Based in northeast Edmonton, Alberta, QPP is a 100 percent Canadian-owned manufacturer of polyurethane pipeline pigs and pigging accessories. Its product range spans sizes from compact-diameter water and chemical lines right up to the large-diameter transmission pipelines that cross North America. The company serves customers in oil and gas, mining, water and wastewater, and industrial process sectors. And since 2016, it has operated as a subsidiary of Suncast Polytech Inc., a strategic acquisition that changed the scope of what QPP is capable of, and what it aspires to be.

What’s in a name?
The name raises eyebrows in boardrooms and on job sites alike. Tim Canete, President of Quality Polly Pig Ltd., is used to the question. “A pipeline pig is essentially a device that travels inside a pipeline, pushed along by the flowing product or by water or air, to do a job,” he says. “The main function is cleaning the inside of the pipe during new construction, for ongoing maintenance, and for prepping lines ahead of inspection.”

Beyond cleaning, pigs serve two other primary roles. Batching pigs separate different products travelling through the same pipeline so a transmission operator can move bitumen down the line one day and switch to a different fluid the next, with a pig acting as a physical buffer between the two. Foam swabs, meanwhile, are used to dewater newly constructed lines before they enter service.

QPP manufactures its pigs exclusively in polyurethane (PUR), in both solid-cast and medium-density foam configurations. The choice of material is deliberate—polyurethane is a family of materials whose properties can be tuned by adjusting prepolymers, curatives, and processing conditions.

QPP engineers select and blend formulations to suit specific duties including harder compositions for aggressive mechanical scraping, softer ones for sealing inside slightly out-of-round pipe, more chemically resistant grades for refined product lines, and highly abrasion-resistant versions for slurry applications in mining.

“Polyurethane provides the combination of properties that pigging demands,” Canete says. “It needs to be soft and flexible enough to conform to the pipe yet tough and durable enough to clean the pipe.”

Partners in success
QPP began operations in 1996. For its first two decades it operated as a focused pig manufacturer, building a reputation for quality across the Canadian oil and gas sector. The transformative moment came in 2016, when Suncast Polytech Inc., an Edmonton-based manufacturer of large-scale polyurethane wear parts for mining, oil sands, industrial, construction, and forestry applications, acquired QPP and brought it under its roof.

Suncast itself had been founded in 1998, driven by a technology it developed in-house, ReCast™. The premise of ReCast is straightforward in concept and technically demanding in execution. New polyurethane is bonded directly to worn, cured polyurethane, rebuilding the original part to its design specifications. The result is a restored component that performs like new. Suncast spent years perfecting this process in some of the harshest industrial environments on the planet, including the oil sands operations of northern Alberta.

“Suncast has been doing ReCast since around 2000,” Canete says. “Initially it was focused on pipeline pig components for Suncor, then it expanded into larger wear parts. The 2016 acquisition of QPP was really about spreading that technology into the broader pigging world.”

Today, QPP and Suncast share a single 22,000-square-foot facility on 3.3 acres in northeast Edmonton. Under one roof sit five automated pour machines, multiple curing ovens, lathes, a coordinate measuring machine (CMM), and a large-format 3D printer added in recent years for rapid prototyping. The combined team numbers around 15 people, small by industrial standards, but deep in expertise.

What the acquisition gave QPP was access to Suncast’s accumulated materials science. Where QPP once operated with a handful of polyurethane formulations, the combined operation now works with approximately 30 distinct recipes, each developed through years of real-world application.

“We’ve gone from a three-recipe company to 30-plus recipes,” Canete says. “All of that knowledge in materials, processing, and parts design, goes into every QPP product.”

The role of ReCast™
In most industrial contexts, a worn polyurethane part follows a familiar path: removal, disposal, replacement. A pig cup that begins its working life with a sharp, precisely dimensioned sealing edge gradually rounds with use. Traditionally, the logical endpoint is the landfill.

ReCast interrupts that cycle. The worn component becomes a core onto which new PUR is cast, creating a permanent bond between the new and cured material. The rebuilt part is restored to full specification dimensions and, based on more than two decades of oil sands service history, performs equivalently to a new component.

The numbers behind the program are significant. Suncast has processed more than 3.5 million pounds of polyurethane since 2000, with nearly half of that volume accounted for by ReCast rebuilds. The program has, by the company’s calculation, kept over one million pounds of polyurethane out of landfill, and ReCast parts cost approximately 30 percent less than new equivalents.

Until recently, however, ReCast remained largely unknown outside of the oil sands sector. “We have a proven rebuilding technology with decades of empirical evidence behind it in one of the toughest industrial environments in the world,” Canete says. “Sustainability is moving from a talking point to an actual procurement criterion in a lot of sectors. ReCast is well positioned for that shift, and we want to get the message out.”

The timing appears right. Canete observes that pipeline operators are increasingly incorporating lifecycle emissions, recycled content, and end-of-life material handling into supplier evaluations. What was once a value-add is becoming a differentiator that procurement teams actively seek.

Home-grown expertise
One of the less visible dimensions of what QPP and Suncast have built is the depth of manufacturing knowledge held within their team and the degree to which that knowledge had to be developed from scratch.

Polyurethane manufacturing for industrial wear applications is a niche with no formal training pathway. There are no degrees in pipeline pig formulation, no certification programs for oil sands-grade PUR wear parts. Everything QPP and Suncast know about the craft—every formulation, every processing technique—has been developed internally over nearly three decades. “There aren’t schools you can pull from. It’s all on-the-job development, and some of our people have been processing urethane parts for more than 20 years,” Canete says.

That institutional depth has a practical consequence and QPP now operates as a recognized engineering house, not merely a manufacturer. Its team uses advanced 3D modelling software for part and mould design and can either develop custom engineered solutions independently or collaborate directly with customer engineering teams. The large-format 3D printer added in recent years compresses the prototyping cycle significantly; where custom pig development once took months of design iteration, the team can now have prototypes in hand within a day in some cases.

The quality assurance program reflects the same discipline. QPP maintains strict vetting criteria for material suppliers, recognizing that formulation consistency starts at the raw ingredient level. Every finished part is inspected against customer specification before it leaves the facility.

The 3.3-acre Edmonton site sits on the CANAMEX trade corridor, with direct rail access via CN’s intermodal yard to the Port of Vancouver and the Port of Prince Rupert, connecting QPP and Suncast to Asia-Pacific markets. The corridor runs south to the U.S. border, giving the operation efficient access to its largest export market.

Canete frames the location in terms of what it makes possible with raw materials arriving from global suppliers and finished and rebuilt PUR parts moving out to customers across Canada, the United States, and international markets. The facility, which QPP and Suncast moved into in 2023, expanded the combined manufacturing footprint and production capacity at a time of growing demand.

The proximity to the oil sands region of northern Alberta, particularly the Municipality of Wood Buffalo, is equally deliberate. Suncast has supplied Suncor and other oil sands producers as an OEM polyurethane supplier for over two decades, and QPP, for its part, manufactures approximately 12,000 pipeline pigs and components annually, most of which are deployed within Alberta’s pipeline network.

For Canadian operators, the 100 percent Canadian ownership of QPP and Suncast carries supply chain implications that have become more salient in recent years. For U.S. and international customers, it represents a stable, allied-jurisdiction supplier with no cross-border complexity.

An industry in transition
The pipeline industry is in the middle of a period of convergence as aging municipal infrastructure is reaching design-life limits, smart pig technology is generating new demand for clean lines ahead of inline inspection, and emerging applications including hydrogen pipelines and CO₂ transport for carbon capture are creating requirements that no established pig formulation was designed to meet. Canete sees all of these as QPP and Suncast territory. “Companies that own their materials capability will be able to respond quickly. That’s exactly where we sit,” he says.

On the product side, QPP manufactures a complete range of solid-cast pigs including Utradisc, Powerdisc, Ball pig, Bell-cup, Dyna-flex, Multi-cup, and Pig-valve configurations; foam pigs including balls, squeegees, and swabs; component pigs for batching, bidirectional, construction, and brush-cleaning applications; and a full accessories program covering brushes, magnets, pigging poles, and transmitters. The intent is that a pipeline operator can source a complete pigging package from a single supplier.

Longer-term priorities include broadening the ReCast program to cover a wider range of pig components, expanding into water and wastewater applications where aging municipal infrastructure is generating increasing maintenance activity, and continuing to invest in the Edmonton facility as both product demand and technology capabilities evolve.

When Canete is asked what he most wants readers to take away from QPP’s story, he steers away from the product and toward the foundation underneath it. “When you buy a QPP pig, you are tapping into 30 years of urethane materials science, an Edmonton-based engineering team that solves real-world wear problems, and a sustainability story, through ReCast, that costs less and wastes less than the alternative. We are not trying to be the biggest pig company in the world. We are the company you call when the challenge is difficult.”

It is a precise articulation of a deliberately focused position. QPP and Suncast occupy a narrow slice of the industrial world—Canadian-owned, built on materials expertise accumulated over three decades without a textbook in sight. The pipeline operators, mining companies, and municipal water authorities that rely on QPP’s products are betting, ultimately, on the depth of knowledge behind each pig that leaves that 22,000-square-foot facility. By most measures, it is a solid bet.

The post Pigs, Polyurethane, and Purpose<p class="company">Quality Polly Pig Ltd.</p> appeared first on Business In Focus Magazine.

Positioned between two of Canada’s most influential economic centres, Halton Hills, Ontario is emerging as a destination of choice for companies seeking room to grow, access to talent, and long-term business support. Located in the heart of the Toronto-Waterloo Corridor, the community is leveraging its strategic location, available employment lands, and collaborative approach to economic development to attract investment across a range of high-value industries.

At the centre of these efforts is Invest Halton Hills, the Town’s economic development division. Invest Halton Hills has quickly established itself as a trusted partner for businesses looking to invest and expand in one of Canada’s most competitive economic regions.

“We function as part of the Town of Halton Hills, and our focus is twofold,” explains Graham Lowe, Senior Economic Development Officer. “It’s about supporting the growth of our existing businesses while also attracting new investment to the community.”

Working alongside Lowe is Tony Boutassis, Director of Economic Development, whose responsibilities include overseeing the Town’s Business Concierge Program. Together, their team provides support across investment attraction, business retention and expansion, tourism, agriculture, community improvement initiatives, and major development projects.

Location, location, location
Geography has always played a significant role in Halton Hills’ economic story. Situated between Toronto and Waterloo, the community benefits from direct access to two of Canada’s most dynamic economic ecosystems. Toronto serves as the country’s largest metropolitan market, while Waterloo has earned international recognition as a technology and innovation hub. “Our location gives businesses access to major markets, a large labour pool, strong transportation infrastructure, and established regional supply chains,” says Lowe.

For companies operating in manufacturing, food processing, agribusiness, clean technology, and advanced manufacturing industries, those advantages translate into operational efficiencies and easier access to customers, suppliers, and skilled workers.

The Town’s economic development strategy is closely aligned with broader provincial and federal priorities, particularly in sectors that are shaping Canada’s future economy. Advanced manufacturing, food and beverage processing, clean technology, renewable energy, and agribusiness remain key areas of focus.

“Our goal is to position Halton Hills as a high-value, future-ready employment location within the Greater Toronto Area,” Lowe says. “We want to attract investment that creates quality jobs, strengthens our business community, expands the tax base, and supports sustainable growth.”

Industrial opportunities
One of Halton Hills’ most significant competitive advantages is something increasingly difficult to find within the Greater Toronto Area: available industrial land. As neighbouring municipalities continue to experience land constraints, Halton Hills offers businesses opportunities to establish new facilities on greenfield sites while remaining connected to the GTA’s vast economic network.

This opportunity is concentrated within the Premier Gateway Employment Area, which encompasses approximately 2,200 acres of prestige industrial land.

According to Boutassis, the Premier Gateway represents the Town’s most important economic asset. “It provides excellent access to the 400-series highway network, the broader GTA, Southwestern Ontario, Pearson International Airport, and U.S. markets,” he says. The area is expected to accommodate a substantial share of Halton Hills’ future employment growth as new industrial developments and serviced lands become available.

What makes the Premier Gateway particularly attractive is its rarity. Across much of the GTA, new industrial development increasingly requires redevelopment of existing sites. Halton Hills offers businesses the ability to build facilities designed specifically for their operational needs. “Many municipalities adjacent to us are running out of available land,” Boutassis explains. “We still have opportunities for companies that need room to grow.”

Additional employment lands are also being brought online through long-term planning initiatives, helping ensure that future investors continue to have options within the community.

Building business success
Location alone is rarely enough to secure major investment. Companies evaluating new jurisdictions often consider factors such as approval timelines, municipal responsiveness, access to information, and the ease of navigating development processes. To address these concerns, Invest Halton Hills has developed a hands-on approach that guides businesses through every stage of investment.

The Town’s Business Concierge Program serves as a central point of contact for major projects, helping coordinate across multiple municipal departments while providing clarity around requirements and approvals. “Our approach is very coordinated,” says Boutassis. “We provide site selection assistance, labour market information, connections to partners, and support in understanding municipal processes.”

The program is designed to identify potential challenges early and ensure that businesses have access to the information they need to move projects forward efficiently. For a municipality of approximately 65,000 residents, the level of support available through Invest Halton Hills is notable. “Many larger cities have business concierge programs,” Lowe says. “What’s unique here is that we’re able to provide that same level of sophistication while maintaining the responsiveness and accessibility of a smaller community.”

That combination allows businesses to work directly with municipal staff who have a personal investment in project success while benefiting from services often associated with much larger urban centres. The impact of this approach can be seen in one of Halton Hills’ most significant recent investment successes: Conestoga Cold Storage.

The company selected Halton Hills for a major cold storage development that represents a multimillion dollar investment across multiple phases. While cold storage facilities are often viewed through the lens of logistics, Lowe emphasizes that Conestoga’s operation represents something much more sophisticated. “This is a highly automated cold storage operation powered by proprietary technologies and advanced robotics,” he says. “They’ve developed their technology in-house, and much of the facility is automated.”

The operation utilizes advanced robotics and proprietary systems to manage inventory within highly specialized cold storage environments. The project also demonstrates the broader economic opportunities that can emerge when anchor investments take root.

The full food supply chain
Once a major logistics and food supply chain operator establishes a presence in a community, related businesses often follow. Food manufacturers, processors, distributors, and suppliers benefit from proximity to critical infrastructure and industry partners.

“We’re seeing increased interest from food and beverage companies that want to be close to those supply chain assets,” Lowe says. The result is a growing ecosystem that strengthens Halton Hills’ position within Canada’s food production and distribution network. Among all of Halton Hills’ target sectors, food and beverage processing stands out as one of its strongest value propositions.

The region’s agricultural heritage, transportation connectivity, and proximity to major consumer markets create an environment where businesses throughout the food supply chain can thrive. “In our part of Ontario, you have the full food supply chain,” Lowe says. “From agricultural producers to processors to transportation and logistics, everything is connected.”

Companies located in Halton Hills can reach approximately 150 million consumers within a day’s drive, providing efficient access to both Canadian and U.S. markets. The community is already home to a diverse collection of food-related businesses, ranging from multinational corporations to rapidly growing entrepreneurial ventures. Among them are major industry names such as Kraft Heinz and Cargill Chocolate, alongside innovative companies including Freshouse Foods, Terra Cotta Cookies, and Vision Food Innovations, whose products are distributed nationally.

The sector’s continued growth is supported by a combination of market access, transportation infrastructure, industrial land availability, and competitive development costs.

Sustainability at the forefront
According to Lowe, development charges and real estate costs in Halton Hills often remain more competitive than many neighbouring GTA municipalities, providing additional advantages for expanding businesses. And as economic growth and environmental responsibility are increasingly interconnected—particularly as investors place greater emphasis on sustainability during site selection—Halton Hills has embraced this reality by integrating sustainability into both municipal planning and economic development initiatives. According to Lowe, many companies now evaluate communities based on factors such as energy efficiency, green building standards, waste reduction strategies, and access to cleaner energy sources.

The Town has spent years developing policies and initiatives that support this shift. Climate planning, low-carbon transition strategies, green building initiatives, and sustainable infrastructure investments all play a role in shaping future growth.

The focus extends beyond policy statements and into practical implementation. Municipal capital planning, land-use decisions, and economic development strategies are increasingly viewed through a sustainability lens. That alignment positions Halton Hills to compete for investment from companies that prioritize environmental performance alongside operational efficiency.

A rich pipeline of talent
Of course, a strong workforce remains one of the most important factors influencing business investment decisions. Halton Hills benefits from access to one of North America’s largest labour markets, with approximately 4.7 million people located within commuting distance. The region’s transportation connections support significant commuter movement throughout the Greater Toronto Area, giving employers access to talent from a wide geographic area.

At the same time, the community itself boasts a highly educated population. According to Lowe, approximately 75 percent of local residents possess post-secondary credentials, exceeding provincial averages. Educational institutions across Southern Ontario further strengthen the talent pipeline, with more than 20 colleges and universities located within an hour’s drive of Halton Hills, many of which operate specialized research centres and industry-focused programs. For sectors such as advanced manufacturing, food innovation, agriculture, engineering, and technology, these institutions provide ongoing access to skilled graduates and collaborative opportunities.

“We have access to a highly educated local workforce, a massive regional labour pool, and strong connections to post-secondary institutions,” Lowe says. Those factors help companies meet both their immediate hiring needs and long-term workforce development goals.

Quality of life, always
Amidst its economic ambitions, Halton Hills remains committed to protecting the qualities that make the community attractive to residents and businesses alike. Growth is guided by a planning framework that directs employment development to designated areas while preserving established neighbourhoods, agricultural lands, and natural spaces. “We don’t pursue growth for growth’s sake,” Boutassis says. “It needs to support the broader community through jobs, services, infrastructure, sustainability, and quality of life.”

The Town’s two primary urban centres, Georgetown and Acton, retain their distinct character, while employment growth is concentrated within areas specifically designated for industrial and commercial activity. This approach helps maintain the balance between economic opportunity and community livability. For residents and visitors, that means access to parks, trails, green spaces, and recreational amenities. For businesses, it means operating within a community that understands the importance of long-term planning and sustainable development.

As Halton Hills continues to evolve, its economic development team sees significant opportunities on the horizon. The community already supports approximately 23,000 jobs and more than 1,400 businesses. Additional employment lands, ongoing infrastructure investments, and a growing reputation among investors position the Town for continued success.

For Lowe, the formula is straightforward. “The fundamentals are already here,” he says. “We have the land, we have access to talent, we’re connected to major markets, and we’re ready for investment.”

As companies evaluate locations across Ontario and the Greater Toronto Area, Halton Hills is increasingly demonstrating that growth need not mean choosing between business opportunity and quality of life. Instead, Halton Hills offers a combination of both, supported by strategic planning and a clear vision for the future.

The post From Vision to Investment<p class="company">Invest Halton Hills</p> appeared first on Business In Focus Magazine.

Blaine is safe, affordable, and offers a careful balance of nature and curated amenities, making it an ideal place to raise a family and put down roots—but also a place to visit. Located only 10 miles away from downtown Minneapolis, Blaine offers access, proximity, and a unique character of its own.

Regarded as a premier sports and recreation hub in the Twin Cities metro area, the city continues to find ways to bring people in and get them to stay by investing in the city and its infrastructure to ensure that growth is thoughtful and intentional, a strategy that has proven itself time and time again.

Investing in tomorrow, today
It’s no surprise that people are attracted to Blaine. Recognized as one of Money Magazine’s Top 100 Best Places to Live, the community offers countless draws that continue to drive growth in terms of population, investment, and payoff.

The city has grown its retail, commercial, industrial, and residential footprints, all while seeking to preserve the quality of life enjoyed by its residents in the process. Now with a population of just over 76,000, the growth has been sustainable thanks to continued investments in infrastructure, housing, and quality of life to ensure that the city remains a destination of choice.

“We are developing in an orderly fashion, and our infrastructure is ready for that. Also, we are seeing a lot of improvements through the county infrastructure,” explains Community Development Director, Sheila Sellman. These improvements include efforts to expand water, energy, and highway infrastructure to sustain the growth.

Highway 65, specifically, is a great example of a long-advocated investment being made by the State, County, and City that will have a resounding impact for the residents and businesses in Blaine. This is a north-south corridor that runs through the city and is traveled by over 55,000 vehicles a day and soon, it will receive much-needed improvements, as site preparation is underway for 2027 construction.

This investment will not only improve connectivity and access from a logistical standpoint, but it will also open up additional land for development, which is needed as Blaine approaches its complete build-out.

A community in redevelopment
Like many other markets around the country, construction activity in Blaine has experienced a slowdown, largely due to extenuating circumstances beyond its control including high material costs, interest rates, and economic uncertainty, though the building inspection department continues to be busy.

While residential development has slowed, there continues to be activity, particularly in the retail and commercial sectors in northeast Blaine, which has been an area of development focus for years.

“We do have the northeast part of the town opening up for development; when I say that, I mean that city sewer and water will be extended to the north, which hasn’t been the case. With our development trends heading north on Lexington Avenue, that will open up our city sewer and water for those parcels,” says Sellman.

There is also an effort to make what was old new again. For instance, the Northtown Mall is experiencing a retail awakening thanks to the opening of Asia Village, a new Asian-themed marketplace that will breathe new life and culture into the community. With 11 different restaurants, a well-equipped grocery store, and much more, the development has been in the works for years and is now operating, much to the pleasure of residents from the community and surrounding areas who are willing to travel to take advantage of the plethora of choices.

“We’re hoping to see that really change the landscape of the mall and bring in some new stores to revitalize the area,” says Economic Development Specialist, Ruth Tucker.

There is also a growing focus on the North Meadows neighborhood through projects like Lexington Crossings and Lexington Meadows, multi-tenant mixed-use developments that will see the addition of housing, retail, and commercial tenants in what continues to be a challenging market.

“We continue to see challenges with high rental rates for commercial space, limited space, and limited land availability. We are getting closer to growing up fully and the land we do have left is quite challenging,” notes Tucker. She adds, “We have found some creative ways to get around some of that with public-private partnerships, and in some cases, incentives, when merited.”

From Tucker’s perspective, “We’re being much more strategic about our growth to make sure we’re getting the uses and amenities that our residents want to see and need versus just what we can infill.”

A big part of this strategy and intention has centered around one of the biggest draws to the community: sports and entertainment, which continues to be a driver that is bringing opportunity to Blaine.

Game on!
As a sports and entertainment destination, a great deal of effort has gone into Blaine’s 105th Redevelopment District, the sports entertainment district that is home to the National Sports Center, restaurants, hospitality, entertainment, and residential, and continues to draw the attention of locals and visitors alike.

“There’s been a lot going on out there. They are working on the utilities for that district, so the water and sewer have gone in, and they’re upgrading 105th Avenue by adding another roundabout,” says Sellman of the project, which was under construction at the time of writing.

Centered around the National Sports Center, the world’s largest amateur sports campus. Featuring the world’s largest indoor ice arena of its kind and spanning 600 acres, the NSC is the most visited sports facility in the state, generating over $70 million in annual visitor economic impact. The facility, which features 17 artificial turf fields and more than 30 grass fields, hosts the Target USA Cup, one of the largest amateur soccer tournaments in the world, and its eight sheets of ice are the training grounds of the USA Women’s Olympic Hockey Team and athletes of all skill levels.

The true spectacle of the site has to be the M Health Fairview Dome, a 110-foot-tall space that holds two full-sized soccer fields and two full-sized baseball diamonds, making it the largest of its kind in the Western Hemisphere. Meanwhile, the 58,000-square-foot NSC Sports Hall and a 5,000-seat stadium hosts countless events.

Blaine is also home to Victory Links Golf Course, an 18-hole championship golf course and the only PGA-Tour designed course open to the public in Minnesota, which sees some of the world’s best golfers engaged in competition during the 3M Open each year, Minnesota’s only PGA event. While this event brings with it an impressive economic boost for the community, Blaine has also found a way to maximize the impact of the sport.

Waggle, one of the fastest growing golf apparel and lifestyle brands, has relocated its headquarters and flagship retail store to Blaine’s Radisson Road Business Center, which proves that the city is truly capitalizing on every avenue of growth available to it, doing so in a way that complements the community and its growing assets.

Growing with intention
Not all economic wins are loud, but that doesn’t mean their impact is any smaller. Through continued economic growth and success, Blaine continues to build confidence in its ability to meet the needs of a growing population while maximizing the quality of life and return on investment of these activities.

As it approaches full build-out, there is an acute awareness that the needs of the community must be met, which is why, in addition to new permits and plans, the community is also conducting feasibility studies, including one to identify the viability of a new fire station in the northeast.

Through this growth strategy, Blaine maintains a future-focused approach to development, intentionally building on its strengths, sustaining its growth, and celebrating the many wins that will reinforce the character and identify of this community for the long term.

The post Where Hard Work Is Paying Off<p class="company">City of Blaine, Minnesota</p> appeared first on Business In Focus Magazine.

“Since the Riverport Authority was created almost 60 years ago, we’ve provided real value to Louisville, the state of Kentucky, and even to the entire nation,” says Steve Miller, who became the authority’s Executive Director in August 2024. “We’re actively shaping the future, not waiting for it.”

To understand where the Louisville Riverport Authority is headed, it helps to understand what it already is. Miller describes its value through three interconnected pillars.

The first is the authority’s two vibrant industrial and commercial parks in southwest Louisville, which are home to more than 120 businesses employing more than 6,500 people. These parks have developed over 2,000 acres of industrial and commercial real estate and continue to offer investment opportunities across available parcels and buildings for sale or lease.

The second pillar is Foreign Trade Zone 29. For businesses engaged in manufacturing and assembly, this can significantly ease cash flow pressures and reduce operating costs. With more than 300 foreign trade zones now operating across the country, businesses facing the complexities of today’s shifting global trade environment are looking more closely at what these zones can offer.

Miller notes that FTZ 29 closed 2024 with record growth across jobs and trade activity, a sign that the zone’s advantages are resonating. In early 2026, Foxconn announced a $173 million investment at its Riverport facility, further underlining the appeal of the park’s business environment.

The third pillar, and perhaps the most distinctive, is the authority’s role as a multimodal logistics hub. Louisville’s central geography within the United States makes it a natural crossroads for freight movement, and the Riverport takes full advantage of that position.

Barge traffic on the Ohio River, rail connections, and truck access converge at the authority’s 300-acre port facility, creating what Miller calls a river-rail-road connection. And sitting just minutes away is UPS Worldport at Louisville International Airport, one of the most significant air logistics operations in the world, adding a fourth dimension to an already formidable freight infrastructure.

“We’re a strategic logistics hub that brings together these various ways to move freight based on Louisville’s central location in the country,” Miller says. “And we are working hard to be an entity for investments in Louisville’s future.”

When Miller arrived in August 2024, he brought with him a career spanning public policy, nonprofit leadership, and state and national politics. He quickly worked with the board to develop a new strategic framework, the Five Pillars strategic plan, which governs the authority’s full scope of operations across its entire footprint. That includes the 2,000 acres near the river as well as an additional 200 acres the authority owns near Dixie Highway in Louisville.

Alongside the strategic plan, the authority secured a federal grant through the office of Congressman Morgan McGarvey to fund the development of a comprehensive master plan focused specifically on the 300-acre port facility, the area where the rail, barge, and truck operations all come together.

The master plan was publicly launched in February 2026. When complete in early 2027, it is expected to serve as a transformational roadmap to modernize the port into a more resilient, future-ready logistics facility. The scope is broad: modernizing marine terminals and road and rail infrastructure; optimizing land use and site readiness; improving environmental sustainability; and positioning the facility to attract advanced manufacturing and logistics operations.

“The master plan is not just about what has been successful over decades,” Miller says. “It’s about the future. Through this master planning process, which is a very comprehensive one, we will position Louisville Riverport to better compete with our peer inland ports regionally for the decades ahead.”

The vision for the modernized facility includes a redesigned port with enhanced barge, rail, and truck integration, and the potential creation of a second dock on the river to expand capacity. Environmental stewardship near the Ohio River is also a core consideration, as is a forward-looking economic analysis to guide infrastructure investments that will need to remain relevant for decades.

Governance is another area where the authority has undergone a meaningful shift. Board member Rick Blackwell, a lifelong South End Louisville resident and former Jefferson County Metro Council member who served for 22 years, describes the change in tone and ambition as substantial.

“My main focus is on it being something that’s for the city and especially the opportunities for the South End,” Blackwell says. “With Steve’s leadership, I think it really has taken quantum leaps in terms of being the authority.”

Blackwell’s perspective is rooted in deep community knowledge. He has watched the Riverport develop from its earliest days and, during his time on the council, worked to consolidate its political representation to ensure more coherent support from local government.

He acknowledges that in previous years, the authority’s role was not always well understood or well communicated. “There was always confusion about the role of the Riverport Authority as opposed to the Riverport Business Association and individual businesses,” Blackwell says. “It didn’t come across to the community or to the Mayor’s office as an authority that was really driving economic development for the city.”

That perception has shifted, and Blackwell describes the current board as a group of active participants rather than passive overseers. “This is a board that’s very, very active,” he says. “Steve, to his credit, is not threatened by that in any way. He wants the feedback, seeks the feedback, listens to the feedback, and responds to it. We’re all on the same team.”

Indeed, Miller frames the board-staff dynamic as one of the authority’s key leadership assets. Alongside proactive planning and clear external communication, he says the alignment between staff, board, and community partners is what will ultimately determine the authority’s long-term success.

The timing of the authority’s transformation is not incidental. The global supply chain landscape has shifted dramatically in recent years, and the dynamics at play—tariff volatility, reshoring and near-shoring of manufacturing, the rise of e-commerce, and the rapid evolution of automation and smart logistics—all point toward the kind of infrastructure the Louisville Riverport Authority is working to build.

Miller is closely watching how these trends intersect with the authority’s role. “Both the political decision makers and the business communities are committed toward bringing manufacturing back on shore and expanding it here in the United States whenever possible,” he says. “We’re analyzing the impact of e-commerce and how distribution chains and demand are working. We’re also trying to keep our minds focused on automation, robotics, and how smart logistics are changing the entire global supply chain.”

To serve a facility seeking to modernize its infrastructure with investments that must remain effective for decades, the master plan is being designed not just to address today’s freight volumes but to anticipate how goods move, where they come from, and what kind of infrastructure will be required to handle them in a future defined by technological disruption and geopolitical complexity.

The authority’s proximity to UPS Worldport, one of the most significant global import-export hubs on the planet, gives it an asset few inland ports can match. Combined with rail access, river connectivity, and the regulatory advantages of FTZ 29, the Riverport’s multimodal offering is positioned to become even more competitive as supply chain pressure continues to favor consolidated, flexible logistics operations.

Beyond the strategic and infrastructure plans, the authority has also taken concrete steps to raise its profile in the community. It recently purchased a new building a mile down the road from its previous offices, a more visible location that will allow it to function as a genuine community hub, hosting meetings with Riverport businesses and building the kind of relationships that have historically been harder to cultivate.

For Blackwell, this is as meaningful as any element of the master plan. Having spent decades watching the authority operate largely behind the scenes, he sees the move as symbolic of a deeper cultural shift. “We’ll be able to invite Riverport businesses there to have meetings about how we work together to improve the area, to improve access to the rails, improve access to the river, and make it much more vital,” he says.

The authority’s sense of renewed purpose extends to its advocacy work as well. Miller says the authority has become more aggressive in pushing for both the public funding and the policy environment its infrastructure investments require, a posture the board has actively encouraged.

The Louisville Riverport Authority is, at its core, a special purpose governmental entity. Its six-person board and Executive Director are charged with managing and overseeing a riverport and a set of commercial and industrial parks on behalf of the public. But the authority’s leadership is clear-eyed about the gap between what the institution has been and what it can become.

As the master plan takes shape over the coming months, built with input from businesses and community stakeholders across Louisville and Kentucky, the authority is making the case that a modernized, proactive riverport is good for everyone—for the companies that rely on its infrastructure, for the workers they employ, and for the region’s long-term competitiveness.

“This is the new Louisville Riverport Authority and the new Louisville Riverport,” Miller says. “It’s an exciting time for businesses and government and local leaders to partner with us.”

The post Charting a New Course<p class="company">Louisville Riverport Authority</p> appeared first on Business In Focus Magazine.

Todd Andrus, Vice President and Executive Director of IAAPA North America, describes the organization’s purpose in simple terms. “Our mission really is about connecting,” Andrus says. “We bring the industry together. We create opportunities or environments for people to come together to network and learn best practices.”

That mission plays out across three core areas: networking events, education, and advocacy. IAAPA works with governments and industry stakeholders on policy issues affecting the attractions industry, from workforce development to emerging safety legislation around new technologies like drones. But it is the organization’s ability to bring people together physically, and to keep them informed, that Andrus points to most often as one of its defining strengths.

Robust regionalization
IAAPA operates worldwide, but its strategy for serving members has increasingly focused on strengthening its regional presence. Andrus oversees North America, encompassing the U.S. and Canada, while the organization also maintains dedicated Latin American, Asian, and European regions. On July 1^st, IAAPA opened a new Middle East region, created to support what Andrus describes as a fast growing tourism and entertainment market. “We find that through regionalization, we get closer to our membership,” he says.

That regional structure shows up most visibly in IAAPA’s events calendar. The organization recently hosted a North American meetup at the Harley-Davidson Museum in Milwaukee, Wisconsin, drawing close to 100 industry professionals for tours, networking, and exploring event best practices. IAAPA also hosts regional expos alongside its flagship global event in Orlando, including a recent IAAPA Expo Asia in Hong Kong, creating opportunities for industry professionals to conduct business, build relationships, and participate in education tailored to the region.

Identifying industry shifts
Education runs through nearly all of these gatherings. IAAPA curates sessions using experts drawn from within the industry, covering topics ranging from safety and sustainability to marketing and food and beverage operations. The organization also runs monthly webinars—two to three each month—some of which are global in scope with others tailored to regional concerns.

One recent North American webinar series addressed a growing operational challenge of coordinated “social takeovers” in which large groups of teenagers target a specific attraction and overwhelm it. IAAPA produced both a webinar and a white paper on the issue, focused on helping operators recognize the warning signs and coordinate with local law enforcement before an incident occurs. For attractions professionals looking to formalize and advance their expertise, IAAPA also offers certification programs at both the professional and executive levels.

Andrus points to personalization as one of the clearest trends reshaping the attractions business right now. Ticketing platforms increasingly allow parks to tailor the guest experience based on past visits, offering targeted perks or front-of-line access, while some attractions have begun incorporating guests’ own likenesses directly into rides and displays.

A larger, more structural shift is happening alongside this trend. Many theme parks and attractions are working to own more of the guest journey, not just the time spent inside the gates. “They are looking to own the full funnel experience,” Andrus says, describing how operators now aim to manage everything from airport arrival through overnight accommodations, rather than ceding that part of the trip to outside hotels or booking platforms.

He cites several examples taking shape in the U.S. market. Nickelodeon is opening a hotel in Orlando with an accompanying water park, while a Mattel-branded theme park under development in Arizona will include its own hotel. Disney and Universal have run this model for decades, Andrus notes, but the approach is now spreading to a broader range of regional and mid-sized operators across the U.S. and Canada.

Shaping the future workforce
IAAPA employs approximately 150 people worldwide, and Andrus is candid about the qualities the organization looks for when hiring: direct, lived experience within the attractions industry itself, ideally paired with some history of involvement with IAAPA specifically.

Andrus’s own path illustrates the pattern. He brings 26 years of industry experience, having worked at SeaWorld, Busch Gardens, Merlin Entertainment, and Premier Parks, a North America-based attractions group. He spent six years volunteering with IAAPA, including helping curate educational programming for IAAPA Expo, before joining the organization’s staff six months ago. “I’ve always gone to Expo,” he says. “I helped curate our educational experiences that we showcased at IAAPA Expo. Having that kind of involvement is super important from an IAAPA perspective.”

Andrus also speaks to the industry’s broader role as a training ground for new workers. Attractions and parks are frequently a person’s first job, and the attractions industry treats that responsibility seriously. “We take great pride in that we’re shaping the workforce of the future,” Andrus says. He points to the soft skills a first job in attractions instills—showing up on time, engaging with customers, and staying approachable—as lessons that stay with workers well beyond their time in the industry, even for those who eventually move into other fields entirely.

Celebrating sustainability
Every IAAPA region maintains a sustainability task force made up of member companies tasked with advising the organization on best practice and helping guide the industry’s long-term approach to environmental responsibility. That work has produced tangible results. IAAPA Expo Europe, scheduled for late September in London, has been certified as a sustainable event, with the organization’s sustainability team working directly with the venue and exhibitors ahead of the show.

Andrus also points to a recent trip to Xcaret, an ecological resort in Mexico that combines multiple parks with several hotels on a single property, as an example of sustainability and guest experience working in tandem. IAAPA hosted its IAAPA Honors awards ceremony there, and Andrus came away impressed by the property’s approach to photography. Guests receive an RFID wristband at check-in, allowing them to scan stationed cameras throughout the park and have photos automatically routed back to their hotel room for review that evening.

“It just took that whole ‘taking your phone out’ aspect out of the picture, and you could be present,” Andrus says of the experience, noting how the technology let multigenerational travel groups, including relatives back at the hotel, follow along with a family’s day without anyone needing to stop and reach for their phone or camera.

Benefits of belonging
Asked what members gain most from their involvement with IAAPA, Andrus breaks it down into three areas: connections, insight into industry innovation, and education. The connections, he says, function almost like a standing professional support network. Because IAAPA brings together operators from non-competing markets from around the world, members can build relationships and speak openly about shared challenges with industry peers.

“I was able to pick up the phone and call somebody that I had met at an IAAPA event,” Andrus says, describing how that kind of relationship has helped him work through business challenges while working at attractions.

The organization’s expos also give members early exposure to new technology and equipment before it reaches wider adoption, while its education sessions, delivered in 45-minute to hour-long formats, cover practical operational ground in marketing, food and beverage, and safety.

At the center of IAAPA’s events calendar remains its flagship global event, IAAPA Expo, in Orlando, scheduled for November 16^th through 20^th. This year’s event is set to be the largest in the organization’s history, with more than 40,000 attendees and over 1,100 vendors expected throughout the week. For the first time, IAAPA Expo will expand into the Orange County Convention Center’s West Building, a new hall, adding its west building, in addition to its existing north-south footprint and increasing total floor space by roughly 50 percent.

The education program is expanding alongside it. Andrus says this year’s Expo will include the most education sessions IAAPA has ever offered, with more than 20,000 attendees expected to take part in programming over the course of the week. “It’s really all designed for attraction professionals to be able to come in and move their business forward,” he says.

For an industry that depends on creating memorable, in-person experiences for its guests, IAAPA has built its own version of that model for the professionals who run it—bringing people together, keeping them informed about where the industry is headed, and providing a global network they can lean on when new challenges arise. As the attractions industry continues to evolve and expand its footprint, from full-funnel guest experiences to new hotel and resort partnerships, IAAPA’s role as a global connector and resource for the industry is positioned to grow alongside it.

The post Bringing the Attractions World Together<p class="company">The International Association of Amusement Parks and Attractions (IAAPA)</p> appeared first on Business In Focus Magazine.

“We exist to foster collaborative partnerships among the private and public sectors to stimulate economic growth and improve quality of life in our communities,” says Ashley Epling, Executive Director of WEDCO. “Everything we do ties back to that mission.”

Founded in 1983, WEDCO serves as the county’s economic development engine, working closely with businesses, educators, government leaders, and developers. Its approach is hands-on and highly responsive, grounded in the belief that sustained growth comes from understanding the needs of both existing employers and prospective investors.

One of Williams County’s most compelling advantages is its location. Positioned within a day’s drive of roughly 60 percent of the United States, the county offers exceptional access to major markets, making it an ideal hub for manufacturing and logistics.

“That centralized location is one of our strongest assets,” Epling says. “We’re close to Indiana and Michigan, and we have strong transportation routes running through the county. It makes it easy for companies to move products in and out efficiently.”

Interstate access, rail connectivity, and proximity to larger metropolitan areas such as Fort Wayne and Toledo enhance the region’s logistical strength. Businesses can operate in a cost-effective, rural environment while maintaining direct access to major urban centers. Columbus, Ohio’s capital, is also within a three-hour drive, further expanding opportunities for regional connectivity.

This balance between accessibility and affordability has become increasingly attractive to companies looking to optimize operations without sacrificing reach.

Manufacturing serves as the backbone of Williams County’s economy, employing approximately 5,800 workers across a range of industries. Rather than relying on a single dominant sector, the county benefits from a diverse industrial base that includes automotive and food processing. “It’s not just one industry driving everything here,” Epling explains. “That diversity helps create stability and resilience in our economy.”

In addition to its established industries, Williams County continues to attract new investment from international companies seeking to expand into the U.S. market. Recent foreign direct investment projects highlight the county’s growing global appeal. A Netherlands-based manufacturer specializing in polymer materials, for instance, has selected Williams County for its first U.S. operation. Similarly, V-Rod, a Canadian company producing fiberglass rebar, has launched its first American facility in the county.

“These are companies choosing Williams County as their entry point into the United States,” Epling says. “That speaks volumes about what we offer.”

At the same time, legacy companies continue to play a vital role in the local economy. Businesses such as Spangler Candy Company, founded in 1906, The Ohio Art Company, established in 1912, and Acheson, dating back to 1914, have maintained a presence in the region for generations. Their longevity reflects both the strength of the local workforce and the supportive business environment cultivated over decades.

WEDCO’s commitment to business success begins with its proactive approach to engagement. Through regular Business Retention and Expansion (BR&E) meetings, the organization maintains close relationships with local employers, identifying challenges and opportunities in real time.

“These meetings help us understand what’s happening on the ground,” Epling says. “If a company is facing hiring challenges or considering expansion, we can step in and help connect them with the right resources.”

This ongoing dialogue allows WEDCO to address issues before they become obstacles while also uncovering opportunities for growth. It also reinforces the organization’s role as a trusted partner for businesses operating in the county.

When it comes to attracting new companies, WEDCO takes a tailored approach. Incentives are evaluated on a case-by-case basis, with careful consideration given to factors such as job creation, wage levels, capital investment, and industry alignment. “We look at the full picture,” Epling explains. “Then we bring together the tools and resources that make the most sense for that specific project.” This layered strategy enables WEDCO to create competitive, customized packages that support both new investments and expansions.

Like many rural communities, Williams County faces the challenge of retaining young talent. However, WEDCO has made workforce development a central focus, implementing programs designed to connect students with local career opportunities and encourage long-term residency.

“We want our young people to see a future here,” Epling says. “Whether they go away for education or enter the workforce right after graduation, we want them to come back and build their lives in Williams County.”

Jennifer Stance, WEDCO’s Director of Workforce Development, works closely with the county’s seven school districts to bridge the gap between education and industry. Through initiatives such as early workforce placement, students who graduate ahead of schedule can transition directly into local employment opportunities.

Another key program is the annual educator boot camp, which brings teachers into local manufacturing facilities to gain firsthand insight into industry needs. “They can take that knowledge back to the classroom,” Epling says. “It helps ensure students are learning the skills that employers are actually looking for.”

Additional resources include a career and technical education center that is expanding its electrical and welding programs, as well as partnerships with a local community college that develops customized training programs for employers.

For businesses considering relocation or expansion, Williams County offers a range of development-ready sites designed to accelerate project timelines. “We currently have 13 sites available throughout the county, ranging from five acres to more than 200 acres,” says Epling.

One standout property is a 63-acre site that has been certified through the SiteOhio program. With due diligence completed, utilities in place, and rail adjacency, the site is ready for immediate development, and an additional 80 acres are available for future expansion.

Other properties include a 223-acre site located along Interstate 80/90, one of the country’s primary east-west corridors. These sites provide flexibility for a variety of industries while ensuring access to critical infrastructure.

Although the county has fewer existing buildings compared to more urban areas, its available land and streamlined development process make it an attractive option for companies seeking to build new facilities. Williams County’s participation in Foreign Trade Zone 8 enhances its appeal to international businesses, offering cost-saving opportunities related to tariffs and customs duties. “We already have several foreign companies operating successfully here,” Epling says. “That creates a strong foundation for additional international investment.”

Indeed, the county’s track record with foreign direct investment demonstrates its ability to support global companies entering the U.S. market. WEDCO provides hands-on assistance throughout the process, often serving as a primary point of contact for international clients.

“When companies can’t be here in person, we step in,” Epling explains. “We help coordinate everything from logistics to local connections so they can move forward with confidence.” This level of support helps reduce barriers to entry and ensures a smoother transition for companies establishing operations in the region.

Of course, as economic activity increases, housing has become a critical component of Williams County’s development strategy. WEDCO is working closely with the Williams County Port Authority to expand residential options and support workforce growth. “Housing and job creation have to happen at the same time,” says Epling. “You can’t have one without the other.”

Recent efforts include the construction of single-family homes, duplexes, and triplexes, as well as plans for a 50-unit senior housing complex. The goal is to create a balanced housing market that meets the needs of residents at every stage of life. By providing housing options for seniors, the county can also free up existing homes for younger families and workers entering the community.

This proactive approach is particularly important in a rural area where private development has historically been limited. By demonstrating market demand, local leaders hope to attract additional developers and accelerate residential growth.

Beyond economic development, Williams County is investing in its communities to create vibrant, welcoming environments for residents and visitors alike. In recent years, downtown areas across the county have undergone significant revitalization. Vacant storefronts have been transformed into restaurants, boutiques, and mixed-use spaces featuring loft apartments.

“I’ve lived here my whole life, and the change has been incredible,” Epling shares. “There’s a real effort to make these communities places where people want to spend time.”

Local initiatives have introduced unique attractions, from renovated historic buildings to entertainment venues and specialty shops. These improvements not only enhance quality of life but also support tourism and small business growth.

Community events also play a central role in this transformation. From farmers markets and festivals to theater productions and county fairs, there is a steady calendar of activities that bring residents together.

During the holiday season, Williams County becomes a regional destination. Downtown Bryan hosts a festive market inspired by traditional European holiday villages, while nearby West Unity transforms into a Christmas-themed shopping district that attracts visitors from across the region. “We see tour buses coming in for those events,” Epling says. “It’s something that really sets us apart.”

WEDCO’s efforts are delivering measurable results. Over the past year, the organization has supported six major projects totaling more than $78 million in capital investment. These initiatives have created 212 new jobs and generated over $12 million in payroll.

In addition, WEDCO has secured more than $2 million in incentives through a combination of grants and tax credits, further strengthening the county’s competitive position. For Epling, these achievements reflect both the strength of the local economy and the effectiveness of WEDCO’s collaborative approach. “We’re a small county, but we have a lot to offer,” she says. “Our goal is to show businesses that they can come here and succeed.”

With a small but dedicated team, WEDCO operates with a high level of agility and personal engagement. Epling and her colleague Jennifer Stance manage a wide range of responsibilities, from workforce development to marketing and project coordination. “We’re very hands-on,” says Epling. “When a company comes here, we’re with them every step of the way.”

This includes connecting businesses with local resources and navigating regulatory processes, and Epling’s deep roots in the community further enhance WEDCO’s ability to provide support. This network-driven approach ensures that businesses have access to the expertise and resources they need to succeed.

As Williams County continues to grow, its combination of strategic location, industrial diversity, workforce development, and community investment positions it for sustained success. The county’s ability to balance economic growth with quality of life makes it an increasingly attractive destination for businesses and residents alike. With strong leadership and a clear vision for the future, WEDCO is helping to shape a region that is both competitive and connected.

“We’re proud of what we’ve built here,” Epling says. “And we’re just getting started.”

The post Small But Mighty: Driving Economic Impact in Northwest Ohio<p class="company">Williams County, Ohio</p> appeared first on Business In Focus Magazine.

Founded in 1982 by Owner, President and CEO Peter Botten, the Ohio-based company began with a focus on medical imaging. Over time, however, its trajectory shifted toward an area of care that remains one of the most complex and high-risk environments in modern medicine: the operating room.

Today, Codonics is recognized globally for its leadership in perioperative medication safety. Its systems are used in more than 16,400 operating rooms across over 1,100 hospitals worldwide, supporting hundreds of millions of medication preparations and administrations. This level of adoption reflects not only the scale of the company’s reach, but also the practical relevance of the problems it addresses.

From the outset, Codonics was built on engineering rigor and a commitment to usability. Botten established the company with the belief that healthcare technology must reduce complexity rather than add to it, and that philosophy continues to guide product development today.

“What started in medical imaging evolved as we identified a growing need in patient safety,” the company explains. “That shift comes from listening to anesthesia providers, understanding where medication errors occur, and applying engineering to reduce risk in high-pressure environments.”

This transition into perioperative medication safety marked one of the most significant turning points in the company’s history. While its early work in imaging established a strong technical foundation, the move into medication safety redefined its long-term focus. By concentrating on perioperative workflows, Codonics has positioned itself at the intersection of clinical practice and technology, where small improvements can have meaningful impacts on patient outcomes.

In healthcare, reliability is not negotiable. Hospitals depend on consistent performance in environments where delays or errors can have serious consequences. By keeping production and development aligned, Codonics ensures that its systems meet the expectations of the clinicians who rely on them daily.

Operating from Ohio, Codonics maintains its identity as a U.S. manufacturer with design, engineering, and production closely integrated. This allows for tighter quality control and faster iteration, both of which are essential in the medical technology sector. “Being U.S.-based allows us to maintain control over manufacturing processes, respond quickly to customer needs, and ensure consistency across our systems,” the company says.

This approach also reinforces accountability. When design and manufacturing operate within the same ecosystem, feedback loops are shorter and issues can be addressed more efficiently, and that level of oversight has become increasingly important as the company has expanded.

As the team began to work more closely with hospitals, they identified a persistent challenge: medication errors remained common, especially during preparation and labeling. These errors often stemmed from vial swaps or mislabeling, issues that were exacerbated by the fast-paced and variable nature of surgical environments. In response, Codonics developed the Safe Label System, a first-of-its-kind FDA Class II medication safety device designed specifically for anesthesia providers working in the operating room. This system introduced verification, standardization, and traceability into a process that has traditionally relied on manual steps, redefining how medication labeling is performed in the operating room, and became a cornerstone of Codonics’ offering because it addressed medication safety as part of a broader workflow rather than as a standalone task.

During medication preparation with the Safe Label System, providers scan a barcode on the parenteral drug vial or ampoule. The system verifies the medication and concentration against a pharmacy-defined formulary, providing both visual and audible verification, a safety check that acts as a second set of eyes. It then generates a full-color syringe label that complies with Joint Commission standards and includes a machine-readable barcode. That label serves as a critical link throughout the workflow, but the value lies in the verification and workflow support behind it—not the label itself. At the point of administration, the labeled syringe can be scanned again to support documentation within Electronic Health Record (EHR) systems and Anesthesia Information Management Systems (AIMS), including platforms such as Epic and Cerner. This integration improves documentation accuracy while adding another layer of verification during patient care.

“Safe Label System is designed to transform what was once a manual process into a standardized workflow,” Codonics explains. “It helps reduce variability and supports clinicians without disrupting how they work.”

This distinction is central to the company’s philosophy. Rather than replacing clinical judgment, the system provided structured support within existing practices. As a result, it became embedded in daily operations.

Codonics’ growth has largely been driven by this kind of adoption at the clinical level. Instead of relying heavily on traditional marketing, the company has expanded organically as anesthesia providers and health systems recognize the value of integrating safety into their workflows. “Adoption is driven by clinicians looking for a practical way to reduce medication errors without adding complexity,” the company notes. “Once implemented, the system becomes part of the standard workflow.”

This approach has contributed to Codonics’ growth both domestically and internationally. While healthcare systems differ across regions, the underlying challenges of medication safety and workflow efficiency remain consistent, and Codonics aligns its solutions with local standards while maintaining a unified foundation of usability and safety. Its systems are designed in accordance with guidance from organizations such as The Joint Commission (TJC), the Institute for Safe Medication Practices (ISMP), the Anesthesia Patient Safety Foundation (APSF), the American Society of Anesthesiologists (ASA), and the American Society of Health-System Pharmacists (ASHP). This alignment ensures that the technology not only meets regulatory expectations but also reflects best practices in patient care.

And as healthcare technology evolves, so too does Codonics’ engineering approach. Early systems may have been designed as standalone solutions, but modern healthcare environments demand interoperability and integration. “Healthcare technology needs to work within a broader ecosystem,” the company says. “Our focus is on designing systems that support clinicians without adding complexity.”

Of course, feedback from clinicians plays a critical role in this process. The operating room is a dynamic setting where theoretical solutions must perform under real-world conditions, so Codonics works closely with anesthesiologists, pharmacists, and perioperative teams to refine its systems based on direct experience. This ongoing collaboration ensures that its technology remains aligned with clinical needs and reinforces the company’s emphasis on usability, an essential factor in environments where time and clarity are critical.

Over the years, Codonics has received recognition across multiple areas, including patient safety, healthcare innovation, and technology leadership. Most recently, it was named Medication Safety Technology Company of the Year – Perioperative for 2025, a distinction that reflects its continuing focus on improving safety in surgical environments.

“Recognition is meaningful because it reflects the impact of the work being done,” the company says. “But what matters most is that the technology is trusted and used consistently in clinical environments.” Awards bring visibility to the challenges associated with medication safety, but adoption serves as a more meaningful measure of success. When systems become integrated into everyday workflows, they demonstrate their value in a tangible way.

Unfortunately, despite advancements in preparation and administration, medication safety in the operating room remains a complex challenge. Many processes are still manual, and there is often a lack of standardization across different stages of care. One of the most significant gaps exists at the end of the workflow: medication waste and reconciliation. This process is frequently handled separately from preparation and administration, creating gaps that must be reconciled after the fact rather than as part of the workflow, making it difficult to track and verify.

“Waste and reconciliation have historically been inconsistent and difficult to manage, often requiring manual follow-up, delayed documentation, and additional effort from both anesthesia providers and pharmacy teams,” Codonics explains. “This is where we see a major opportunity to improve visibility and accountability.”

To address this challenge, the company developed the Safe Waste System, an FDA-listed, Class I Exempt device designed to operate in conjunction with the Safe Label System. The Safe Waste System’s expected availability is Q4 2026. Using spectrophotometric analysis, the system identifies and measures liquid-controlled substance waste at the point of care. This process allows anesthesia providers to document waste in real time, creating a record that supports reconciliation and compliance. By connecting waste handling with earlier stages of the workflow, the system introduced a level of continuity that had previously been difficult to achieve.

With the addition of the Safe Waste System, Codonics expanded its capabilities into a more comprehensive perioperative medication safety platform. What began as a solution for labeling has evolved into a connected medication safety system that spans preparation, administration, and waste. And while each stage of this process presents potential risks, it also offers opportunities for standardization. By linking these steps together, Codonics has created a more cohesive workflow that supports both safety and efficiency. “This is about connecting steps that were previously disconnected,” the company explains. “It allows healthcare providers to introduce consistency and visibility across the entire process.”

The ability to integrate these stages within a single framework represents a significant advancement in perioperative care, reducing fragmentation while supporting more accurate documentation and improved accountability.

Understandably, collaboration plays a key role in Codonics’ approach. The foundational concept behind the Safe Label System originated from work conducted at Massachusetts General Hospital, where efforts to improve syringe labeling safety began. Codonics built upon this foundation, engineering a scalable system that can be deployed globally.

The company has also partnered with technology providers such as BD (Becton, Dickinson and Company), integrating its systems with platforms like the BD Pyxis Anesthesia Station and Intelliguard’s Mira Care Station (RFID). These integrations streamline workflows and reduce manual steps for clinicians, further embedding Codonics’ solutions within the healthcare environment.

Looking ahead, Codonics sees continued advancements in areas such as radio-frequency identification (RFID), interoperability with EMR systems, and real-time data integration. These technologies have the potential to further enhance visibility and coordination within perioperative workflows. At the same time, the company emphasizes the importance of standardization. While automation can improve efficiency, it must be implemented in a way that supports clinical decision-making rather than replacing it.

“Standardization remains one of the most effective ways to reduce variability and support safety,” Codonics says. “Technology should act as an aid within the workflow.”

As regulatory expectations evolve, the need for accurate documentation and accountability is likely to increase. Codonics continues to align its systems with these developments while maintaining a focus on practicality and usability. At its core, the company is driven by a commitment to improving patient outcomes, and this mission influences not only its product development but also its organizational culture. “There is a strong sense of responsibility across the organization,” the company says. “The systems we develop are used in critical moments of care.”

This perspective reinforces a focus on reliability and continuous improvement. By maintaining a close connection between engineering and clinical practice, Codonics ensures that its solutions remain relevant and effective.

For Codonics, the future of perioperative care lies in viewing medication safety as a connected process rather than a series of isolated tasks. Preparation, administration, and waste and reconciliation are all part of the same continuum, and each stage must be addressed to reduce risk effectively. “Medication safety is not a single step; it is a connected process. Our platform brings those steps together to support clinicians, improve outcomes, and introduce a more consistent and accountable approach to perioperative medication workflows.”

As healthcare systems continue to seek ways to enhance safety and efficiency, this integrated approach offers a clear path forward, one that Codonics is actively helping to define. By combining engineering discipline with clinical insight, Codonics remains focused on delivering solutions that align with the realities of patient care, both today and in the years ahead.

The post A Connected and Collaborative Approach to Medication Safety<p class="company">Codonics</p> appeared first on Business In Focus Magazine.

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.