The foundation—and future—of any industrialized country lies in developing a dependable and thriving education system, particularly for its youth. The global economy, significantly shaped by education spending, impacts everything from national economic growth to personal prosperity. Investments in education help nations develop a workforce with greater skills, productivity, and ultimately, economic success.

The rise in personal earning potential is among the most direct results of educational expenditure, according to World Economy. Over the course of their lives, those with higher levels of education earn more than those with lower levels, which in turn boosts consumer spending and tax receipts, benefiting the economy as a whole.

Education also fosters creativity and technical advancement, two major drivers of economic growth. People with higher education are more likely to work on research and development projects, resulting in new industries and technologies that improve economic performance by increasing productivity across sectors.

A more effective distribution of resources within an economy is another benefit of education. Those with greater educational attainment are more likely to make informed choices about savings, investments, and consumption, thanks to a deeper understanding of market dynamics and economic principles.

In fact, there’s no denying the link between economic performance and educational attainment in the modern global economy, according to Collegenp. Education provides individuals with the knowledge and skills needed to contribute to the workforce more efficiently, promoting creativity and productivity. Statistical evidence strongly supports the link between GDP and education, showing that higher GDP levels are closely associated with higher literacy and educational attainment rates.

According to the World Bank, a person’s income can rise by up to 10 percent for every additional year of education, and nations that prioritize educational reform frequently see rapid economic growth. A workforce with advanced credentials is better equipped to handle complex problems, innovate, and adapt to technological change, thereby raising global competitiveness and productivity.

Education is also essential in combating poverty and promoting social progress. It helps individuals break the cycle of poverty by equipping them with the skills needed for meaningful employment. A more educated workforce is naturally more productive, adaptable, and better positioned to contribute to economic advancement.

Sustained investment in education spurs technical advancement, innovation, and economic expansion. As the global economy becomes more knowledge-based, the need for a highly educated workforce will increase, highlighting the importance of education in maintaining economic sustainability and competitiveness.

Education is a powerful catalyst for economic advancement. Countries that improve economic performance and raise living standards do so by cultivating a well-educated workforce. The message is clear for economists, governments, educational institutions, and the public: funding education is an investment in long-term economic growth.

Within Canada, a new reality is emerging in higher education, says KPMG. Emerging technologies, online learning, financial pressures, rising costs, and shifting demographics are all reshaping the educational landscape. Student perceptions are also changing in this “age of the customer,” where choice and personalization increasingly define the educational experience.

The challenges Canadian institutions face mirror global trends: rising costs, student debt, and digital disruption. In addition to exploring international revenue streams, institutions must find internal efficiencies. Traditional universities now compete with new, more affordable, tech-savvy educational providers, a trend accelerated by the pandemic and unlikely to reverse.

Canada, like many nations, is experiencing a decline in domestic student numbers due to an aging population, low birth rates, and a growing middle class. International enrolment has surged, but institutions that rely heavily on foreign students may need to reassess their business models in light of global competition and shifting student preferences.

Publicly funded education is vital to a democratic and economically successful society, preparing students to be informed and engaged citizens, says The Future Economy. However, underfunding, staffing shortages, school violence, the lingering effects of COVID-19, changing technologies, and declining public trust all present significant challenges.

Despite major societal and technological shifts, the educational system has remained relatively unchanged—a concerning reality in a world that demands adaptability and innovation. For Canada to lead globally, it must prioritize funding, fair working conditions, and a redefined vision of success in education.

Not all nations are recognizing the importance of educational support. The United States faces a period of deep uncertainty, as its president openly advocates for dismantling the U.S. Department of Education (DOE). Massive layoffs, funding shifts, and policy rollbacks are disrupting classrooms nationwide, even as legal questions about the move remain unresolved, reports Teach Magazine.

EdTrust, a non-profit advocating for equal education, warns that abolishing the DOE would be “a disaster for students and families,” noting the agency’s crucial role in funding, oversight, and civil rights protections. Eliminating it could also impair progress in digital equity, cybersecurity, and educational innovation.

There is hope, however. Countries like Singapore have invested strategically in education as a form of human capital development. These investments have driven Singapore’s emergence as a global leader in science, technology, and innovation, propelled by consistent, student-focused education policy.

With a 98.8 percent literacy rate and high international exam scores, South Korea also exemplifies educational excellence. Since the Korean War, education has fueled its rapid economic rise. Yet, critics argue the system’s rigidity and stress may hinder creativity, a crucial skill for future innovation. As global demands evolve, Korea must now strike a balance between academic rigor and well-being.

Education plays a complex role in social and economic development. While it prepares individuals to make informed choices, build careers, and adapt to technological change, the broader benefit lies in its ability to foster innovation, increase productivity, and promote equitable economic opportunity.

In developed countries, education builds a workforce capable of navigating global complexities. It equips citizens to acquire new skills, adapt to evolving technologies, and address complex problems. A flexible, skilled workforce is essential for long-term economic growth and competitiveness.

Ultimately, the financial benefits of a better-educated public far outweigh the upfront costs of curriculum development, teacher training, and facility upgrades. Education is one of the most powerful long-term investments a society can make—yielding economic growth, reduced inequality, and improved quality of life for generations to come.

The post Investing in Minds<p class="company">Building a Better Economy Through Education</p> appeared first on Business In Focus Magazine.

Iredell County solidified its position as a “Crossroads for the Future” when two major interstates, I-40 and I-77, intersected in what is considered to be the center part of the state. As Iredell County’s reputation for being an ideal location for businesses grew, people were drawn to the beauty of its rolling foothills in the north and the vast shorelines of Lake Norman to the south. Today, this perfect blend of business, life, and location continues to make Iredell County attractive to businesses regionally, nationally, and even internationally.

In 2018, Iredell County’s primary municipalities, Mooresville, Statesville, and Troutman, along with business leaders vested in the economic growth of the county, made the strategic decision to unify their individual efforts into one countywide economic development organization, Iredell County Economic Development Corporation, tasked with boosting Iredell County’s upward trajectory to become an economic powerhouse and connecting future business prospects with local opportunities.

With a population that now exceeds 200,000, Iredell County still offers all the joys and conveniences of small-town life while welcoming new businesses and residents. The result has been vigorous economic growth, with approximately 130 “new” or “expanding” announcements by businesses over the past seven years, representing 6,000 new jobs and $2.2 billion in investment. Subsequently, the county itself has grown by seven percent since 2020 and expanded its tax base by 60 percent by 2024.

Ideally located just 30 miles north of the major metropolitan city of Charlotte, North Carolina, Iredell County offers a variety of lifestyles and a diversity of industries. With agriculture at its roots, Iredell County leads the state in dairy production while Statesville is home to robust industrial activity as well as the interchange for Interstates 40 and 77. While a smaller, quaint town, Troutman has doubled in growth due to a sharp rise in residential development, and Mooresville is home to a rich blend of manufacturing, tech, and finance companies as well as all the support services its residents require for their more suburban lifestyle.

With all Iredell County has to offer, it is no surprise that once businesses select the county as their home, it becomes where they focus their growth and expansion efforts. In fact, some of the largest investments in Iredell County have been from existing industries and their expansions. Bobcat Company, a manufacturer in Statesville, for example, more than doubled their footprint with a $70 million investment while the paint manufacturer, Sherwin Williams, invested $350 million in both manufacturing and distribution.

C.R. Onsrud, the leading designer and manufacturer of CNC machinery for industries like aerospace, marine, composites, and woodworking, recently celebrated their fourth expansion since locating in Troutman in 2006. This expansion represented an investment of $17 million and increased the company’s footprint to in excess of 250,000 square feet. “The recent support we received from the Iredell County Economic Development Team goes beyond the expansion of our company, C.R. Onsrud Inc.,” stated Tom Onsrud, C. R. Onsrud’s Chief Executive Officer. “Their support, along with the considerable support from Iredell County and the Town of Troutman, has created a ripple effect, helping manufacturers across a wide range of industries who use the machines we build. We thank the EDC for investing their time, knowledge, and experience in us and the future of American manufacturing. Their help has better positioned us to continue to grow and positively impact Iredell County and the landscape of manufacturing for years to come.”

As Fibreworks Composites, a research and development firm and a manufacturer for the motorsports, defense, and aerospace industries, completed their expansion in Mooresville, Joe Hofmann, their Chief Executive Officer, shared, “Iredell County is a talent-rich region that has provided opportunities for growth in various business sectors. Fibreworks Composites has greatly benefited from working with the Iredell EDC team, who have helped link us with the necessary resources within the community. Iredell EDC is a valuable resource to any growing business within Iredell County.”

This $5 million investment in the Fibreworks Composites state-of-the-art facility was a catalyst for the creation of 60 new jobs.

Similarly, Iredell County has enjoyed significant success in attracting new investment from businesses anxious to establish themselves in a county with such a business-friendly environment, a skilled workforce, and available buildings and sites. Iredell EDC works in conjunction with partners like the Economic Partnership of North Carolina and the Charlotte Regional Business Alliance to market the county to prospective companies considering investing in Iredell County. In 2021, Walmart e-commerce purchased a one million-square-foot industrial speculative building in Troutman, and in 2024, DEHN, a German company that manufactures surge- and lightning-protection equipment and safety gear designed to protect infrastructure, announced their plans to invest $38.6 million in establishing their United States headquarters in Mooresville. Proximity to Charlotte Douglas International Airport, strong regional highways, and abundant internet infrastructure helped attract the company to Iredell County. “The search for a new headquarters location was a very intense project for DEHN,” said Ingo Rutenberg, Chief Executive Officer for DEHN. “We received over 300 bids from numerous counties and states across the country. As a technology company, we prioritized an area with access to great talent, a solid standard of living for our team, and quick access to transportation that linked us to the rest of the country and internationally. We found that perfect balance in Iredell County,” he shared.

“Beyond the location itself, the Iredell County EDC team has been extremely helpful in navigating the local processes, securing local support for us, and providing support after we announced Mooresville to be our new home. Overall, the project was very successful and working with the Iredell County EDC has been a large part of that success.”

The significant industrial growth in Iredell County has also spurred substantial private investment from the real estate development community, representing an industrial development pipeline of 15 million square feet of development across the county. With demand for industrial and commercial properties rising, Iredell’s communities have recognized the need to establish shovel-ready sites to expedite sales and development. And naturally, communities have a sizable stake in establishing the infrastructure to support such large projects, as in the City of Statesville, which owns its own electric co-op. Park 40/77, for example, is a 3.2 million-square-foot industrial park strategically located in Statesville within easy reach of three deep water ports and a maximum two-day drive to over 70 percent of the United States. With excellent access to intermodal transportation options, two large transportation arteries, and its convenient proximity to the world’s fifth-most frequented airport, this outstanding project promises to bring even more prosperity to the region.

Similarly, the North Charlotte Commerce Centre in downtown Mooresville offers access to Interstates 40, 77, and 85. This 723,533-square-foot facility provides 176 docks with 40 feet of overhead clearance, 166 truck parking spaces, and more than 300 parking spaces for cars. Comprising three separate footprints ranging from 89,920 square feet to 723,533 square feet, this facility offers tremendous expansion possibilities for businesses looking to grow.

Then there is the South Iredell Community Development Corporation’s Mooresville Business Park East. Developed in collaboration with the Town of Mooresville and Iredell County, this 450-acre industrial park currently offers approximately 180 acres for sale, with parcels ranging from 22 to 122 acres. With all the benefits of being well-thought-out and well-appointed, this facility is also close to the area’s retail zones and other manufacturers.

Nationally recognized for the strength of its economy, Iredell County ranks among the top five regions for its competitive approach to advanced manufacturing, which is also its largest earner. Its financial industry is similarly robust. Boasting 1,200 employers, it is classed as the second strongest sector in the county, and according to the Charlotte Regional Business Alliance, Iredell County has the fifth fastest growing tech talent pool in the United States.

As new industries locate in Iredell County, and businesses grow, their need for a skilled workforce also grows exponentially. To satisfy this increasing demand, Iredell EDC along with Iredell County, Iredell-Statesville Schools, Mitchell Community College, Mooresville Graded School District, and other community partners and local industries launched Iredell Ready, a workforce initiative to boost the area’s economic prospects by focusing on building a future workforce pipeline to meet the needs of local industries in Iredell County.

Iredell Ready is integral in helping students identify a career pathway and understand what it means to work in the real worlds of healthcare, manufacturing, finance, technology, and logistics. One key component of this mission that is tremendously popular throughout Iredell County is the career exploration event, Careers on Wheels, which exposes 2,000 sixth graders to more than 60 Iredell County companies and the many career opportunities they have to offer.

This persistent investment of time, effort, and imagination to engage the youth of Iredell County is already paying dividends as both Iredell-Statesville Schools and Mooresville Graded School District were selected to help pilot the Skills for the Future Project in North Carolina, an initiative to incorporate durable skills as they are outlined in the portrait of a graduate into education systems, equipping students with the competencies needed for success in college, careers, and life. According to North Carolina Deputy State Superintendent Andrew Smith, “We were looking for unique leaders—superintendents, specifically—who had already kind of dove into this work, who were familiar and who were innovative in the way they were thinking about the work of their high schools. We also wanted to make sure that these schools were already using the durable skills and the portrait of a graduate in their schools. That was really important to us because these are really the trailblazers.”

While in 2018, Iredell County Economic Development Corporation was charged with the task of boosting Iredell County’s upward trajectory to become an economic powerhouse, the trajectory was set many years prior by the countless leaders, men and women who, like those first settlers, sank deep roots into a fertile soil. Because of their efforts, Iredell County is far more than a crossroads. It is a location for business and for life.

The post The Crossroads for Business, Life, and Location<p class="company">Iredell County, North Carolina</p> appeared first on Business In Focus Magazine.

Portage Sales, headquartered in Toronto, helps companies in the business-to-business (B2B) sector enhance their performance and revenue. To this end, it delivers comprehensive online and in-person training and enablement for B2B clients regarding sales strategies, client communication, leadership, and the effective use of advanced tools such as artificial intelligence (AI). For companies in traditional industries facing margin pressure and increasingly complex buying processes, the company’s cutting-edge approach differs immensely from traditional corporate training.

Meyers does not believe brief, on-off training works and prefers to engage in months-long relationships with clients. “We don’t just ‘set it and forget it,’” says Meyers. Through long-term commitments, company trainers can gain a clearer sense of a client’s culture, challenges, and business performance—particularly crucial for complex B2B sales where relationships can span years. He compares this comprehensive training process to creating with Lego® blocks: just as each piece adds to the whole, every Portage session builds on previous lessons. “What that means is, we really pay attention to what situations [the clients] run into either with an existing customer or a new prospect in the field, and we build that right into our programs,” rather than using rigid instructional templates.

This philosophy stems from Meyers’ own corporate experience. He started out in the Procter & Gamble marketing department, then moved into B2B sales, managing teams across the United States, before working at Air Miles. “I left corporate because, frankly, I wanted to focus on getting more done and making more of a difference with end-customers,” he explains. When he launched Portage Sales in January 2015, he quickly recognized that companies in both tech and traditional industries faced unique sales challenges that generic B2B training couldn’t address.

Portage runs a revenue Leadership Academy as well as a range of programs delivering training and revenue enablement. A new Portage service dubbed Revenue AI has been added to the fold and portends huge opportunities.

Clients in the Leadership Academy engage in peer-to-peer workshops, training sessions, and one-on-one coaching to gain insights about communication, personal development, and being a leader. For many companies, this often means helping top individual contributors transition into sales leadership roles. Stress is placed on developing effective coaching skills—an important attribute given that organizations with strong sales enablement programs see 84 percent of sales reps achieve their quotas, compared to just 29 percent overall quota attainment industry-wide, according to recent industry research.

“Coaching is by far the best way to change behaviour—providing feedback [to staff and] having difficult conversations,” explains Meyers. “I’ve seen too many companies promote their top individual contributor into sales management, then wonder why their pipeline stalls. Top performance doesn’t automatically create coaching skills, especially when you’re managing teams that sell complex solutions to sophisticated buyers.” One client, a technology company, saw their sales team confidence increase so dramatically that “it was basically night and day in terms of their evolution and professional development,” according to their leadership.

Leadership Academy clients also learn the benefits of “having a clear strategy, making and maintaining clear expectations,” for B2B team members, he continues. This becomes especially critical when sales teams are managing long-term accounts where a single misstep can jeopardize relationships worth hundreds of thousands of dollars annually. The results speak for themselves: one services client saw a 50 percent increase in overall sales during the pandemic.

The academy also focuses heavily on emotional intelligence—the ability to understand and respond to your own emotions and those around you. This becomes particularly valuable when navigating complex stakeholder relationships that can involve everyone from plant managers to CFOs. And leaders are also encouraged to maintain their momentum after training ends. “We’re not going to be around forever with our customers; we know that. We’re going to be around for four months, six months. The rest of the time, the leaders need to carry the weight,” says Meyers.

Portage’s training and revenue enablement programs, meanwhile, include sessions about growth plans, lead generation, conducting outreach, improving value pitches, and filling in skill and talent gaps on a team. For companies dealing with commoditized markets, these programs focus heavily on differentiation strategies and consultative selling approaches that move conversations beyond price. Rather than generic case studies, clients work through actual scenarios they’re facing—whether it’s a stalled negotiation with a major account or navigating a complex RFP process involving multiple decision-makers.

Skills enhancement is also on the agenda, and this can entail getting participants to simply “ask better questions when they’re working with customers,” says Meyers. One client learned to “actively listen to everything that’s going on,” and found they could uncover growth opportunities they’d been missing, leading to deals with significantly larger brands.

The company’s thought leadership extends beyond training through its podcast series and webinars, covering critical topics such as Gaining Sales Productivity from AI, Why Most Sales Teams Miss Quota, and Bridging the Sales and Marketing Divide.

As of late, the company has been spending a great deal of time outlining the pros and cons of artificial intelligence. If there is a prevailing theme in Portage’s instruction, it is the importance of using AI as a tool, not a crutch. While B2B teams might already be experimenting with AI programs, “there’s a real dichotomy between experimenting and actually getting value out of it,” says Meyers. “I would say only 20 percent, based on our experience so far, are getting good and substantive value out of AI or the technology transformation of their business.”

Given the technological expertise of its employees, Portage Sales is “uniquely equipped to not only understand technology but know what the heck to do with it—how to apply it. How to turn it into value,” he continues. For companies with complex sales processes, this goes far beyond basic automation. Portage helps clients use AI to analyze lengthy sales cycles for pattern recognition, create dynamic proposal generation that adapts to different stakeholder priorities, and develop predictive models that identify when deals might be at risk. One SaaS client uses AI to automatically tailor software demos for different buyer personas within the same organization.

While the company excels at AI and conducts many programs online, Meyers is very aware of the importance of human connection. He points out that there are certain advantages to in-person training: “You can read the room. You understand what’s going on. You have rapport. You have connection, and we’re able to run a better program that has higher engagement,” he shares.

This agility is particularly valuable for companies whose markets are constantly evolving—whether due to supply chain disruptions, regulatory changes, or shifting customer demands.

Portage Sales has a global reach but primarily works with clients in North America. The team is fully virtual and gathers regularly at co-working facilities.

Today, 10 people work at Portage, all of whom were carefully selected by Meyers.

Portage values pragmatic innovation, openness, and tailored expertise, all to drive lasting change through people. “I feel really fortunate,” says Meyers. “I have a great team, and we’ve worked hard to find each other. I am very happy to be growing as a company. A lot of companies don’t survive. I’m very proud of that.”

Certainly, many of Portage’s clients seem impressed with what the company has to offer and the improvements they have seen in their own employees. Clients include EECOL, DUCA, Hubbell Canada, LBi Software, and Rheem, and most business comes from referrals or repeat customers. The results are dramatic: one technology company achieved a 50 percent increase in overall sales during the pandemic and was on track for another 25 percent increase the following year. Another client signed two major sports teams after applying Portage’s methodologies, with deals that were “significantly larger in size” than previous agreements. A distribution company saw a 40 percent improvement in deal closure rates by training their team to navigate complex multi-stakeholder buying processes.

Going forward, Meyers has no interest in switching his focus from B2B consultative business models. “It will always be B2B. To me, that’s what I’m passionate about. It’s what the whole team is experienced in,” he says. Within a couple of years, he hopes to “have embedded AI more and more into the practice of the business. The big one for us right now is revenue AI.” But regardless of the technology evolution, the core mission remains unchanged. “We’ve used technology; we’ve used our know-how in combination to do some things that are different and truly innovative. That’s the piece that gets me excited. I think as a team we can do even more of that in the next five years—helping B2B firms not just improve their performance, but achieve the kind of sustained growth that creates lasting competitive advantage.”

The post Making Your Business Better<p class="company">Portage Sales</p> appeared first on Business In Focus Magazine.

Lofland says that the company as a whole is always expanding and staying aggressive about its goals, often juggling several projects at a time. SCM also continues to invest significant amounts of time and money in the ability to help its customers grow and expand, especially in light of customer feedback on what companies like SCM can do to benefit the extrusion industry.

In many respects, the continued success of SCM speaks for itself. Lofland says that for over two decades, the company has been an industry-leading aluminum extrusion provider as well as the largest independent supplier of billets in the North American extrusion industry, with approximately half a billion dollars in annual sales revenue. With 880,000 square feet, four separate buildings, and proudly calling Prince George, Virginia its home base, the business has managed to grow through both expanding and contracting business cycles, and shows no signs of slowing down.

SCM has kept busy since we featured the company in Manufacturing in Focus in 2024, with myriad projects completed and ongoing, including assisting on a project for Liberty University in Lynchburg, Virginia. Proudly serving as an active participant in educational efforts that focus on the manufacturing sector, SCM has provided Liberty with the materials it needs to finish projects, such as aluminum of different sizes and types as well as various extrusions. This year, LU was grateful for the donation that went toward machining parts for a Formula race car, which will compete in an international Formula competition in Michigan. SCM makes ongoing efforts to provide its materials and expertise to promote manufacturing and aluminum extrusion across educational institutions.

Much like its partnership with Liberty University, the business is mindful of being open to and giving back to its local community, as well as to its valued workers. Lofland says that the company relishes the opportunity to open its doors to the local community whenever it has a major expansion or anniversary, allowing everyone to join in the festivities. SCM is also a consistent presence at career days at local high schools, promoting the industry to younger minds on their first steps toward a career; as Lofland says, “It’s cool to see the next generation of kids interested in things like this.”

Having been in business now for around 23 years, growing from a startup with a handful of employees to now a considerably larger business of about 420 workers, SCM knows the value of the health of its people. Only a few years ago, the business celebrated its 20^th anniversary with the addition of an on-site health clinic that offers healthcare to both its employees and their extended family members. Allowing workers’ families the ability to get physicals and have prescriptions filled in-house has further added to its value as an employer, Lofland says, and is still a big point of pride for the organization.

As an extrusion company, SCM prides itself on its commitment to sustainable manufacturing practices. “Our business model is about as green as you can get,” Lofland says, at least as far as how SCM functions as a business. The company takes scrap aluminum bound for a landfill, melts it, and casts it into its own raw material. It then sells that material as a billet and uses it in aluminum extrusions for critical applications like the military, building construction, transportation, consumer durables, electrical, and machining equipment markets. In some cases, the SCM product is made out of an industry-leading 90 percent recycled content.

These practices have enabled the company to introduce products like the SCM Emerald Eco-Billet, an example of its commitment to using renewable materials and maintaining environmentally friendly manufacturing methods.

Lofland says that 2025 has been a volatile year for aluminum so far, with a lot of price fluctuations that influence demand on a month-to-month basis. He also says that aluminum is a speculative commodity to a certain extent that is subject to upward or downward pressure on price given events like upsets in the supply chain, major trade negotiations, or trade talks, all of which have been evident this year. In spite of these factors, SCM has seen strong business conditions and continues to be satisfied with the demand out there in the market.

2025 has also seen that some North American businesses who rely heavily on foreign materials have been thrown into turmoil following tariff decisions at the federal level; however, SCM has found itself in a fortunate position because of such decisions. Yohe says that programs like the Build America Buy America Act, which incentivize products made in the United States, have been a boon for SCM because the company melts and manufactures its own raw materials and extrusions out of its Virginia home base.

Recent successes have promoted a mindset of positivity toward the company’s continued growth. Yohe says that North American manufacturing was previously in a long recessionary environment from 2023 to 2024, but the company is optimistic about this year and what’s in store for the future. Contrary to some other companies’ experience, the American tariffs have played a positive impact on SCM’s aluminum business because now, people are looking for high-quality, high-service suppliers in the U.S. at a much higher rate than usual.

Yohe tells us that some market analysts have been predicting contraction in North American manufacturing, but SCM thinks that this year into 2030 will see incremental increases. Lofland says that while the manufacturing market was moving into these retraction conditions, SCM was steadily fine-tuning its processes and equipment and adding to its output capacity; now, the team is poised for when the demand returns and the market continues to strengthen, as the company will have greater output capacity than ever before to service the incoming demand.

For the rest of 2025, “SCM looks forward to servicing its customers’ needs while the demand for aluminum is there,” Lofland says, as well as working on its equipment projects leading up to the end of year. The company has made investments in two very significant equipment upgrades which will increase its capacity and capabilities for customers and will be finished by Q1 2026. These upgrades will allow SCM to come out of the gates strong at the start of the year and let the aluminum flow, as Lofland says. A proven track record of customer satisfaction and weathering storms in the extrusion industry have afforded SCM an enviable place within it, allowing this team to continue to benefit both the environment at large and anyone in the market for the best in aluminum extrusion.

The post Building a Better Extrusion Industry<p class="company">Service Center Metals</p> appeared first on Business In Focus Magazine.

This explosive growth “is not really magical. It’s just the fact, since we manufacture, lease, and maintain our own equipment, we know how to make it work reliably,” explains Tom Poteet, Senior Vice President of Corporate Development at Mesa.

Last year, the company opened a new manufacturing and assembly facility in San Antonio, Texas and plans to open a new multi-use plant in Wyoming. Slated to be 220,000 square feet in size, the Wyoming plant will complement existing Mesa manufacturing facilities in the state. In January 2025, the firm held a groundbreaking ceremony in Evansville, Wyoming to mark the beginning of construction.

For all this, Poteet points to the introduction of a new line of powerful generator engines as the single biggest change in recent years. Mesa’s new GV22PU, GX22, GX15, and GX12 engines were created through a partnership with Hyundai Infracore (HDI). The GX engines, meanwhile, were built with four-valve cylinder heads “for higher power ratings in the same package,” explains Mesa literature.

These HDI engines sport a new throttle, updated knock-sensor calibration, modified intake design, and other features for enhanced performance. The GV22PU engine block received Environmental Protection Agency (EPA) emissions standards certification—further evidence of Mesa’s eco-friendly ethos. Mesa’s generators are fueled either by propane or natural gas (one of the cleaner burning fossil fuels).

By utilizing the new HDI engines, “we’re able to offer a higher power output for our generators,” adds Poteet.

In addition to becoming an authorized HDI engine distributor, Mesa has formed a collaboration with Modern Hydrogen to provide on-site clean power to data centers and the like. Modern Hydrogen is a prominent energy and materials company with a proprietary methane pyrolysis technology that can transform natural gas into hydrogen. This process also produces solid carbon that can be used in asphalt for road-strengthening purposes.

The partnership was officially forged by the respective company CEOs at a POWERGEN International Conference in Houston back in February. Under the terms of the collaboration, Mesa will develop a 100 percent hydrogen-powered generator while Modern Hydrogen develops an onsite natural-gas-to-hydrogen solution.

Once completed, this hydrogen-fueled power generation system “might fit in the smaller data center market—smaller meaning five to 10 megawatts,” Poteet explains. “There are a lot of edge data centers out there that fall into that size range.”

Mesa continues to offer two flagship products: the stationary PowerCore generator and its counterpart, the Portable Natural Gas Generator. Rugged and reliable, these generators can run 24/7 and withstand temperature extremes of hot and cold. Since we last spoke, Mesa has made some tweaks to these generators “which may not be obvious to our customers” but are intended to improve overall workability, reliability, and manufacturability, says Poteet.

In addition, the company is currently developing a brand-new product line called PowerYard, which consists of “several basic units” placed together in the same enclosure. While PowerYard hasn’t been released yet, the system might be a good fit for data centers, Poteet suggests, and the team is excited about the new product launch.

Amid all these developments, ownership of the company has changed hands. Founded in early 2014, Mesa was originally owned by BP Energy Partners of Dallas (itself spun off from the BP Capital Management hedge fund). In mid-2023, BP Energy Partners sold the firm to Arroyo Investors, an independent investment manager based in Houston, Texas. Mesa’s mandate hasn’t changed, however, and the company remains devoted to its core product line alongside new innovations and offerings.

Of course, quality continues to be paramount at Mesa, and last year, the company achieved ISO/IEC 27001:2022 certification, a standard covering information security management. The ISO certification serves as a sign of how seriously Mesa takes the protection of client and company information. While there is no shortage of other firms that also build and/or supply generators, Mesa also sends out teams to deploy and maintain its products. This inclusive approach gives Mesa more control over its product line and the quality assurance process.

“We have the best quality conversation loop between assembly and field operations that I’ve ever seen in my career… Any time the folks in the field identify a problem or potential problem, they can immediately talk to the designers and the assembly people, or vice-versa,” notes Poteet with pride.

Quality is also ensured through telematics technology, which enables operators to remotely monitor generator performance in the field.

In addition to new products, Mesa is also exploring new ways of doing business. Instead of “just doing month-to-month rental leases” more and more customers are “looking at multi-year leases. Because there’s so much demand for our products, and so much demand for natural gas generators in general, people are realizing they need to lock up some capacity. So, they’re coming to us a bit earlier than they used to and are making longer deals. That’s good for them and for us.”

While Mesa once focused primarily on rentals, “we’re selling completed units now, and we’re doing longer and longer contracts… the deals are getting bigger and more complex,” he adds.

Main markets for the company still include oil & gas, mining, construction, and commercial/industrial. The oil & gas sector still brings in the most revenue, although the team is eager to expand its reach with data centers and utilities.

Data centers feature banks of computers and ancillary equipment, and require a consistent source of power to keep downtime to a minimum. Mesa, which can link its generators together in microgrids for boosted power and reliability, is more than capable of meeting this challenge, says Poteet. “By building out our generators [by the hundreds], if any one unit went down it wouldn’t even be noticed. All the others would incrementally pick up the load,” he notes.

Utility companies responsible for providing electricity also value this reliability and efficiency, and thus have become increasingly interested in Mesa’s offerings. “We have several conversations going on that involve utilities that might want to put in 10 MW of generators alongside a 10 or 15 MW substation so they have [a backup source] for peak power, but also in case the substation becomes isolated as far as the transmission network goes. If the substation is isolated and they have generators that are standing by, they can still feed all their distribution circuits,” explains Poteet.

As it always has, Mesa employs a large number of former military personnel. Several of the founders came from military backgrounds and Mesa was won several HIRE Vets Medallion Awards from the U.S. Department of Labor in recognition of its work with veterans. This pro-veteran stance has been key to Mesa’s success, says Poteet.

“A lot of our leadership are former military, and they know how to find the right people with the right experience to match up with our jobs… We have really focused a lot on ethics and character. We hire people based on character. If we find a person with good character, we can train them to do just about any job.”

In turn, Mesa treats its workforce well. Employees and their families receive 100 percent healthcare premium coverage (for vision, dental, and medical care), 401(k) matching programs, holiday pay, and life and disability insurance options.

When it comes to promotion, “we haven’t done what I would call a nationwide advertising blitz, but our marketing effort has multiplied greatly in recent months,” Poteet tells us. The team regularly attends trade shows (Poteet did his interview while attending the Microgrid Knowledge 2025 Conference in Dallas and sits on the advisory board for that group) and the company is beefing up its online presence as well.

Mesa Solutions continues to work with some overseas clients in addition to American customers. The team is involved in several projects at present, directly or through partners, in Canada, Mexico, Colombia, and Australia, says Poteet, all a part of its growth plan. Five years from now, “we’d like for every piece of the pie to be an order of magnitude bigger,” he says. “We also really want to get more into the data center world and the commercial and industrial sectors—either as a prime power [source] or standby—and also the utility world.”

He expects the company’s upwards trajectory in employment will continue. “There are a lot of things that drive that. Society is trying to be even more electrified, and they want the electricity to be ever more reliable. The demand for reliable, standby power is going to continue to increase.”

The post New Products, Personnel, Partnerships, and Processes<p class="company">Mesa Solutions</p> appeared first on Business In Focus Magazine.

One of 13 global subsidiaries of South Korea’s Autonics (with 100 offices globally, 1,600 employees, over 35,000 SKUs, and 65 registered patents), numerous industries rely on Autonics USA for its expertise in optimizing sensors, controllers, safety products, data acquisition, and management solutions.

Through its innovative product design, Autonics USA helps its customers build smarter, more efficient factories. As the company puts it, “making the impossible possible” is achieved through a commitment to continued innovation, adapting to the needs of industry, and strong foundational relationships.

David Upton, Regional Sales Manager, says that staying at the forefront of a rapidly evolving industry is currently Autonics USA’s biggest challenge and opportunity. With the rapid growth of technologies like robotics, IIoT (Industrial Internet of Things), and smart factories, the automation market is changing quickly. “We must maintain a close relationship with our clients and be ready to adjust right away to their evolving needs if we want to stay competitive,” he says.

Rising to the occasion
Across Autonics’ global footprint is a culture of innovation and continuous improvement, which originates at its R&D Center in Seoul and radiates throughout its global network. Through this work, the company is developing technology that redefines factory automation. Its proprietary solutions and way of doing business have strengthened its competitiveness around the world.

The company invests approximately 11 percent of its annual revenue in R&D, and more than a fifth of its expertise is dedicated to research and development activities, which is why it continues to evolve in products and culture and remains a market leader. “We are in a favorable position, capitalizing on key trends in industrial automation while being mindful of challenges in supply chain management and competition,” Upton explains. “Our continued focus on technological innovation, especially in the automation and semiconductor sectors, will likely drive our growth in the coming years.”

Most recently, the launch of a modular multi-channel power controller series (SPRS) has elevated the ability to accurately control the temperature of factory equipment and machinery.

Got power? Get control
The modular design of the SPRS series offers efficient power control thanks to a power distribution control function that supports up to 36 units, with separate control and power modules and alarm functions available. Phase control includes standard control and feedback control (constant voltage, current, and power), and cycle control provides fixed/variable controls.

“Because it is a modular type, it can be configured as a single-phase or three-phase system depending on the combination. This makes it easier for both us (the manufacturer) and our customers to secure product inventory,” explains Technical Manager Jimmy Kim. The series also includes various functions from power distribution control and alarm history to self-diagnosis, alarm functions, and many more that simplify the process. Heater breaks, fuse breaks, overheating, and overcurrent are issues of the past thanks to this innovative modular solution.

The SPRS series is designed to offer easy maintenance and communication, as the modules support four types of communication options. The power modules are available in 14 models rated by current options, and users can employ up to four power modules simultaneously.

For Kim, “This new product satisfies many of the needs of the American market. The load power voltage supports up to 490VAC and has obtained UL Listed certification based on this power voltage.”

Finally, the intuitive design enables easy initial setup, and the fuse replacement process is also very straightforward, which serves the American market well, a major focus of the company.

As Kim notes, “Another task we are working on is providing PC/PLC-sample examples to support users of high-performance products. We create examples of products that can meet a variety of customer requirements, including the most popular Allen-Bradley products in the U.S. market. These examples can be downloaded from our website without the need to register contact information.”

Ease of use is always emphasized where innovation is concerned at Autonics, and beyond product innovation, the team has evolved its service delivery offering to meet its customers where they are. In October of last year, a Live Chat was launched where customers can ask technical questions about the various products without requiring a separate login process, which has been well-received and greatly utilized by the market.

Safety first, performance always
Further to improved performance, Autonics USA is also working to bring safety solutions to the market. Through its product development efforts, it has become a trusted provider of safety components for many industries, including the U.S. food and beverage industry.

“Our solutions are well-suited to this sector thanks to the reliability of our products and the availability of models with high protection ratings, including IP69K, which is essential for food-safe environments,” says Dei-Wei Lee, Regional Sales Manager.

Recently, Autonics USA partnered with a major beverage company to bring its popular soft drinks to the market more safely and efficiently. Its SFLA Series Safety Light Curtains supported the packaging process, an application for box building or carton assembly. The light curtain outperformed the competition, minimizing lead times and making replacement simpler. Autonics’ solution was compatible, reliable, and efficient, which helped the customer avoid production delays.

SFLA Series Light Curtains feature high impact resistance, which is a major advantage in environments where mechanical vibration or accidental contact is common. They offer reliable hand and body protection, which keeps the operator safe during high-speed, repetitive tasks. The installation and support of these products has also been streamlined and supported by free software that provides intuitive tools for fast setup, parameter tuning, and real-time diagnostics. Doing so, as Lee notes, “without additional licensing fees” is an ideal solution for OEMs and integrators managing tight timelines and budgets.

He adds, “Separately, in another department of the same plant, our IP69K-rated light curtains are being used in an application that involves packaging syrup, where thorough and frequent washdowns with hot water and chemicals are standard. The IP69K rating ensures the light curtain can withstand these high-pressure, high-temperature cleaning processes without compromising performance,” a feature that has gained the attention of another plant in a different state.

This is just one example of the level of commitment to innovation, industrial safety, and improved performance that Autonics USA brings to industrial operations with its robust, hygienic, and easy-to-integrate solutions, particularly in the food and beverage sector. At the same time, the company continues to strive for constant internal improvement that positions it as an award-winning industry leader.

Award-winning results
Autonics has been recognized not only as a trusted global brand but also as an employer of choice. Its deeply rooted commitment to the research and design of market-changing products and continuous improvement has also helped produce a market-leading culture.

The company has received numerous awards, including a nod in both 2019 and 2023 from the Ministry of Science and ICT for being an excellent corporate research center; numerous design awards; and countless designations that acknowledge its determination to be an empathetic employer that focuses on work-life balance, resulting in satisfied employees and customers alike. Autonics as a whole and its U.S. subsidiary have much to be proud of, which is why they confidently showcase their capabilities at industry events, bringing their automation solutions to a great number of operations, creating new connections in the market, and strengthening existing ones.

“This entails not only developing new products but also ensuring that we’re reachable and visible through marketing and sales as well as industry trade shows, where we can present our most recent solutions and keep abreast of market developments. It’s about striking a balance between innovation and solid client relations,” Upton explains.

SEMICON 2025 will be an excellent opportunity for Autonics USA to do just that. This year, the event is being held in Phoenix, which excites Upton and the team because of Arizona’s proximity to players from key semiconductor-manufacturing regions such as Austin, Texas, who may not have made the journey to the previous venue in San Francisco.

Upton says that having the opportunity to meet and converse with more customers promises “a better understanding of the industry’s evolving needs. Every show is an opportunity to learn more about new trends and challenges in the market, which helps us with both short- and long-term planning. We know that industrial trade shows don’t always lead to immediate sales, so we don’t view them as direct revenue-generating events. We see them as important opportunities to showcase our products and team, knowing that the relationships and insights we gain now will pay off down the line.”

Navigating the future
With events like SEMICON on the horizon, opportunities abound for Autonics USA, but the company is also navigating a challenge that is not unique in the market: tariffs. Before July 1, 2025, Autonics USA absorbed tariff fees, which was a competitive advantage, but given the circumstances, those costs will have to be incorporated into its prices going forward.

“We’ve done our best to shield our customers from these fees for as long as possible. As for the global impact, Autonics USA primarily focuses on the U.S. and Canadian markets, so the direct global effects of these tariffs are uncertain. Autonics is a global company with business hubs in many countries, so the broader international operations may not be as heavily impacted. The main concern for us will be the tariffs on products entering the U.S., which could affect our operations here locally. That impact is still to be determined,” notes Upton.

Fortunately for the company, its proprietary products have set the standard in industrial automation, and its commitment to relationships and customer support has reassured its customers that it is worth the investment, as it promises to remain a leader now and long into the future.

In its commitment to innovation, industry-leading products, and relationships with both customers and employees, Autonics USA sets the standard in all that it does, always committed to finding ways to improve its own performance and the performance of others.

The post Making the Impossible Possible<p class="company">Autonics USA</p> appeared first on Business In Focus Magazine.

Recognized as being home to PGA of America, golf is certainly a draw in the area, as it is regarded as the “crown jewel of Florida’s Golf Capital,” but more than that, it is the diverse housing stock, commercial, retail, and recreational opportunities that have gained attention. The city takes a family-first approach that ensures there are countless amenities available, a standard that it seeks to maintain as the city continues to grow without compromising service delivery.

From Planning Director Natalie Crowley’s perspective, “Balancing new growth in a way that continues to provide economic opportunities to be able to keep our great low tax rate and our levels of service high is in the forefront of our minds.”

When it comes to growth, Palm Beach Gardens has expanded at an impressive rate. With a population of just over 50,000 in 2015, the city has seen a nearly 25 percent increase in population over the last 10 years. Now sitting at just over 60,000 people, it continues to work to provide housing and infrastructure to sustain this growth.

Although the city is experiencing growth, it continues to dedicate 50 percent of its landmass to environmental conservation and preservation efforts, which is a big part of the quality of life residents enjoy but also a challenge when demand for homes and commercial space is at an all-time high. Luckily, growth in population can be an advantage.

As Crowley explains, “When we were under the population of 50,000, we could not contract directly with the Federal Department of Housing and Urban Development (HUD). Now, because of the fact that we have been able to directly contract with HUD, we have entered this whole world of housing and administration providing housing needs for low-income, moderate-income, and now workforce housing.”

In 2020, the city launched a formal workforce housing program complete with a variety of incentives for developers, and to date there are 230 workforce housing units at various stages of completion in addition to complementary incentives to have people move closer to their place of employment.

Further to the support offered to low and moderate income earners via HUD, the city stepped up for those who may not qualify but still require assistance renovating older housing stock, particularly storm-proofing activities that will protect the residents and their properties from inclement weather, which is common in the area.

“It’s very exciting because we recognize that housing continues to be one of our challenges, but in order to maintain a healthy, vibrant economy, we need to be able to provide housing choices in our community for those who need it,” Crowley explains of the efforts to ensure a diverse housing stock exists in Palm Beach Gardens. To manage the growth that is taking place, the city has also expanded its land area through voluntary and involuntary annexation, making it the largest city in Palm Beach County at 60 square miles.

One community that exemplifies this commitment to managing growth while preserving native habitats is Avenir, a 4,752-acre mixed-use project that is underway that will see the addition of residences, schools, expanded facilities such as Jupiter Medical Center and a new fire station, and green space—key to the overall vision. Avenir features a 50 percent land dedication for conservation, protected in perpetuity to ensure that wildlife and waterways between the adjacent regional corridors of Corbett Wildlife and Sweet Bay Conservation Areas are safeguarded.

Further to conservation areas, lands have also been designated for parks and recreation, which is not only attractive to residents, but also tourists who are drawn to the community for countless sporting events.

Indeed, sports tourism has been a budding aspect of Palm Beach Gardens’ reputation and economic growth. Further to the prestigious golf courses and events that take place, the area is home to the Florida Panthers, Cressey Sports Performance, and amateur tournaments for kids and adults. In addition to a new 18-hole, par 3 course complete with restaurants and driving ranges next to the existing 18-hole professional course, construction has commenced on the Palm Beach North Athletic Foundation Ice Rink, which will feature two indoor rinks and retail and restaurant offerings.

“This is going to be a very large, 123,000-square-foot facility that will be open to the public and providing an awesome opportunity for a different recreational pursuit,” explains City Manager Ron Ferris of a project that is being advanced via a public-private partnership between the Palm Beach North Athletic Foundation and the city.

The city also boasts a new 82-acre soccer complex and has recently invested $30 million in the renovation of the Burns Road Community Center and an additional $20 million to improve its aquatics facility to remain a world-class host regardless of the sport. For Ferris, what that means is “more heads in beds and people sitting in seats at the restaurant.”

Between April 2023 and 2024, soccer, baseball, pickleball, and national and international tennis tournaments resulted in 21,500 room nights and $23 million in economic impact—not including retail and restaurant spends—numbers which are likely to grow exponentially alongside the new recreational options Palm Beach Gardens has to offer.

Thanks to a clear vision, the City of Palm Beach Gardens has a pathway to development and nowhere is that more evident than Alton, a community that has been underway for the last decade and is nearing completion. The community is walkable, accessible, offers a plethora of retail choices, and boasts a strong economic development district. It is home to the global headquarters of Carrier Corporation, which has been described as “a major victory that came out of the development of Alton,” by Crowley.

“Carrier Corporation provides a significant contribution to our local economy,” she says. “They have well over 500 jobs, many of those high-wage jobs, and they continue to be an active part of the city’s community.”

This wasn’t initially meant to be the case, however, as the parcel of land was originally zoned residential. But the city made the decision to change the designation to mixed-use, and it has been a resounding success.

Like Avenir, there is also a hospital under construction in Alton. The Alan B. Miller Medical Center will offer 150 beds and additional medical offices just off Interstate 95, the first hospital in the state to receive approval after the Certificate of Needs Process was eliminated.

There is still one piece remaining, which is the acquisition of 70 undeveloped acres from the University of Florida, which will provide additional opportunities to expand the already exceptional educational opportunities and talent pipelines high-tech industries have come to enjoy.

To tie these developments together and ensure the efficient movement of people and goods, Palm Beach Gardens has developed a transit-oriented development (TOD) to strengthen connectivity across the various growth areas. Alongside the TOD, the city adopted a broad vision for its road network to ensure that, despite the growth, the community would enjoy safer streets that contribute to the overall quality of life.

“It encouraged the land use patterns that provide for walkability, for transit options, and for economic development. Along with workforce housing, it really provided a clear road map for how the city wants to grow in the future,” explains Crowley.

And just as development has necessitated plans like TOD, inversely, these plans are inspiring new development downtown which will continue to diversify the tax base and strengthen the ability to provide the same levels of services and amenities as the city continues to grow. Having a strong, viable vision has guided the advancement of this community, strengthening its family-oriented, safe, and vibrant way of life and proving that investing in Palm Beach Gardens promises a strong return on investment for businesses and residents alike.

Surprisingly, despite the City of Palm Beach Gardens’ growth, there has not been a marked increase in crime. In fact, as the population grows, crime decreases. As Ferris notes, “One of our goals is to be a safe community. We really work on that,” he says.
According to the 2023 Resident Opinion Survey, 90 percent of residents cited low crime as one of their reasons for living here. The upkeep of infrastructure is also a high priority. “We’re a city that looks ahead and we develop our future facilities and infrastructure with that in mind. We’re always on top of these things, so we’re in a fortunate position to be able to budget for current and future needs,” says Ferris—which means there is always something on the grow in Palm Beach Gardens.

The post Where the Good Life Grows<p class="company">City of Palm Beach Gardens, Florida</p> appeared first on Business In Focus Magazine.

As a business-friendly city, Tamarac has transformed itself into an ideal place to establish a business and raise a family—a win for those seeking an affordable, lovely community to call home.

This is a city characterized by civic awareness. “I haven’t seen such a community-driven city as Tamarac. People care about where they live; they want their voices to be shared and to be heard,” says Kenneth Lopez, Economic and Redevelopment Administrator.

With its artistic flair and signature style permeating everything from its commercial public spaces to its parks, Tamarac’s zesty edge creates an atmosphere of possibility, excitement, and bright new tomorrows. Its lively sense of diversity also makes for a fantastic range of cuisines on offer, ranging from Asian to Caribbean and beyond. “You can feel the difference when you come into the city,” says Lopez.

Tamarac is a place of economic opportunity where locals are known for being entrepreneurial and positive in their outlook on life. With the support of the Greater Fort Lauderdale Alliance, which works toward economic development in Broward County and the greater Fort Lauderdale region, local industries include tourism, service, retail, aerospace, and a small yet bustling manufacturing sector. And yet more industries are being established in a bid to provide locals with the security and convenience of local employment.

As a result, a number of big-name companies have made Tamarac their home. CITY Furniture has its headquarters and warehouses here, while Amazon also houses its Miami warehouses and distribution center in the city. Sonny’s Enterprises is a significantly sized fabrication outfit serving the car wash equipment sector, and another notable employer is PuroClean, a large remediation firm that handles biohazards, flood water, mold removal, and damage from smoke, fire, water, and more.

The city’s largest employment provider, however, is the medical sector, with HCA Hospital being the largest presence on what is locally known as “medical mile,” the city’s proud stretch of diverse healthcare providers. Tamarac is also rich in self-starting small business operators with a thirst for growth. To support these pioneers, funding is always a priority.

To this end, small businesses benefit from the $5,000 to $10,000 Tamarac Small Business Micro Grant, which provides reimbursement toward costs incurred in establishing businesses for owners who live and/or trade in the city. A business façade revitalization program has helped refresh the city’s commercial plazas and other buildings beautifully and continues to support business owners in bringing their facilities in line with city regulations. Another grant of up to $100,000 is the Tenant Improvement Interior Build Out Grant, which supports new businesses in improving their newly acquired premises. “This grant covers tenant improvements for anything businesses may need to do in their commercial space to get it ready to open,” Lopez says.

Alongside the Alliance’s efforts, the city of Tamarac also offers a range of programs to stimulate business and industry, complete with a platform where existing and potential business owners can access a plethora of economic development and redevelopment resources and information. This includes access to co-working space, small business incubators, small business boot camps, and a cache of example business plans, templates, and financial documents available for download.

As a trusted community partner, Broward County also offers a maker space and gadget lab, the Creation Station, developed for product and innovation testing and complete with virtual reality technology and 3D printers. There are also small business loans available through the Urban League of Broward County’s Entrepreneurship Center, alongside training and development to help individuals prepare to take the leap of starting a new business.

“In the city of Tamarac, if it’s not coming directly from us, we collaborate and leverage our resources from our community partners to make sure that we give businesses what they need and help serve the community,” says Lopez.

For instance, a business concierge program serves as a point of contact for potential new arrivals looking to establish businesses in Tamarac. From permitting and licensing to support in obtaining documentation, this liaison is an invaluable contact point in bringing more business in. By making the effort to establish and clarify the challenges such businesses face, the team can identify a plan of action best suited to conclude the process in as timely and smooth a manner as possible.

The city also collaborates with its local Chamber of Commerce to facilitate ribbon cuttings that celebrate the opening of new enterprises. In addition, a regular newsletter, the Tam-A-Gram, is an outstanding marketing tool for local businesses for which the city’s dedicated marketing team goes above and beyond, providing new businesses with high-quality features and social media posts.

Moreover, Lopez confirms that purchasing a home here remains comparatively more affordable than elsewhere—and there is much to choose from. With high-end housing offerings such as The Enclaves at Woodmont, Arcadia, and Tamarac Village, there is no shortage of top-quality living in Tamarac. Replete with retail opportunities and recreation facilities, these developments take homeownership and apartment living to an entirely new, luxe level. The Woodlands is another tasteful development with plans for expansion, with 335 new estate homes to be constructed soon. These new homes will be nestled in the existing lifestyle estate, with nearly 900 custom-built homes set in beautiful surroundings providing a sense of calm.

There is also Advantis, a 278-unit mixed-use apartment and dining development. This avant-garde, six-story development will offer 3,246 square feet of restaurant space as well as a 10 percent affordable housing profile. It boasts facilities like a fitness center, swimming pool, and parking for 400 vehicles.

And these are not the only new developments in recent years. The county’s busiest thoroughfares, such as University Drive, State Road 7, and Commercial Boulevard, are set to be transformed into the city’s urban corridors, with smart growth being focused along these thoroughfares to allow for an active commercial hub where locals and visitors can gather, connect to transportation, and navigate.

“This is part of the comprehensive plan… that is ready for adoption and will significantly change the identity and type of development we’re going to see,” says Maher Mansour, Assistant Director of Community Development, of the city’s plans to create a business- and development-friendly zone. As part of the vision, it promises to make rezoning and certainty in the development process a cinch by following what he calls a “progressive zoning model. This is a big step forward in the city of Tamarac, having this new comprehensive plan coming,” he adds.

These new strategies are part of Tamarac’s broader vision to become a city rich in resources—a place where residents can live, work, shop, learn, and access healthcare without needing to travel elsewhere. As the city’s population grows younger and more diverse—with a robust student population—increased community involvement in shaping Tamarac’s future is a promising sign of long-term prosperity.

The city will also be building a more centrally located community center, called the East Side Community Center. And, with strategically located parcels of land ready for development, the city of Tamarac is looking forward to more commercial growth that will expand its existing footprint. Plans for Tamarac’s retail and commercial stakeholders are equally exciting—by fostering wholesome, open-door relationships with business owners across the city, the city aims to establish a platform for collaboration that benefits entrepreneurs and local communities.

With all this work and opportunity ahead, it looks like the city of Tamarac is getting ready for a smorgasbord of change—all for the better.

The post Growing Younger<p class="company">City of Tamarac, Florida</p> appeared first on Business In Focus Magazine.

With more than 10,000 products in stock and access to over 100,000 items from 350-plus vendors, HBI Office Plus has established itself as Saskatchewan’s leading office supply provider. With locations in Regina, Saskatoon, Swift Current, Yorkton, and Prince Albert, the company is well-equipped to serve customers across the province, offering everything from essential office supplies to breakroom necessities and beyond.

“We pride ourselves on being able to cover every corner of this province and be able to deliver to everybody,” says President and CEO Jay Sullivan, who persevered in the face of personal and professional challenges to grow the company to where it is today.

Something for everyone
For years, people have turned to HBI Office Plus for the expansive range of products it carries, but more importantly, the attentive service and support they receive from its team of professionals. Vice President of Sales Damon Leonard often says, “We help you do your job, and we help you do it well,” of the company’s ability to empower the success of its clients, which the team takes to heart.

Despite the company’s growth and success, its journey has not been without its challenges. Like many other companies, in 2008, HBI Office Plus suffered greatly in the wake of the global downturn, which forced it into bankruptcy proceedings. Sullivan, who had been with the company since 2000 in different roles, along with his partners at the time, decided to step up, stabilizing and even growing the company in the process.

He explains, “Myself and three other employees partnered with a company out of Calgary called Heritage Business Interiors to buy the company out of receivership. We basically arrived that day, cut the locks off the building, and told the staff, ‘Just keep on working as normal.’ Within 48 hours, we struck a deal with the bank.”

The COVID-19 pandemic was, of course, another challenging time for the business. Sullivan, straightforward about the company’s ups and downs, tells us, “I had to lay off around 30 of my 60 staff in what was probably the toughest day of my business life. People were devastated and thought they were losing their jobs, but there was no business left,” as the transition to work from home eliminated consistent demand for office supplies and furniture.

Instead of succumbing to the down market, HBI Office Plus pivoted in a move that would set the company up for continued success. Sullivan partnered with manufacturers overseas, made major investments in masks and hand sanitizer—even investing in Smooth 42 Craft Distillery, a Saskatchewan company that created and donated hand sanitizer during the initial shortages—and began distributing those supplies throughout the province. It only took 30 days before the entire HBI team was back to work.

Instead of sitting back and waiting for the pandemic to end, the team used this time as an opportunity to reorganize their warehouses and prepare for growth, improving workflow, investing in a new ERP system, and putting HBI on the “leading edge of technology.”

There is something to be said for this kind of investment, too. For Leonard, there is great joy in “being able to help design new offices. Office furniture can be a great mechanism to help drive a culture change or help refresh a brand,” which was certainly the case with HBI Office Plus.

Upwards of $600,000 has been invested in its headquarters in Regina, a 100-year-old building located in the city’s warehouse district that is one of the nicest office spaces in the province, demonstrating the value HBI Office Plus brings to any office project. It was also the catalyst for a refreshed culture and renewed demand for business. “People saw the investment in the company, saw the investment in the people, saw everything we were doing with the company and, you know, sales exploded. Business exploded. You hear that the more you invest, the more you earn, but it’s true. A lot of people wouldn’t have taken the risk.”

While risky, the greatest advantage was the timing. The slowdown meant that the team had the bandwidth to be able to test out the software and work out any glitches in real time without any negative implications for the business.

A fresh look and a revitalized culture
One of the greatest successes at HBI Office Plus has been the ability to infuse a vibrant culture that continues to produce value for its customers and its employees alike. This was one of the most significant changes that have been put in place since Sullivan assumed control of the company.

“We do a lot of things right,” he says. “It’s those little culture builders that have really allowed us to establish an unbelievable culture in this company and attract people.” This includes snacks in the breakroom, employee parties, a robust benefits package, bonuses, and retirement investment matching.

Crystal Kwasney, Supervisor of Inside Sales, explains, “At HBI Office Plus, our culture is rooted in family values—we foster a supportive, respectful, and close-knit environment where every team member feels valued.”

Given the impressive number of products HBI offers, there can be a steep learning curve for new employees. Sullivan understands that it can take anywhere from three to five years to fully grasp the breadth and depth of its products, which means that he hires with longevity in mind. For the right person, it becomes a meaningful career path.

People like Tara McIvor, Office Furniture Specification Manager, has been with the company for 17 years. For her, “When I started at HBI, the flexibility and continuous education about the industry is what kept me interested.”

Like McIvor, Todd Ponto has been with the company for a long time, joining the company in 2000. From his perspective, “I love the environment that Jay has built. I love dealing with clients and doing installations all over the cities and towns in Saskatchewan.”

Even those who have not been with the company that long appreciate and value the culture that has been established. Jesse Pergentile is General Manager for the Saskatoon location and relocated his family for the role. For him it was “the chance to work for a great company, with even better people. The fact we are ‘locally grown’ and led by Jay who worked his way up, it is a great recipe for success to create customers for life.”

Sullivan’s efforts have not only been recognized by his employees, but also the broader market. HBI Office Plus has received countless industry nods and awards recognizing the great work that is being done. Named Haworth’s Best in Class in North America several times now, as well as Canadian Workplace Solutions’ Dealer of the Year—a category in which it has been a finalist many times—and finalist for thee Regina Chamber of Commerce’s Business of the Year, HBI Office Plus has come a long way, which is a source of great pride for Sullivan and the team.

The success of the company also affords Sullivan the opportunity to give back to the community, and each year, charitable contributions exceed $100,000, including a recent $25,000 contribution to the Regina NICU. “I always told my wife: ‘one day I’ll do something for what they did for my kids,’ and I’m so proud that I can do that,” Sullivan says of the ability to support the hospital that cared for his own children who were born premature.

While building the company, Sullivan faced undue personal hardships including the complicated births of his children as well as the loss of family members and his wife’s dealing with critical illnesses. This is why giving back to the community and his employees is so important.

“It feels good helping them out. These people are so committed to me, so I am committed back to them to help them get through their times of need,” he says. “Sometimes I don’t know how I stuck through all that, but I’m thankful I did because now the reward is unbelievable.”

A legacy in the making
For Sullivan, that also poses a unique set of challenges: having met the company’s growth targets, what comes next? This is top of mind for him and his team. “How far do you go?” he asks. “Do you stay content and happy with the successes you’re having, or do you start to look outside your own markets, to other locations or to start to do other things?”

In the near term, the goal is to strengthen the company’s presence in Saskatoon while never sacrificing quality for growth, ensuring that the business is successful for the long term, which is the collective reward for everyone who takes part in the effort.

Purchasing Manager Casee Fraser notes, “The best part of working at HBI Office Plus is the constant evolution. We’ve experienced significant growth in a short period of time, which brings new challenges and opportunities almost every day.”

She adds, “It keeps things exciting and pushes all of us to keep learning and adapting. It’s the kind of place where people look out for each other, both professionally and personally,” and as a result, the sky is the limit for HBI Office Plus, its dynamic team, and its enduring impact on customers and the community.

The post Persistence in the Face of Adversity<p class="company">HBI Office Plus</p> appeared first on Business In Focus Magazine.

Crescent Event Productions, led by Chief Executive Officer Chris Gerhart, has carved out a distinctive space in the national event production landscape. Known for its technical sophistication and commitment to client service, the company stands out not just for what it does, but how it does it.

From high-profile brand activations to corporate galas and conferences, Crescent delivers full-scale event production with a human touch. While the gear and technology matter a lot, Gerhart and his team know that people, relationships, and thoughtful planning are what truly set an event apart.

Crescent’s story began not with a traditional startup but with a strategic split rooted in family. In 2013, Gerhart took over the staging division of his father’s audiovisual company. That move allowed each to focus on their passions—his father on day-to-day audiovisual support, and Chris on the dynamic, high-stakes world of live event production. What emerged was Crescent Event Productions: a company born from legacy but driven by innovation and vision.

“From the beginning, I knew I wanted to lean into the complexity of live events,” Gerhart recalls. “It’s a fast-moving environment that forces you to be agile, creative, and detail obsessed. That’s where I thrive.”

Today, Crescent operates across two primary divisions: the staging division, which comprises roughly 75 percent of the business and sees the team traveling around the country to bring events to life; and the hospitality division, which focuses on in-house hotel audiovisual support. Both are integral to Crescent’s growth, but Gerhart is quick to point out that staging is the company’s beating heart, the space where its creativity, logistics acumen, and people-first mindset are most visible.

At first glance, Crescent might appear to be just another audiovisual company, but dig deeper, and it becomes clear it is not just pushing buttons or stacking gear. The company’s approach is holistic, marrying cutting-edge technology with a deep understanding of the human experience. Its services go well beyond the basics: audio, video, lighting, LED walls, stage design, rigging, and creative video production are all part of the package. But the real magic lies in the planning, collaboration, and relentless drive for excellence that precede every event.

“We don’t just show up and set up gear,” says Gerhart. “We walk alongside our clients every step of the way. We’re thinking about the story they’re telling, the impression they’re leaving, and how we can elevate every moment of that experience.”

Crescent’s process starts long before the first truck is loaded. With a pre-production workflow that includes a 70-plus-point checklist, the team’s attention to detail is unmatched. Every cable, every cue, and every contingency are accounted for. Yet despite this rigor, the process remains fluid, creative, and adaptable with qualities that have become Crescent’s trademark.

“Execution is everything,” Gerhart says. “But you must pair that with flexibility. That’s where we shine. We can pivot fast without compromising quality, and that’s what our clients rely on.”

Certainly, a defining element of Crescent’s success is its team. With more than 30 full-time professionals such as engineers, project managers, technicians, and creatives, the company has built a culture rooted in shared ownership, accountability, and trust—and it didn’t happen by accident. Rather than hiring exclusively from within the AV industry, Gerhart has been intentional about bringing in people from other sectors: hospitality, construction, the military. This fresh mix of perspectives keeps the team nimble, innovative, and free from the ‘this is how it’s always been done’ mentality that can slow companies down.

“They’re problem-solvers,” says Gerhart. “They look at each challenge without preconceptions, and that’s a huge advantage in our world.”

Once on board, team members are empowered to lead, learn, and grow. Gerhart describes his role as a talent scout and culture builder, finding great people and putting them in the right roles. From leadership development and mentorship to investment in top-tier training and tools, Crescent makes it clear that its people are its most valuable asset.

“When people feel seen, heard, and supported, they show up differently. They take pride in their work. They push the limits of what’s possible, and they care deeply about the outcome for our clients.”

As in nearly every industry, technology is changing the way events are produced and Gerhart is not one to resist change. In fact, he welcomes it. Among the innovations Crescent is actively exploring, artificial intelligence stands out as a game-changer. “AI won’t replace the human touch,” he explains, “but it can absolutely enhance it.”

He envisions a near future where AI plays a role in everything from logistics and equipment tracking to real-time translation and automated show calling. At Crescent, AI is already helping to streamline internal processes, assist with CAD designs, reduce communication redundancies, and improve timeline accuracy. Imagine being able to predict audience engagement based on past data or using AI tools to generate real-time feedback for live polling or content adjustments. These are not far-off ideas; they are part of the evolving toolkit that Crescent is building.

Still, for all the potential of AI, Gerhart remains grounded in the belief that technology is only as good as the people behind it. “Efficiency is great,” he says, “but it’s the energy in the room, the emotion a moment evokes, that’s still all about people. No algorithm can replace that.”

Indeed, a key reason clients come back to Crescent year after year is the company’s unwavering dedication to partnership. From the first kickoff call to the final show rundown and post-event debrief, Crescent is there, not just as a vendor, but as an extension of the client’s team. “We want to understand their goals, their audience, their brand voice,” Gerhart explains. “That’s how we make the event an expression of who they are.”

Whether it is a national sales meeting, a product launch, or an awards show, Crescent helps clients think through every detail, from scripting and staging to video content and lighting design. Since trust is so central to the relationship, clients often grant the team the creative freedom to take things further than originally imagined.

“We’re lucky,” Gerhart says. “Our clients trust us to dream big, to innovate, to push boundaries. That’s when the best events happen.”

Beyond the technical execution and logistical complexity, Crescent sees itself as a curator of moments, experiences that linger long after the final applause. It is about creating emotional resonance, not just visual impact. Whether the audience is a room of 50 or an arena of 5,000, Crescent wants every person to feel seen, inspired, and engaged.

That commitment extends to the firm’s internal culture and community outreach as well. Gerhart and his team are actively involved in mentoring young talent, giving back to their local community, and promoting diversity and inclusion within the events industry. “We want to be known for excellence,” he says, “but we also want to be known for how we treat people—our clients, our team, our community. That’s the legacy we’re building.”

In a world where flashy technology and sleek visuals often dominate the conversation, Crescent Event Productions offers something different: a balance of innovation and intention, of precision and people-first service.

As the industry evolves, embracing hybrid events, experiential design, and new modes of engagement, Crescent continues to do what it does best: create unforgettable experiences through thoughtful collaboration, exceptional execution, and a deep understanding of what makes events truly meaningful.

“We’re not just in the event business,” Gerhart says. “We’re in the business of making people feel something, and that’s a responsibility we take seriously.”

In the ever-changing world of live events, Crescent plans to continue growing its core staging division while scaling select hospitality accounts, but Gerhart’s main focus remains unchanged: build strong teams, serve clients with excellence, and keep evolving.

The post From Backstage to Center Stage – Precision, People, and the Future of Event Innovation<p class="company">Crescent Event Productions</p> appeared first on Business In Focus Magazine.