; and quality of life and community well-being.

Together, these priorities form a cohesive framework for growth, with economic diversification emerging as a central driver of long-term sustainability and opportunity across the community.

“We’re focused on building incentives that support not only new businesses but also our longstanding local companies,” Foord says. “Those second- and third-generation family businesses are the backbone of this community.” To this end, Estevan offers two primary economic incentives: one for storefront improvements and another for new business development. Plans include increased support for business expansions, ensuring that existing enterprises can grow alongside new investments.

Recognizing that economic growth must be matched with social infrastructure, the City of Estevan is also tackling one of Canada’s most pressing challenges: childcare accessibility.

Currently, Estevan faces a waitlist of nearly 700 children, a bottleneck that affects workforce participation, family stability, and population growth. “Our goal is to have two new childcare facilities by 2028,” notes Foord. “One is already under construction and expected to open by mid- to late-2026.”

These investments are critical not only for families but also for employers seeking skilled workers. Economic diversification touches every aspect of community life, from housing to childcare to infrastructure, creating the foundation that allows both residents and businesses to thrive.

Complementing this effort is the development of a five-year community growth plan, aligned with the upcoming 2026 census. This forward-looking strategy will guide housing development, workforce planning, infrastructure investment, and community services to ensure Estevan is fully prepared for future expansion.

One of the most inspiring initiatives underway is Estevan’s partnership with the Southeast Tech Hub, a rural business incubator focused on innovation and entrepreneurship. Together, they are launching a series of conferences and community conversations aimed at inspiring creativity and forward-thinking leadership. Among those with roots in Estevan are Dr. Eric Grimson, former Chancellor of MIT, and Jeff Sandquist, a senior Microsoft executive. Their stories serve as powerful reminders that small communities can produce global leaders. By spotlighting these successes, Estevan is cultivating pride and belief in what is possible, especially among younger generations.

What truly sets Estevan apart is its culture of collaboration. City departments, educational institutions, nonprofits, and regional organizations work together seamlessly, aligning efforts to amplify collective impact. “We’ve seen incredible collaboration with the Chamber of Commerce, Southeast College, Southeast Tech Hub, and the Downtown Business Association,” Foord says. “When the community sees those partnerships, it builds trust and momentum.”

This cooperative spirit extends into social well-being initiatives as well. Through its Community Wellness Committee, Estevan became a provincial pilot community for developing a Community Safety and Well-Being Plan, bringing social organizations together to strengthen support networks and inclusivity. Simple but powerful programs, such as free board game nights and accessible community events, help ensure that connection and belonging remain central to city life.

Despite its bold ambitions, Estevan remains deeply committed to preserving its small-town charm, the very quality that makes it such a special place to live.

More importantly, the city’s strategic approach is designed to remain flexible and responsive to evolving needs. “Our strategic direction is proactive and adaptable,” Foord emphasizes. “We’re focused on diversifying the economy and supporting businesses, but how we achieve those goals is always evolving.” That adaptability ensures Estevan can respond to market shifts and technological changes while staying true to its values.

“Estevan is open for business; whether you’re looking to invest, raise a family, or retire, there’s something here for everyone,” says Foord. “But our real energy comes from our people.” Indeed, from record-breaking fundraisers to tireless volunteers, community organizations consistently exceed expectations, reinforcing Estevan’s reputation as a place where generosity and pride thrive.

As Estevan moves confidently into its next chapter, the downtown revitalization project stands as both a symbol and a catalyst, a reflection of the city’s collective vision and perseverance. By blending thoughtful design, strategic planning, economic incentives, and deep community engagement, Estevan has created more than a revitalized streetscape; it has created a renewed sense of possibility.

In every bustling storefront and shared moment of connection, that energy is unmistakably alive, shaping a future that is vibrant, inclusive, and full of promise.

The post Energy Beyond Industry: Building a More Vibrant, Connected Future<p class="company">City of Estevan, Saskatchewan</p> appeared first on Business In Focus Magazine.

Today, under the leadership of CEO Bianca McGregor, and in close collaboration with municipal leaders such as Mayor Philip Brown, the Chamber continues to evolve alongside a region experiencing rapid growth and new economic opportunities. Together, the Chamber and the City of Charlottetown play a pivotal role in shaping an environment where businesses can scale and thrive while preserving the quality of life that makes PEI so distinctive.

At its core, the Greater Charlottetown Area Chamber of Commerce exists to serve its members, most of whom are small and micro-businesses. According to McGregor, approximately 76 to 77 percent of the Chamber’s nearly 1,000 members employ 20 people or fewer.

“We exist to provide services and opportunities for our membership,” McGregor explains. That means networking opportunities, a menu of benefits that help reduce operating costs, access to education, and strong advocacy efforts aimed at influencing policy so businesses can grow and thrive.

This focus on micro and small enterprises reflects the reality of the Island’s economy. From family-run retail shops and restaurants to professional services and tourism operators, PEI’s business landscape is dominated by entrepreneurs who rely on collaboration and community support.

The Chamber’s role as an advocate is especially critical in a small jurisdiction like Prince Edward Island, where proximity to decision-makers allows for meaningful dialogue. McGregor notes that members benefit from frequent roundtables and meetings with elected officials, opportunities that are far less common in larger provinces.

“That proximity really sets us apart,” she says. “It’s easier for us to facilitate direct member engagement with policymakers. I think it’s a big reason why we have such deep market penetration and high membership rates, making us one of the larger Chambers in the country despite being in Canada’s smallest province.”

Mayor Philip Brown agrees that proximity and accessibility are defining features of Charlottetown’s success. As the capital city and economic engine of PEI, Charlottetown has experienced significant population and economic growth over the past decade.

“Charlottetown has grown from a city of about 35,000 people to a regional population of more than 93,000 when you include surrounding communities,” Mayor Brown says. “That kind of growth brings challenges, but it also creates tremendous opportunity.”

The city’s growth has been fueled by immigration, investment, and a renewed focus on downtown revitalization. The Mayor emphasizes that Charlottetown’s history, often referred to as the birthplace of Confederation, provides a strong foundation for its future. “We’re a city that respects our past while planning intentionally for what’s next,” he says. “That balance is really important as we continue to grow.”

One of the region’s greatest strengths, according to both McGregor and Brown, is its economic diversity. PEI is home to a surprisingly broad mix of industries for a province of its size, including bioscience, aerospace, information technology, clean technology, agriculture, fisheries, and tourism.

“We have a really strong bioscience sector, and decades ago we established a foothold in aerospace,” says McGregor. Future growth is being supported by several key trends, including anticipated federal defence investments and steady expansion in the IT and clean technology sectors as the province moves toward net-zero targets.

This diversity provides resilience during periods of global uncertainty. McGregor notes that while some regions feel significant impacts from tariffs or supply chain disruptions, PEI’s economy is less vulnerable because it is not overly reliant on a single sector. “All the data shows that diversity works to our advantage,” she says. “If one sector experiences challenges, others continue to perform well, which helps stabilize the overall economy.”

Mayor Brown echoes this sentiment, highlighting how the city supports innovation across sectors through infrastructure investment and strategic planning. “We’re seeing advanced manufacturing, bioscience, and tech companies choose Charlottetown because of the talent pipeline, the quality of life, and the collaborative business environment,” he says. “That combination is very compelling.”

A defining feature of the Chamber’s work is PEI Connectors, a program that has operated for more than 12 years. Fully government-funded, the program supports immigrants and newcomer entrepreneurs as they establish themselves in the Island’s economy.

“We realized early on that if we wanted newcomers to succeed, we had to support the whole family,” McGregor explains. PEI Connectors offers comprehensive support ranging from business guidance to assistance for spouses and family members seeking employment.

The program is one of many established settlement programs that play a crucial role in addressing workforce shortages, particularly in sectors such as tourism, agriculture, and hospitality. Mayor Brown notes that immigration has been essential to sustaining economic growth. “Our workforce was shrinking and our population was aging,” he says. Welcoming newcomers has helped lower the median age of the population while contributing directly to GDP growth, bringing fresh energy and entrepreneurial momentum into the community.

While immigration policy has tightened in recent years, both leaders remain hopeful that future adjustments will reflect the unique needs of Atlantic Canada. “We need boots on the ground,” McGregor says. “There are many roles, especially in hospitality, that simply can’t be automated. People come here for friendly faces and great service, and that requires people.”

Indeed, tourism remains one of PEI’s most visible and impactful industries, particularly in the Greater Charlottetown Area. Each summer, hundreds of thousands of visitors pass through the capital region, creating a concentrated period of economic activity. The summer season presents a strong opportunity for businesses to generate significant sales in a short window, with even year-round operations seeing notable spikes in July and August.

Cruise ship tourism continues to grow, bringing hundreds of thousands of visitors each season and contributing millions to the local economy. Effective marketing by Tourism PEI, combined with the Island consistently delivering memorable experiences, keeps visitors returning year after year.

Quality control and regulation have also played a role in maintaining PEI’s reputation. Licensing and oversight of accommodations, including short-term rentals, ensure that visitors receive a high-quality experience. “We take the quality of our tourism product seriously,” McGregor says. “That attention to detail makes a difference.”

And of course, few places in Canada are as closely associated with food as Prince Edward Island. From oysters and lobster to potatoes and beef, local products are central to both the Island’s economy and its identity. The Food Island Partnership plays a key role in helping producers and processors bring products to market, supporting both tourism and export opportunities, and PEI-branded products are increasingly visible across Canada and beyond.

Beyond economic opportunity, quality of life remains one of the region’s strongest selling points. Charlottetown offers a rare combination of urban amenities and rural tranquility. Living just 20 minutes outside the city puts you close to the North or South Shore, surrounded by natural beauty, while keeping all the amenities and opportunities of the capital region within easy reach.

Mayor Brown highlights that safety, strong community infrastructure, and accessibility make the area ideal for families. He notes the region offers excellent schools and recreational facilities along with reliable high-speed internet—even in rural areas—and a genuine sense of community.

That sense of connection extends to the business environment as well. Connections in the region are straightforward; you can quickly meet the people who can help bring your ideas to life, and the Chamber often serves as the gateway to those opportunities.

As Charlottetown and the surrounding region continue to grow, collaboration between the Chamber, municipal leaders, and the business community will remain essential. “We’re in a period of transformation,” Mayor Brown says. “With thoughtful planning, continued investment, and strong partnerships, Charlottetown is well-positioned for sustainable growth.”

The Chamber stays focused on its core mission: making sure businesses, particularly small and micro-enterprises, have the resources and support to succeed, knowing that when they do, the whole community benefits.

In a province defined by connection and opportunity, the Greater Charlottetown Area Chamber of Commerce continues to serve as both advocate and anchor, helping shape a future where people can truly live, work, play, and do business.

The post Making Connections<p class="company">Greater Charlottetown Area Chamber of Commerce</p> appeared first on Business In Focus Magazine.

Covered Bridge Potato Chip Company began not just as a business, but as a continuation of a family tradition. “It’s a fourth-generation family-owned business. Potato farmers—that’s our background,” says Jaime Nevers, Director of Sales and Marketing. While the company formally launched in 2008, its roots stretch back much further, to a tradition of cultivating the dark russet potatoes that form the heart of the brand’s signature chips.

“What we do differently is we grow dark russet potatoes, which gives us the ability to offer a unique product,” made with ingredients harvested from the Saint John River Valley, explains Nevers. “Not many other potato chip companies use this, so it gives us that competitive edge in the market today.”

This commitment to quality from the ground up—literally—has always set Covered Bridge apart. The company’s heritage is more than a marketing line; it’s embedded in the product itself. By leveraging its own farms, the team can control the process from planting to harvest to chip production, ensuring consistency and quality that few competitors can match.

Based in Carleton County, New Brunswick, home to the longest covered bridge in the world, the business started small, as an agritourism venture, but it quickly captured the attention of local consumers. With a focus on small-batch production and careful attention to detail, the brand began carving out a niche that combined classic snack enjoyment with premium quality. Nevers emphasizes that from the beginning, the mission was simple: make something special from the family’s own farm.

“From day one, it’s all been about the farming and preserving that classic family tradition, making small batches using our quality ingredients and taking real care in the process,” she says. This dedication resonates with customers, creating a loyal following eager for every new flavour and innovation.

The early years were marked by experimentation, both in flavour and production. The team tested different cutting techniques and seasoning combinations to find the perfect balance. What started as a local endeavour in the heart of potato country soon became a recognizable brand valued for its authenticity and quality.

In March 2024, Covered Bridge faced a devastating setback when a fire destroyed its main plant. It was a moment that could have ended the company’s trajectory, but instead, it became a catalyst for resilience and reinvention. “The fire really was devastating, not just for us as a business, but for everyone in our community. What we learned quickly was just how strong our team truly was and how resilient we could be,” Nevers recalls. Within days, plans were in motion to maintain operations through co-packers and supplier partnerships. The team’s ability to pivot so quickly minimized disruption and kept the brand on shelves.

The fire completely destroyed the original factory, leaving no equipment or infrastructure to recover. However, the company’s decision to operate a separate warehouse and office facility proved critical in the aftermath. With inventory already on hand and operations housed elsewhere, Covered Bridge was able to maintain supply while quickly forming partnerships with co-packers, allowing the business to continue moving forward without losing momentum.

From devastation arose opportunity. The rebuild allowed Covered Bridge to rethink its operations, modernize equipment, and create a more efficient production process. Nevers tells us, “Starting fresh allowed us to really be mindful of how the design works to allow us to be most efficient in the new facility.” The lessons learned during the rebuild, about flexibility and strategic partnerships, have positioned the company for sustainable growth and innovation.

The process of rebuilding was meticulous. Every detail of the new plant, from the layout of fryers to the positioning of packaging lines, was designed with efficiency in mind. The team used the opportunity to integrate modern technology that streamlined production while maintaining the small-batch quality that consumers love. This thoughtful approach ensures the company is not only back to full capacity but better equipped for future growth.

When production resumed the following summer and the fryers were turned on again for the first time since the fire, it marked a significant moment for the company. Reaching that point required months of coordination and commitment from the entire team. Beyond the operational achievement, the moment represented resilience and the deep support Covered Bridge received from its employees, partners, and surrounding community.

While rebuilding a plant is impressive, it’s innovation that keeps a brand relevant, and at Covered Bridge, flavour development is both an art and a science. Nevers describes a hands-on, collaborative approach to new products: “Innovation is definitely at our core. We have a very small but mighty product development team. It usually starts with a fun idea, whether it’s one of ours or a suggestion from a customer.”

From there, ideas are refined through partnerships with seasoning suppliers, extensive tasting, and feedback from staff and family. Only the best makes it to market, and recent launches demonstrate this creative spirit. Sriracha Lime, a nod to trending global flavours, and collaborations with Canadian restaurants like St. Louis Bar and Grill, have introduced exciting new tastes for fans.

The brand has also experimented with playful, nostalgic concepts. One notable innovation is the Storm Chips series, a blended bag of four flavours created for the winter months. “You can wait out the storm and enjoy your chips and relax at home while the snow falls around you,” Nevers says with a smile. The concept, inspired by social media buzz and local weather patterns, has become a fan favourite over the past decade. A summer counterpart, the Weekender, offers a different flavour blend to celebrate the warmer months.

Beyond its seasonal flavour launches, Covered Bridge has also expanded into complementary product categories, including tortillas. Introduced just ahead of the holiday season, the new line reflects the company’s ongoing willingness to experiment and evolve. It highlights a culture where creativity is actively encouraged, with new ideas shaped by internal collaboration, customer input, and emerging market trends rather than staying confined to a single product format.

This commitment to innovation is balanced with care to preserve what makes Covered Bridge special. Despite modernizing the plant and expanding product lines, the original small-batch approach and quality ingredients remain the foundation of every chip. Nevers emphasizes that “the process remains the same—the product, the quality, everything that we offer, is the same as what we had before.”

Covered Bridge’s reach now extends well beyond the Maritimes, with its products available in more than 13 countries worldwide. Over time, the brand has cultivated a strong international following, particularly in markets where it has maintained a longstanding presence. The Philippines, for example, has been a key export destination for roughly a decade, reflecting sustained demand and the company’s ability to resonate with consumers far from its New Brunswick roots.

Of course, international expansion brings new opportunities and challenges. Shipping products across continents requires meticulous attention to logistics, regulatory compliance, and freshness. Yet despite these complexities, Nevers sees a clear strategy: sharing a uniquely Canadian product with the world while staying true to the company’s heritage. Trade shows and direct engagement with international buyers help the team understand which flavours resonate abroad, allowing the company to tailor its offerings without compromising quality.

Even as the company reaches overseas markets, its local roots remain fundamental. “Locally, we are supported by other farmers, families, our employees, and customers,” Nevers says. “We are very grateful to our customers and everyone that has supported us along the way. The support since the fire has really shown us that Covered Bridge is more than just a brand; it’s something that people truly care about.”

The support goes both ways. “We absolutely try to give back wherever we can,” Nevers shares. The company’s community involvement ranges from youth sports sponsorships to funding school food programs, ensuring that success is shared widely. From donating to volunteer fire departments to supporting mental health organizations, Covered Bridge has created a culture where business success and social responsibility go hand-in-hand.

For this company, milestones are both big and small. From navigating the challenges of a devastating fire to celebrating flavour anniversaries, the team cherishes each achievement. Looking ahead, Covered Bridge is firmly focused on the future, with product development initiatives already underway and extending into 2027. While the fire temporarily slowed innovation efforts, the return to in-house production has reopened the door to creative exploration. With operations fully back on track, the team is once again able to invest time and energy into developing new flavours and products that align with the brand’s strengths and longstanding passion for innovation.

And it is that blend of innovation and quality that truly sets Covered Bridge apart. Covered Bridge Potato Chip Company is about more than just snacks; it’s a story of heritage, resilience, and a commitment to doing things right, from sourcing ingredients to giving back to the community. It’s about innovation without losing sight of what makes the brand unique.

The company’s journey reflects a rare balance in business: embracing innovation while preserving tradition and overcoming adversity without compromising core values. With a rebuilt plant, modernized equipment, new flavours, and a presence in global markets, Covered Bridge is ready for the next chapter.

For fans both new and old, that chapter promises more creative flavours, quality snacks, and a brand that represents the very best of New Brunswick. Whether in a small bag of local favourites or on international shelves, Covered Bridge Potato Chip Company continues to deliver not just chips, but a piece of Canadian tradition that’s crispy, flavourful, and built to last.

The post A New Chapter Built on Resilience and Innovation<p class="company">Covered Bridge Potato Chip Company</p> appeared first on Business In Focus Magazine.

Today, however, Edmundston–Madawaska is increasingly becoming something more: a destination in its own right, a hub for investment, and a community actively shaping its future through housing initiatives and year-round tourism development.

According to Joanne Bérubé-Gagné, Executive Director of the Edmundston Madawaska Tourism Office, the momentum building across the region is unmistakable. “There have been a lot of changes in the area,” she says. “Hotels are building, adding rooms, or refurbishing, new restaurants have come in, and we’ve seen a much more diversified food experience with new people moving in.” That evolution is not happening in isolation; it reflects shifting economic patterns and a deliberate effort by local leadership to ensure growth benefits both residents and visitors alike.

Tourism in Edmundston–Madawaska has seen a notable upswing over the past year, driven in part by broader shifts in how and where people choose to travel. With some travelers opting to vacation closer to home and others exploring Canada more deeply, the region has found itself well positioned to capture new audiences.

Visitor stays are lengthening, and the region is increasingly being included in extended Maritime travel itineraries. Visitors from Western Canada are discovering the appeal of Atlantic Canada’s quieter destinations, often arriving with flexibility and curiosity rather than rigid travel plans. “People are really coming to explore,” Bérubé-Gagné explains. “They don’t always have specific plans, so they’re willing to stay a couple of days more, find out about the culture, change routes, and explore a little bit more.”

This openness has worked in the region’s favour. Edmundston–Madawaska offers an easy entry point into the Maritimes while providing immediate access to rivers, forests, trails, and a walkable urban core. For travellers seeking a slower pace without sacrificing amenities, the balance is compelling.

The region’s bilingual character also plays a quiet but important role. Visitors moving between provinces or countries find a place where language is a bridge rather than a barrier, reinforcing the area’s reputation for warmth and accessibility.

As tourism and economic activity increase, housing has emerged as one of the region’s most critical priorities. Like many communities across Canada, Edmundston is navigating the challenge of ensuring enough affordable, diverse housing options to support workforce needs and long-term livability. In response, the City of Edmundston has taken an unusually proactive approach, one that Bérubé-Gagné describes as both bold and necessary. “The city really took the bull by the horns,” she says, pointing to initiatives that include offering land to developers, updating zoning bylaws, and approving new housing formats such as mini-homes and container homes that would not have been considered in years past.

The municipality has also worked to remove common barriers to development by pre-approving architectural plans for multi-unit housing, allowing developers to move faster and reduce their upfront costs. Dedicated staff now focus full-time on housing coordination, working directly with builders and community stakeholders. And the scale of construction underway is significant. More than 300 housing units are expected to be added in the coming year, ranging from small multi-unit buildings to larger developments of up to 60 units. These projects are designed not only to address housing shortages but also to support tourism workers, healthcare professionals, agricultural employees, and newcomers settling in the region.

Beyond permanent housing, Edmundston has also invested in social infrastructure; it is now one of the smaller communities in the province to establish a seasonal warming shelter, addressing immediate needs while maintaining a long-term view of inclusive growth.

For Bérubé-Gagné, the emphasis on communication has been just as important as construction itself. By sharing studies and progress updates with residents, the city has worked to frame growth as a positive force, one that strengthens the community rather than strains it.

Edmundston’s location, mere kilometres from Quebec and directly across the river from Madawaska, Maine, has always shaped its identity. Today, that geography is increasingly seen as an economic advantage. The region sits within a few hours of major markets, including Quebec City and Boston, while serving as a key transit point for goods and people moving across Eastern Canada. This connectivity makes it an attractive base for businesses looking to access multiple markets without the congestion or costs of larger urban centres.

Cross-border collaboration remains a defining feature of the area. Committees continue to explore joint initiatives with neighbouring communities in Maine and Quebec, from shared festivals to recreational trail systems that could one day connect snowmobilers and ATV riders across borders. “We keep meeting and asking, ‘How can we put something together that generates economic development on both sides?’” Bérubé-Gagné says.

While regulatory and permitting challenges remain, particularly around licensing and insurance for cross-border recreation, the appetite for collaboration has not diminished. Shared industries and longstanding economic relationships continue to anchor these efforts.

The forestry sector remains a prime example. The mill in Edmundston produces pulp that is transported directly to Madawaska, Maine, through an underground tunnel, an arrangement that underscores just how interdependent the regional economy has become.

Currency exchange has also created new dynamics. With the Canadian dollar offering strong value, residents from Maine increasingly cross the border to shop, dine, and attend events in Edmundston, boosting local businesses and reinforcing the benefits of proximity.

Perhaps the clearest sign of confidence in Edmundston–Madawaska’s trajectory is the level of private investment flowing into the region. Nearly all local hotels have changed hands in recent years, with new owners expanding capacity or rebranding under global hospitality names. One notable project will see a former Travelodge transformed into a Hilton Spark property, an investment exceeding $10 million. “When you build hotel capacity, it means the market can absorb it,” Bérubé-Gagné notes. “For us, that’s really good news.”

These investments reflect not just optimism about tourism demand, but belief in the region’s long-term economic fundamentals. Campgrounds and accommodations across the area are also being upgraded, expanding the range of options available to visitors.

Beyond tourism, a major manufacturing announcement has further diversified the economic landscape. A global agri-food company headquartered in Switzerland has selected Edmundston as the location for its new North American production facility, set to open in 2026. The project is expected to bring approximately 50 new jobs and introduces a new sector to the regional economy, reinforcing Edmundston’s appeal as a place where international companies can find workforce availability and community support.

Yet despite its growth, Edmundston–Madawaska continues to define itself by its human scale. For many newcomers, whether investors, families, or visitors, that sense of personal connection is what stands out most. “It’s a small town with a big human approach,” Bérubé-Gagné says. “People care, they’re welcoming, and it’s easy to connect with the right person when you need something.”

That culture of accessibility extends across sectors, from municipal offices to tourism operators. It’s a quality that companies have cited as a deciding factor when choosing to locate in the region and one that residents work hard to preserve even as the community grows.

At the same time, the physical environment delivers an uncommon combination of amenities. Within minutes, residents and visitors can ski, golf, paddle rivers, hike forest trails, or enjoy a full range of urban services. Nature is not an escape from daily life; it is part of it.

This balance also supports the region’s appeal as a place to live. Families and remote workers increasingly see Edmundston–Madawaska as an alternative to larger cities, one that offers affordability, access to the outdoors, and a strong sense of belonging.

Looking ahead, the Edmundston Madawaska Tourism Office is focused on positioning the region as a four-season destination, one where tourism does not peak and disappear, but remains active year-round. Winter, in particular, is a strength; snow arrives early and stays late, enabling a longer season for skiing and winter recreation than many other parts of the province. “We really want to position the region as the four-season destination of New Brunswick,” Bérubé-Gagné says.

Investments at the nearby provincial park support this vision. A major renovation of the Antique Car Museum is nearing completion, with its reopening expected this summer, alongside broader plans to expand river access and explore winter operations.

Infrastructure improvements within the city are also playing a role. A new public transit system, introduced post-pandemic, now connects neighbourhoods and surrounding areas, helping residents and visitors move more easily throughout the region. Expansion plans will extend service across northern New Brunswick in 2026, further enhancing regional mobility.

Edmundston–Madawaska’s story is no longer just about geography or history; it’s about intentional growth. Housing initiatives are aligning with workforce needs. Tourism strategy is supporting investment. Economic development is diversifying while remaining rooted in community values.

For Bérubé-Gagné, the success of the region lies in that balance. “It’s the ease of living, the slower pace, the closeness to nature but also having all the amenities you need right nearby.”

As borders shift in meaning, travel habits evolve, and communities across Canada rethink what sustainable growth looks like, Edmundston–Madawaska offers a compelling example. It is a place embracing opportunity without losing its character, welcoming change while staying true to the human connections that define it.

And for those who arrive expecting only a brief stop along the way, many discover something more: a region worth staying to explore.

The post A Borderland on the Rise: How Edmundston Madawaska Is Building a Four-Season Future<p class="company">Edmundston Madawaska Tourism Office</p> appeared first on Business In Focus Magazine.

At the center of this evolution is Mayor Connor S. Martin, now in his second term, whose administration is redefining what it means to live, work, and invest in East Hartford. Through ambitious revitalization projects and a deeply personal commitment to community well-being, Mayor Martin is steering the town toward a future anchored in accessibility and opportunity. “The main reason for wanting to improve quality of life is to give residents value in the taxes that they already paid for,” he says.

That philosophy of transparency and accountability has become the foundation of East Hartford’s transformation.

Quality of life is more than infrastructure or economic metrics in East Hartford. For Mayor Martin, it means access: access to leadership, access to information, and access to essential services. “I’ve always believed that government should come to the people, not the other way around,” he says.

That belief has taken shape through a series of initiatives designed to remove barriers between residents and town leadership. Monthly “Lunch or Dinner with the Mayor” sessions, in-person business visits, bi-weekly “Ask the Mayor” forums, and the widely viewed “Mayor’s Minute” updates ensure residents stay informed and engaged.

Beyond transparency, the town has invested heavily in making services easier to access, especially for East Hartford’s highly diverse population. As the second-most diverse municipality in Connecticut, language barriers once limited residents’ ability to access public services. That is now changing through the implementation of a comprehensive Language Access Plan, which integrates certified translators and real-time language line technology into town operations.

In parallel, East Hartford consolidated multiple family support services into the newly reimagined East Hartford Community Center. Social services, youth programming, WIC, crisis intervention, bilingual education services, and even children’s probate court are now housed under one roof, offering residents a centralized, dignified place to seek support. “These services are crucial to a family’s quality of life,” the Mayor notes. “We wanted to make them easier to access, more convenient, and more human.”

His approach to governance is shaped not only by policy goals, but also by deep personal experience. After losing his younger brother to an opioid overdose in 2020, he became a fierce advocate for harm reduction and prevention strategies. In response, East Hartford installed AED and Narcan boxes in public parks and recreational spaces, providing free, accessible life-saving medication within neighborhoods. “We want life-saving tools to be where people are—not locked behind doors at Town Hall.”

This initiative underscores a broader theme in East Hartford’s leadership approach: meeting residents where they are, both physically and emotionally.

Among Mayor Martin’s most ambitious undertakings is the revitalization of East Hartford’s Main Street, a corridor he calls “the heart of our community.” Historically vehicle-dominated and underinvested, Main Street had seen declining foot traffic and limited public life. The Mayor envisioned something different: a walkable, culturally rich downtown that fosters pride and connection.

The transformation is already underway. Seasonal festivals have returned to the town green, public art programming has launched on Bissell Street, and a growing roster of restaurants and cultural events is driving new foot traffic. Infrastructure improvements, including modern street lighting and enhanced streetscapes, are reshaping first impressions. Long-term plans envision an arts-focused downtown district featuring murals, sculptures, performance spaces, and interactive installations that celebrate East Hartford’s cultural diversity. “If we can create experiences, people will come,” says Mayor Martin.

Revitalization, he says, is not about erasing the past; it is about integrating it thoughtfully into the future. One of the most significant projects underway is the restoration of the Church Corners Inn, a historic structure at the gateway to downtown. Once plagued by neglect and social challenges, the building is now being transformed into 24 units of market-rate housing with ground-floor commercial space. “We found a way to preserve the building while making it code compliant. That was incredibly important to our community.”

Additional preservation initiatives include upgrades to the historic Center Cemetery, built in 1709, and renovations to the former Town Hall, now the Board of Education building. Through digital placards and QR codes, the town is transforming historic assets into engaging public amenities. “It’s about telling the story,” notes the Mayor. “When people understand where they are, they feel more connected to it.”

When Mayor Martin first campaigned for office, one issue consistently surfaced: perception. East Hartford was being defined by narratives that no longer reflected its reality. The solution was a comprehensive rebranding initiative anchored in a new tagline: Elevate Here.

This was not merely a cosmetic change. It was a strategic repositioning rooted in East Hartford’s evolving identity, one that embraces diversity and growth. “This brand isn’t about colors or fonts,” the Mayor emphasizes. “It’s about meaning. When I say you can elevate here, I must prove it.”

The tagline reflects the town’s commitment to lifelong support, from early childhood services and education to workforce development and senior care. “We will service you from when you’re a baby all the way to when you’re a senior,” he says. “That’s what a full-service community looks like.”

At present, economic development in East Hartford is unfolding at unprecedented scale. One of the most transformative projects involves the redevelopment of the former Showcase Cinema site into a 400-unit mixed-use housing development. After sitting vacant for nearly a decade, the property is finally poised for groundbreaking. Similarly, Silver Lane Plaza, an aging retail center that once thrived before regional mall competition diverted traffic, has been reclaimed by the town through eminent domain. Plans now call for a large-scale mixed-use redevelopment featuring retail, dining, commercial spaces, and owner-occupied housing.

These two projects are expected to redefine the Silver Lane corridor, especially as East Hartford leverages its proximity to Rentschler Field, the University of Connecticut’s football stadium and a growing concert destination. “We’re going to have 30,000 people here for major events,” Martin says. “My job is to make sure they stay here.”

Perhaps the most ambitious undertaking in East Hartford’s history is the $840 million, decade-long redevelopment of its riverfront. Currently underutilized, the riverfront is dominated by vacant office towers and disconnected public spaces, largely due to a 30-foot levee system constructed after devastating floods in the 1930s. But while the levee protects the town, it also isolates residents from one of Connecticut’s most valuable natural assets: the Connecticut River.

Plans include more than 600 new market-rate housing units, mixed-use retail and commercial development, restaurants and entertainment venues, integrated trails and green space, and enhanced river access and public programming, creating a fully connected, vibrant destination. “This isn’t just development; it’s transformation,” Martin explains. “We’re building an entirely new neighborhood.”

Early phases are already underway, including demolition of obsolete structures and conversion of vacant office towers into residential units. Over time, the riverfront is expected to become a regional destination, shifting East Hartford’s identity from pass-through community to place of arrival.

Yet while megaprojects capture headlines, Mayor Martin emphasizes that small businesses remain the backbone of East Hartford’s economy, driving daily commerce and local employment. To support their growth, the town has lowered permitting and inspection fees, strengthened partnerships with the Chamber of Commerce and the Small Business Administration, created a dedicated Small Business Liaison position, and initiated planning for a $2 million matching grant program designed to help entrepreneurs offset build-out and expansion costs.

Additionally, the town is fostering a new Main Street merchants association to promote collaboration and collective growth. “We’re changing the culture inside town hall,” Mayor Martin says. “We want to be known as business-friendly.”

At the heart of East Hartford’s transformation is a leadership philosophy rooted in service and accountability. “We’re a full-service community. We’re open for business. And we’re heading in a new direction,” says the Mayor.

East Hartford’s story today is one of momentum and intentional growth. What was once seen as a secondary municipality is fast becoming a dynamic hub of culture and opportunity. As cranes rise along the riverfront, storefronts light up along Main Street, and families access revitalized community services, the transformation is tangible. And for Mayor Connor S. Martin, it’s only the beginning. “I want people to finally see what East Hartford actually has to offer,” he says. “And who we really are.”

The post A New Vision<p class="company">Town of East Hartford, Connecticut</p> appeared first on Business In Focus Magazine.

The town quickly evolved into a resort destination. In 1888, the Glenwood Hot Springs Pool opened, attracting travelers seeking rest and healing, followed in 1893 by the luxurious Hotel Colorado, a retreat that blended European-inspired architecture with mountain wilderness. The arrival of the Denver & Rio Grande Railroad and later the Colorado Midland Railway connected the town to Denver and beyond, boosting both tourism and commerce.

Over time, Glenwood Springs matured into a multi-faceted community. While tourism remains central, mining, coal, agriculture, and trade have diversified the economy, creating a town that combines natural beauty, historic charm, recreational access, and modern infrastructure.

Today, Glenwood Springs leverages a strategic geographic position that few towns can match. Situated at the confluence of the Roaring Fork River and the Colorado River and at the crossroads of major valleys, the city acts as a natural junction between diverse economic zones.

A big impact
“We are in between the Colorado River Valley and the Roaring Fork River Valley. We have a very wide shed of people that come to Glenwood or come through Glenwood on a daily basis,” says Jacob Zook, Economic Development Specialist. Despite a resident population of only 10,000, the city’s reach and influence are far larger.

That influence is important to businesses. Glenwood Springs’ economy isn’t just driven by tourism; it also serves as a regional shopping hub, attracting residents from surrounding areas for goods and services. “It’s not just our 10,000‑person population; it’s the 40,000 people in adjacent towns who rely on our city for goods and services,” says Bryana Starbuck, Communications and Engagement Officer.

Further strengthening its connectivity, Glenwood Springs lies within reach of multiple regional airports and the railroad, all part of the historic rail corridor through the Rockies that still serves the community today. This confluence of geography and valley networks means that businesses established in Glenwood Springs gain access not only to the local population, but also to a broad regional customer base, including commuters, vacationers, and valley residents.

Although tourism—anchored by outdoor recreation—and heritage remain vital pillars of the city’s economy, Glenwood Springs has broadened its economic base significantly in recent decades and is looking to grow further, aiming to attract a major grocery store. “Small business operators are very attracted to Glenwood,” says Zook. “They want to come here, live here, start their business, and grow it.”

Beyond hospitality, several sectors contribute to the local economy. Healthcare, in particular, has grown rapidly and employment in the medical sector is now among the largest in the community. Government services, given that Glenwood Springs is the county seat of Garfield County, also contribute substantially to the city’s economic stability. The downtown commercial district reflects this blend, with retail stores and professional services sitting alongside cultural venues, restaurants, and offices, all serving residents, commuters, and visitors alike.

Of course, outdoor recreation remains a strong draw year-round. From fishing and rafting the Roaring Fork River and Colorado River, to biking and hiking on mountain trails, to skiing at nearby ski resorts, Glenwood Springs offers diverse attractions that support tourism, real estate demand, and local businesses. This mix of sectors—healthcare, services, tourism, recreation, retail, and government—lends the city a balanced economic profile, and that diversity helps buffer against seasonal fluctuations, making Glenwood Springs an attractive spot for entrepreneurs seeking a stable base with growth potential.

Never standing still
The city doesn’t just rely on geography and natural assets, however; its leaders have established deliberate programs to encourage investment and nurture small businesses. One of those tools is a revolving loan fund offering low-interest loans (with no fees) to entrepreneurs and small businesses. This makes early-stage investment more accessible, allowing new ventures to start or expand with lower capital barriers. The city also offers a sales-tax rebate program for certain business-related investments such as renovations, building permits, and system improvements. Such incentives reduce upfront costs for new businesses investing in Glenwood Springs and existing businesses looking to expand their operations.

Additionally, a separate organization, the Downtown Development Authority, supports the city’s downtown, offering matching grants for façade renovations, lighting upgrades, and even entertainment funding to add vibrancy to downtown nightlife and culture. And this commitment to supporting businesses doesn’t only apply to newcomers. “We’ve had businesses survive a pandemic, floods, and fires,” shares Trent Hyatt, Economic and Community Development Director. “That resilience speaks to the quality of life here and the willingness of our community to help each other.”

Moreover, the city has embraced data‑driven planning. By tracking commuter and tourist flows to see how people move through town and where they stop, the city can provide prospective businesses with concrete insights into foot traffic, patterns, and market potential. Taken together, this combination of incentives, community support, and strategic planning makes Glenwood Springs more than a picturesque tourist town; it’s a viable environment for business growth and long-term investment.

Amidst its many advantages, the city hasn’t rested on its historical laurels. Instead, Glenwood Springs continues to invest in sustainability and connectivity to meet the demands of a growing and evolving population. The city now offers a municipal community broadband network, providing high-speed internet access to residents and businesses, a major advantage for remote workers, small businesses, and modern enterprises that rely on digital connectivity.

On the environmental side, Glenwood Springs operates with a forward-looking mindset. The local electricity supply is 100 percent renewable, a commitment since 2019. The city also opened its own recycling center and expanded its commercial composting program, efforts that reflect a dedication to sustainability and responsible waste management. When it comes to construction and development, the city applies thoughtful standards where new projects combine aboveground and underground work to minimize disruption—water-wise landscaping is encouraged, and stormwater quality and resource conservation are prioritized.

Housing, a ubiquitous challenge in desirable mountain towns, has also been addressed proactively by Glenwood Springs. The city funds housing initiatives through a workforce housing tax on lodging and offers down payment assistance and rental subsidy programs, often paired with employers, to help residents live and work locally without being priced out. These efforts speak to a broader philosophy: growth should not come at the cost of community integrity or environmental quality. Instead, Glenwood Springs aims for balanced growth that supports businesses and meets resident needs while preserving what makes the city special.

Something for everyone
It’s easy to look at Glenwood Springs and see only mountains, hot springs, and tourism appeal. But beneath its scenic façade lies a city with serious economic potential, all built on a blend of history, geography, infrastructure, and intentional policy. “It’s a great place to live and a great place to play,” says Zook. That sentiment speaks to a place where natural beauty meets opportunity.

For small business owners and investors, Glenwood Springs offers a rare combination: access to a regional customer base beyond the local population, support for new and existing businesses, infrastructure suited for modern commerce, and a high quality of life that attracts both workers and residents.

For families and individuals seeking balance, a place where outdoor recreation, community, culture, and services coexist, the city delivers. From rivers and trails to vibrant downtown streets, Glenwood Springs offers the kind of lifestyle that many would call aspirational. And for the region at large, as a hub connecting valleys and communities, the city plays a key role in local commerce and economic resilience.

No community is perfect, and Glenwood Springs faces some of the familiar challenges of growing mountain towns. Housing affordability remains an issue, especially with the area’s appeal to newcomers. The city continues to push housing assistance and workforce support programs to help address this. Balancing development with environmental stewardship is another challenge, but by prioritizing sustainability and thoughtful construction, the city is committed to long-term ecological responsibility. Finally, growth must remain inclusive. Governance and development strategies must continue supporting both residents and small businesses, ensuring that economic success doesn’t come at the expense of community character or affordability.

If the city continues along this path, with thoughtful planning and community support, Glenwood Springs could serve as a model for how smaller towns, especially mountain towns, can evolve beyond tourism and seasonal economies into vibrant, resilient, year‑round communities.

Glenwood Springs’ story is one of transformation and adaptation. From sacred hot springs used for healing by Indigenous peoples, to a frontier settlement called “Defiance,” the town has reinvented itself several times over more than a century. Today, it stands as a regional hub where rivers converge, where valleys meet, where tourists, commuters, residents, and entrepreneurs cross paths. It offers more than natural beauty—it offers opportunity. It offers support. And most importantly, it offers a quality of life where work and play coexist.

For anyone looking for a place to build a business or a life shaped by both community and nature, Glenwood Springs might just be the hidden gem you’ve been searching for.

The post Thriving in the Heart of the Valleys<p class="company">City of Glenwood Springs, Colorado</p> appeared first on Business In Focus Magazine.

At the center of this strategy is City Administration with the Economic Development Director, Kimberly Bailey, who has spent more than a decade helping guide the community through major planning initiatives, incentive expansion, Olde Town revitalization, and a renewed focus on transportation and infrastructure investment. Her tenure has closely aligned with Fountain’s transformation, from addressing aging rail crossings to implementing modern placemaking strategies and championing a business-friendly environment built on collaboration.

Fountain’s rise has not been accidental; according to Bailey, the city has been working in a deliberate planning structure that ensures accountability and incremental progress. “As a city, we started initiating strategic planning in three-year cycles,” she explains. Each cycle allows the city to identify new priorities and allocate resources where they will have the greatest long-term impact.

During the first cycle, Fountain’s Economic Development Department was tasked with creating a comprehensive incentive policy, one that would serve businesses of all sizes and support long-term economic vitality. Under Bailey’s leadership, the result was a robust portfolio outlining 27 incentive programs available at the local, regional, and state levels. What makes Fountain’s incentive strategy unique, however, is its broad eligibility and its emphasis on inclusivity. “The creative thing with our incentive packages is that we actually adapted it for small business and entrepreneurialism, because that’s a feeder channel for economic growth in a community,” Bailey says.

Programs range from façade improvement grants in Olde Town, designed to boost curb appeal and preserve historic character, to support for retrofitting older buildings with energy-efficient equipment. As a state where climate and energy policy remain top priorities, many Colorado businesses benefit from funding that helps them modernize and reduce their environmental footprint. Fountain has embraced this opportunity and positioned itself as a partner for companies navigating the transition.

For new and expanding businesses, Fountain offers a compelling array of incentive options tailored to local needs. These include tax rebates, infrastructure assistance, and grants tied to capital investment, job creation, and building improvement. The city’s approach is deeply collaborative and businesses are invited to work directly with both the city and El Paso County to identify which incentives they qualify for and how different programs can be layered for maximum impact.

The façade program and overlay zoning in Olde Town, for example, has helped multiple property owners modernize aging buildings and attract new tenants. By prioritizing the needs of both small businesses and large employers, Fountain ensures that economic growth remains diverse and well-supported. This collaborative spirit also extends to Fountain’s commitment to infrastructure, particularly transportation safety and accessibility, which Bailey sees as essential to maintaining business momentum.

Fountain’s story cannot be told without acknowledging the role of rail. Colorado’s freight network is integral to commercial trade and regional mobility, and Fountain has long been a key connection point—but that has also created challenges.

In 2014, Fountain voters passed the Moving Fountain Forward ballot measure, an initiative aimed at improving several of the city’s at-grade railroad crossings. These crossings had impacted traffic flow and noise levels for years. Through this voter-supported mandate, Fountain successfully addressed six major crossings and introduced improvements that are now nearing final certification. “We were able to address about six points of at-grade crossings to create a quiet zone,” Bailey shares. Once fully certified, this quiet zone will reduce train horn noise significantly across the community, a major quality-of-life upgrade for residents and businesses alike.

The city has not stopped there. In 2022, Fountain adopted its first Transportation Master Plan, positioning the community to compete for regional, state, and federal funding. That effort paid off quickly with the award of a Safe Streets for All grant in 2023. The grant allows the city to analyze intersections with high crash rates and identify traffic hazards. Bailey describes the transportation strategy not as a single project, but as a full-spectrum approach to long-term safety, mobility, and business accessibility.

Colorado’s emphasis on multimodal transportation also fits seamlessly into Fountain’s goals. “In Colorado, we like to use trails, bikes—anything other than a vehicle,” Bailey notes. This statewide lifestyle preference has encouraged the city to incorporate trail connectivity, bike lanes, and greenway expansion into its transportation priorities, making Fountain even more attractive to both residents and workforce talent.

And perhaps no part of Fountain has seen more dramatic transformation than Olde Town, the heart of the city’s earliest settlement and a district full of heritage buildings and local culture. When Bailey took her position in 2014, Olde Town was just beginning to build momentum following its Revitalization Master Plan, which established design standards and encouraged the rehabilitation of older properties. The incentive portfolio and overlay zoning allowances soon became a vital tool in accelerating the district’s progress. Businesses investing in capital improvements could access tax incentives, grants, and various other means of support, deepening the city’s partnership with property owners.

The results have been remarkable. Since COVID-19 pandemic recovery, Olde Town Fountain has welcomed over 14 new businesses per year, a level of growth Bailey describes as unprecedented for the district. Even with some closures, a normal part of any business cycle, Olde Town has become a magnet for new goods and services along with private investment. This surge demonstrates strong community demand and signals that Olde Town is well on its way to being an aspiring Main Street district in Colorado.

Urban renewal initiatives have further enhanced the district, with four blighted properties remediated and redeveloped into new job-generating businesses. Through a combination of historic preservation and targeted incentives, Fountain is restoring Olde Town’s unique character while preparing for its future generations’ lifestyle.

During the pandemic, cities across the country began rethinking how outdoor spaces could support economic resilience. Fountain seized this opportunity to implement a series of placemaking projects that continue to elevate the community today. “Cities and states got really creative and moved dollars into placemaking,” Bailey explains. Funding supported wider sidewalks, outdoor patios, greenway connections, and improvements within the Main Street district.

The city also partnered with Class I railroads to extend the urban greenway footprint and enhance walkable connections with a series of pocket parks along Ohio Avenue which shall contribute to the district’s charm and usability. These changes do more than beautify the area; they support commerce, encourage tourism, and strengthen Fountain’s identity as a lifestyle-oriented community.

Two major planning efforts, both recently funded by city council, will have significant influence on how Fountain grows over the next decade. The first is a revision of the Parks, Recreation, Open Space and Trails Master Plan, which helps align park improvements with development patterns and public accessibility. As new development contributes funding toward parks, the updated plan (2026) will ensure resources are directed where they will have the most impact.

The second is the city’s first Wayfinding Master Signage Plan, approved in 2025. This project will standardize the visual experience for residents, visitors, and workers moving through the city and guide them to business districts, amenities, trails, and key public facilities. When the new wayfinding signage is in place, it will make the districts easier to navigate while strengthening small business activity and reinforcing Fountain’s unique sense of place. Bailey notes that example renderings are already complete, with an implementation phase underway, signaling another step toward a more cohesive and welcoming community environment.

Fountain’s commitment to revitalization extends beyond business support and transportation planning. The city has also taken proactive steps to remediate environmentally challenged sites through the EPA’s Brownfields Program. During the pandemic, Fountain partnered with the City of Colorado Springs to secure a Brownfields Assessment Grant. This effort focused on properties along Fountain Creek, a major watershed running from Pikes Peak to the Arkansas River. Through the assessment, the city examined potential contamination risks affecting the natural resource and identified 35 parcels seeking evaluation to move infill land assets toward productivity in redevelopment.

From this work came the opportunity to pursue a 2024 EPA Brownfield Cleanup Grant for the former Lorraine School District property, an eight-acre site in Olde Town containing decades-old materials such as asbestos and lead-based paint. “We just received that award notice in May 2025,” Bailey says. Cleanup will take roughly two years, after which the site will be positioned for transformative redevelopment based on a mixed-use concept developed in an earlier study. With its central location and scale, the site represents one of the most promising revitalization opportunities in Olde Town’s next chapter.

Beyond its quality-of-life amenities and revitalization momentum, Fountain benefits from exceptional regional connectivity. The city sits near major freight corridors, including rail and highway systems, and is just six miles from the Colorado Springs Airport. These logistical strengths make Fountain an appealing choice for companies that depend on smooth transportation networks and reliable distribution routes.

Fountain also has access to a robust military workforce from five nearby installations, a significant competitive advantage. “They bring a tremendous workforce asset to backfill technical needs and support centers of excellence,” Bailey shares.

One of Fountain’s most unique assets is its publicly owned water and electric utility, which the city operates as a public service, not a private, profit-driven entity. “We own and operate our own utility and that can actually be very beneficial to business operations,” says Bailey. When companies look closely at what it will take to run efficiently over the long term, this element can play a major role in their final choice. The utility’s commitment to efficiency and alignment with Colorado’s renewable energy vision is exemplified through recent solar array projects and other system upgrades. In 2024, a 1.67MW solar smart-grid renewable energy substation was brought online and co-funded by the State of Colorado, marking City of Fountain as a leader project for other communities.

Fountain’s forward progress is grounded not only in strategic planning but also in continuous engagement with its business community. In 2025, the city introduced its inaugural State of Business Report, highlighting what matters most to local businesses and showing its commitment to working transparently with the community. The report builds on Fountain’s longstanding practice of meeting with local businesses, addressing challenges, analyzing supply chain opportunities, and supporting expansions.

With El Paso County as a top growth region along Colorado’s Front Range corridor, and the City of Fountain a part of that region, it’s preparing for the next planning cycle. The city’s vision is clear: a thriving, well-connected community rooted in historic character, strengthened by modern infrastructure, and energized by growing business opportunity. From Olde Town revitalization to better mobility, from public utilities to business incentives, Fountain is building a community where investment and opportunity go hand in hand.

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Known as one of the oldest cities in the state, Cañon City has roots stretching back to the days of early mining and the arrival of the railroad, creating a commercial hub in its region. Yet in recent decades, it seemed destined to lag behind the rapid growth seen along Colorado’s Front Range—that is, until city leaders and stakeholders recognized the need for proactive planning and strategic investments in infrastructure, development, and community programs.

Rick Harrmann, Economic Development Manager for Cañon City, explains the city’s evolution with a perspective shaped by both its history and its future ambitions. “Cañon City was a very viable, important community to the creation of the state of Colorado,” says Harrmann. As one of Colorado’s earliest established cities, Cañon City played a significant role during the mining era as well as the formation of the Colorado territory prior to the incorporation of the State. The discovery of a key mountain pass along the Arkansas River that runs through Cañon City helped shape its development, and the combination of mining activity and the arrival of the railroads turned it into an important commercial center for the region and for the flow of goods to the West.

However, the advent of the interstate system in the 1950s, and the gradual shift away from rail transit, shifted growth along I-25, leaving Cañon City off the main commercial path. Harrmann describes the impact of that shift: “When I-25 went in, it effectively cut Cañon City off from the future growth of the state. We went through years of limited growth, and when you have limited growth compared to higher cost of living and CPI, you’re basically dealing with a slow decline of your economy.” Recognizing these challenges, city leaders began developing strategic plans in the early 2010s to guide revitalization, improve infrastructure, and foster community growth.

Key among these initiatives were the Downtown Strategic Plan, the Arkansas River Corridor Master Plan, and the Centennial Park Master Plan. Each sought to enhance the city’s sense of place and catalyze development. “The whole idea was that we need to make some changes here,” Harrmann shares. “We’re not supporting our own infrastructure; we need to make some changes that will catalyze growth in our community.” These plans became actionable strategies that informed infrastructure projects, pedestrian enhancements, and public-private partnerships, setting the stage for a new wave of development.

One of the city’s most significant successes in recent years has been the development of the Hotel St. Cloud, a four-star historic restoration on Main Street. The project, supported through the newly formed Urban Renewal Authority (URA) and tax increment financing, became a proof point for the potential of public-private partnerships in revitalizing Cañon City.

“While the city was starting to invest in itself, we realized that we also needed to invest in development through public-private partnerships,” Harrmann explains. “The Hotel St. Cloud was a key development that received tax increment financing. That success has really spurred outside interest and investment in the community.”

The city’s URA now supports multiple projects downtown, providing façade grants, life-safety improvements, and upgrades to HVAC and electrical systems in older and historic buildings. These efforts have breathed new life into a 150-year-old downtown, creating vibrant streetscapes with active sidewalks, patios for restaurants, and retail spaces ready for modern businesses. “We’re seeing a lot of vibrancy downtown right now, much more than there was 10 years ago when I moved here,” says Harrmann.

Beyond downtown, Cañon City has embraced ambitious development projects on the city’s outskirts. Four Mile Ranch, a 1,500-acre planned development district on the east side of town, represents a long-term effort to expand residential and commercial opportunities. Partnering with developers, the city is exploring a new, project-specific urban renewal area to support infrastructure through tax increment financing, potentially creating thousands of new homes and a significant increase in the city’s tax base. “We are partnering with these developments to come up with potentially 2,000 new homes in this community,” says Harrmann. “It’s really a huge project moving forward.”

Cañon City’s strategy is not limited to real estate and infrastructure; workforce development and economic innovation also play a central role. The Fremont Economic Development Corporation (FEDC) launched its TechSTART program to nurture tech-savvy professionals and entrepreneurs. Inspired by a Silicon Valley transplant, the initiative evolved from a small downtown incubator into a multi-faceted program connecting students, local talent, and high-net-worth individuals with opportunities in technology, engineering, and innovation. “TechSTART was created by FEDC and the efforts of a former Silicon Valley gentleman who moved here to get out of tech and realized there are people in town that are very tech-savvy,” says Harrmann. TechSTART has since expanded those early efforts into two campuses of the new Emergent Campus, an award-winning business campus and incubator system, a broader creation of the South Central Tech Sector Partnership, and was instrumental in helping establish Cañon City High School as the first rural school approved for the Pathways to Technology (P-TECH) program, an initiative that gives high school students the opportunity to complete their associate’s degree before they graduate.

The program has had a significant impact, fostering high school internships and collaboration with Pueblo Community College and local startups. One such example is 3 Rocks Engineering, which emerged from the early incubator space and now contributes to the city’s growing tech ecosystem. By engaging high school students in hands-on learning and career pathways, the initiative ensures that the next generation of professionals remains connected to the community while contributing to economic growth.

Harrmann highlights the broader significance of these initiatives, noting the synergy between innovation and quality of life in Cañon City. “When you operate a business here, you can focus all your effort on work, but your drive home is two minutes. You don’t have the hustle and bustle of larger communities. The pace and the kindness of the people here make a real difference,” he says.

Indeed, the city’s lifestyle offerings, including immediate access to the Arkansas River, trails, and outdoor recreation, enhance both personal and professional satisfaction. Residents and business owners alike benefit from a slower pace and strong community engagement, a rare combination in today’s fast-growing Colorado communities.

To further attract residents and businesses, Cañon City has invested in downtown, river, and trail connectivity, and conducted a housing demand analysis to demonstrate its potential to developers. A housing demand study assessed demographic trends, migration patterns, and affordability, providing developers with critical data often unavailable in smaller, rural markets. Harrmann notes that, as an older, rural community, Cañon City lacks up-to-date rental and home-sale data that developers are accustomed to seeing in urban communities. To bridge that gap, the city commissioned a full housing demand analysis and now shares it proactively with developers. The goal is to give them a clear picture of the local market and reinforce that Cañon City is a strong, viable place to invest.

This careful attention to both commercial and residential development has created a balanced growth approach, ensuring the city can attract a wide range of businesses and residents. Startups in manufacturing, contractor and construction services, software, and engineering find Cañon City an attractive location due to its lower costs, available space, and proximity to Colorado Springs, Pueblo, and Denver. “Cañon City really is the land of opportunity,” Harrmann emphasizes. “We want growth. We need growth. We want to work with you, the developer, the entrepreneur, the resident, to make that growth happen.”

And the city’s commitment to quality of life extends beyond economic and infrastructure initiatives. Cañon City has supported projects like innovative public-private collaborations and programs that enhance community well-being. The city also helped link the school district with a local startup home manufacturer, leading to the creation of a small on-site rental program that provides teachers with affordable starter housing. It’s a good example of how Cañon City is working to support both its workforce and its broader community, not just its business landscape.

Perhaps what makes Cañon City truly unique is the combination of historic charm and forward-looking economic strategy. While Cañon City still carries the character of its frontier roots, seen in its historic buildings and long-established families, it’s also becoming a place that attracts what Harrmann calls “economic homesteaders.” These are skilled individuals looking to build something of their own, whether in engineering, software development, manufacturing, or other entrepreneurial pursuits. This sense of opportunity, paired with the city’s strategic planning and investments, positions Cañon City as a model for small communities seeking sustainable growth in the 21^st century.

The city’s efforts have not gone unnoticed. FEDC’s TechSTART initiative, and the Emergent campus and other related programs, have garnered national attention, demonstrating that even a small, rural community can be a hub for innovation and economic development. The synergy between historic preservation, modern infrastructure, and forward-thinking technology programs illustrates the city’s holistic approach to growth.

Cañon City’s story is a testament to the power of vision, planning, and collaboration. By leveraging public-private partnerships, investing in infrastructure, and fostering economic innovation, the city has turned historical challenges into opportunities for growth and vibrancy. Harrmann captures the essence of this transformation: “We’ve catalyzed placemaking, river and trail connectivity, and quality of life. Now it’s time for the market to discover all the good that’s happening here and help grow the community.”

For businesses, entrepreneurs, and residents considering Cañon City, the message is clear: opportunity awaits in a community that embraces innovation and prioritizes quality of life. With its proactive economic development programs and commitment to fostering a thriving downtown and surrounding neighborhoods, Cañon City is positioning itself as a dynamic, forward-thinking community in the heart of Colorado. As Harrmann notes, “The effectiveness and the efficiencies you can gain as a business owner by being in a community like this are really unmatched.”

Cañon City is a reminder that even smaller communities can have big ambitions, and with thoughtful leadership and collaboration, those ambitions can become reality. It’s a city honoring its past while building a future where business, innovation, and lifestyle converge, a city where opportunity truly meets quality of life.

The post Where Heritage Meets Innovation<p class="company">Cañon City, Colorado</p> appeared first on Business In Focus Magazine.

“The work is here,” says Cheri Ryan, Executive Director of the Summit Chamber of Commerce, capturing both the optimism and the challenge facing this mountain community. But the kind of work and the type of economy that supports it is shifting. From workforce housing to talent pipelines, and from tourism’s seasonal peaks to hopes for diversification, leaders are reimagining Summit County’s economic future.

Tourism is, by almost any measure, central to Summit County’s economy. For decades, skiing, hiking, biking, and other outdoor recreation have driven job creation and local business success. Locally collected data underscores just how dominant tourism has been. According to regional employment figures, approximately 46 to 63 percent of jobs in Summit County are tied to the tourism and hospitality sectors, including accommodations and food services, making it the largest single slice of employment in the area.

That reliance helps explain why the early months of the COVID-19 pandemic were nothing short of an economic earthquake here. As nationwide travel almost entirely stopped in March 2020, tourism jobs evaporated and communities that once buzzed with visitors were eerily quiet. This sharp disruption opened local eyes. “We need to diversify our economy,” Ryan explains. “COVID was a big wakeup call for our county and what if something like this happens again?”

Ryan’s point is not only about a once-in-a-generation pandemic; Summit County’s weather has been unusually warm and low on snowfall during recent winters, hinting at longer-term climate trends that could further strain tourism’s reliability. That uncertainty is what pushes local leaders to think beyond ski lift ticket sales and vacation rentals.

The local Chamber itself reflects the community’s economic evolution. After shutting down entirely during the Great Recession, a volunteer board resurrected the organization, and it has slowly grown since. Cheri Ryan is the only full-time staff member, supported by a group of contractors. The Chamber does not have a formal economic development arm funded at the county level, largely because that entity was defunded shortly after it was launched. This leaves the Chamber playing many roles: connector, advocate, resource hub, and, increasingly, economic strategist. “The Chamber has stepped into that space to help build connections and fill some of those gaps,” she explains.

This context helps explain why Summit County has leaned so heavily on tourism for so long. Without a formally supported economic development team at the county level, entrepreneurs and local businesses have struggled to find wraparound support in areas like business recruitment or diversification strategy.

To be sure, Summit County’s natural beauty draws people from around the globe. But it also attracts remote workers and second-home buyers, whose presence has contributed to rising housing costs and heightened competition for limited housing stock. “For a while during COVID, remote workers came to Summit County,” Ryan reflects. “But a lot of houses and lodging were eaten up. The cost of living went up and it’s undeniably very expensive to live here.” And that unforgiving cost structure has real consequences.

Affordable housing scarcity means that many of the workers who keep Summit County’s restaurants, hotels, retail shops, and mountain infrastructure running simply can’t afford to live here. Local efforts like workforce housing programs and accessory dwelling unit incentives aim to help, but long waits persist.

Board member Blair McGary, Community and Governmental Affairs Area Manager for Xcel Energy, puts it even more pointedly. “The work is here but we can’t get enough laborers up to Summit County to do the work that we need them to do,” she says. Talent shortages aren’t for lack of effort, but because key supports like housing lag the pace of demand.

Ryan and McGary both point to several promising sectors to build economic strength, healthcare being one clear opportunity. It offers stable, higher-paying jobs with career pathways that support long-term residency and it’s a natural fit for any community that welcomes families and needs year-round services.

In addition, the county’s remarkable landscapes make it a natural incubator for companies innovating in outdoor gear, environmental tech, and recreation services. But high commercial lease rates have pushed some startups to relocate to more affordable regions.

Longstanding employers like Climax Molybdenum show that mining can support well-paid, stable jobs in responsible ways. Meanwhile, McGary’s work with Xcel Energy points to growth in energy infrastructure and renewable transitions.

Summit County aims to reach 100 percent renewable energy by 2035, and local programs like bulk solar purchases and electric bus acquisitions are small but meaningful steps. Ryan notes that counties and towns have embraced reusable bag fees and bans on single-use plastics, signals that environmental stewardship and economic innovation can go hand in hand.

And McGary dives deeper into one key initiative: the Mountain Energy Project, a roughly $50 million program created in partnership with utilities and approved by regulators that encourages electrification across homes and businesses. The goal is to delay additional fossil fuel infrastructure while advancing sustainability. “Rather than bringing an additional pipeline into the community, we’re infusing resources to convert away from natural gas and move toward electrification,” she explains.

This work reflects a broader theme: sustainability isn’t just environmental, but economic. Summit County’s ability to steward its natural assets while building industries that harmonize with those assets could reshape the county’s future.

If diversification is part of the strategy, workforce development is the foundation. Both Ryan and McGary emphasize that the path forward depends on creating strong talent pipelines, mechanisms that connect local people to training, careers, and long-term growth opportunities. Summit County benefits from a community college and strong high school pathways programs including a thriving construction trades initiative where students build tiny homes, but those systems could be strengthened and better aligned with local employer needs.

McGary recalls her own experience: “A lot of young people are getting hired right out of high school, making $70 to $80,000 working for electricians and construction companies around the community.”

Indeed, construction jobs are among the highest paying in the county—and that isn’t the case everywhere. Yet even here, developers and employers struggle to fill roles. “I think the construction industry is one of those sectors that’s crucial,” McGary says. “We need plumbers and electricians, we need these skills and we need to promote them as great career paths.”

Summit County has significant potential to strengthen its talent pipeline by expanding access to training and education that helps residents move into higher-paying roles. But building that pipeline goes beyond skills alone; it also requires creating career pathways that are sustainable and realistic for people who want to live and work in the community long-term.

Of course, workforce development cannot be separated from the housing affordability challenges and the seasonality that comes with a tourism-based economy. And, even as programs attempt to expand housing options, many come with restrictions that limit future financial growth. If you buy a deed-restricted home, the resale value is capped.

McGary shares a broader view of housing dynamics, explaining that regulation, from short-term rental caps to accessory dwelling unit policies, may have inadvertently strained the housing market further, reducing options for both residents and workers. “I think we’ve over-restricted housing,” she says. “There are a lot of ways we’ve regulated ourselves out of meaningful development that moves the needle on affordability.”

Collaborative policies that balance preservation with housing availability may be key, she suggests, and some towns like Silverthorne offer models of success, with incentives such as façade improvement grants and workforce job creation grants.

So, what does success look like for Summit County?

For Ryan, it’s finding collaborative, balanced solutions to workforce housing and diversification, solutions that don’t rely on temporary fixes or excessive regulation. “We don’t want to do away with tourism,” she says, “but we need balance. Workforce housing, better jobs, stable careers—that’s success.”

McGary adds that economic success means opportunities that keep local people here, that enable a young electrician, construction worker, small business owner, or startup founder to live and thrive in the community they call home. “It’s not about bringing the people here,” she explains. “They will want to come here. But how can we make sure the people who live here feel economic opportunity and growth?” That will come from education, collaboration between local governments and employers, and a shared understanding that economic development is not a scary term but a necessary tool to help shape the next chapter.

“Economic development for decades has been a bad word here,” says McGary. “But once people understand what it really means—real jobs, real opportunities, real homes—that fear starts to turn into excitement.”

Summit County stands at a crossroads that many mountain and resort communities face: how to preserve the natural assets and community identity that make it special while building an economy that works for more than just a season.

From diversifying job sectors beyond tourism, to tackling housing in ways that support local workers, the challenges are complex, but the vision is clear. The message is ultimately one of possibility. “We want Summit County to be a place where families can grow, careers can flourish, and community can thrive,” Ryan says.

McGary’s closing thought shines a hopeful light forward: “When people can look around and see opportunity, that’s when economic success starts to happen.”

If Summit County can translate that vision into action with creative collaborations and strategic investment, then this mountain economy may not simply survive uncertainty; it might define a new model of resilience for rural, tourism-dependent regions across the West.

The post Mountains and Memories: Building Opportunity from Within<p class="company">The Summit Chamber</p> appeared first on Business In Focus Magazine.