As a result, its diverse skill set has proven invaluable in weathering the pressures of a fluctuating economy and other challenges. Based in Waupaca, Wisconsin, this construction firm proudly serves its customers with an open-minded approach to building and an undeniable commitment to delivering consistent quality. The result is a large selection of deep-rooted skills and manpower available for each project, ensuring that every job benefits from the team’s full attention.

From luxury, custom, and hybrid homes to most of the trades needed to complete them, Strongwood provides peace of mind for every customer on every project. As its capabilities have grown, the company has continued adding services to enhance its offering. These include automation, audio-visual installations, security systems, and appliances. In the process, Strongwood’s breadth of expert capabilities has become a draw for clients looking for dependability and guaranteed outcomes.

As the company’s reputation grew, requests for interesting sports additions followed. As a result, sports simulator installations, putting greens, and turf projects have all joined Strongwood’s portfolio. Moreover, a fully equipped design team provides everything from home design to interior design and all services related to the creative aspects of the process. “We have three brilliant women who bring visions together for people who have a hard time doing that,” says Aaron Green, recently appointed President.

All these services translate into what is, perhaps, the most challenging yet most coveted aspect of contracting today: control. With the means to manage its in-house teams while regulating quality and timelines, unlike many of the more construction coordination-focused operators available today, Strongwood is the solid partner project owners need when making large home investments.

Building the firm, and its reputation for excellence, was not always easy. Achieving its current level of success has meant diligently addressing and solving expansion issues and the challenges these have presented over the past 20 years or so. Green is proud of the approach the company has taken. “We did a good job managing our growing pains to become this successful,” he says.

Originally established as a builder of log homes, Strongwood grew steadily until the recession of 2008. Suddenly, demand dwindled as the product became a luxury few of its former target market could afford at the time. Owners Thad Marcom, Chief Executive Officer, and Amy Marcom, Design Director, saw the need to diversify—fast.

Pivoting strategically by shelving log home construction for a time, the company focused on a bigger, more sustainable market for fully customized homes. The move resulted in its indelible Strongwood stamp of excellence across the region of Waupaca—especially along the city’s exquisite lakefront areas. Going from an exclusive log home builder to having around 14 framers on its 50-strong staff and more services than it could have thought possible, the company certainly earned its reputation for outstanding quality and trustworthiness.

Committed to maintaining the family-owned business atmosphere that brought the company success in the first place, the Marcoms and their team love nothing more than welcoming and serving new, existing, and repeat business with the same amount of heart that the firm was built on. This distinct and refreshing lack of corporate officiousness translates into a company atmosphere of warmth and genuine care where employees are treated like equals and everybody’s health and well-being matters.

The same approach applies to Strongwood’s customers, who benefit from a generous approach to ensuring their dream is delivered on time and within budget. “We really make our customers part of the Strongwood family. Our design services come nearly free of charge when building with us,” Green adds, highlighting the firm’s focus on transparency.

This approach extends to Strongwood’s sports simulator installations across the U.S., where every client is treated with respect and each project is custom-designed and built to meet their unique needs. That level of care and communication has earned the company a partnership with Golfzon— a strong testament to its top-quality service.

In it for the long haul, Green is full of praise for Strongwood’s owners and its teams. For him, getting a team of 50 this synergized is an accomplishment in itself. And so it’s no wonder that this business runs mainly on recommendations from happy customers. “Our mission is to make sure that every client is smiling and welcomed home,” he says.

With this can-do attitude and crisp positivity infused into everything the company touches, its team is prepared to say “yes” wherever possible. For this reason, when it comes to the latest technology, it is surprisingly well-equipped for a comparatively smaller outfit. Extensively kitted out with laser measuring equipment, layout technology, and BuilderTrend management software, Strongwood can give customers full access to progress reports, images, and transparency across financial and most other aspects of projects.

Joining the company from the commercial construction industry after meeting the Marcoms when they built his home five years ago, Green headed Strongwood’s recently established concrete division when he first arrived. After only two years in operation, this department earned one million dollars’ worth of work in its first year of operation—another understandably proud moment for the firm.

This was followed by the addition of a plumbing division established through acquisition, and a Marketing Director who has helped drive sales. The firm’s rearranging itself for optimal organizational flow has been trying at times, but also fun, Green points out. It is during these times that its family approach perhaps becomes the most valuable.

To illustrate, Green describes the increased workload as not contributing to any sudden knee-jerk reactions from its teams to become generic or stereotypical in how they treated customers—even under pressure. Instead, they diligently continued building authentic relationships with customers, making the Strongwood team worth its weight in gold. “I just want to say thank you for your commitment and hard work,” Green says to the people who work hard and are committed to improving the company daily. “It’s fun to have a second family in Strongwood.”

With exciting new projects featuring modern, mid-century designs on the horizon, this team is poised to continue making magic. Green is confident that everything is ready and in place to take these upcoming projects to new heights. “Bringing that all together is tough on its own, but having such a good design group and our architect on board makes it all come together,” he says of the firm’s future commitments.

With continued growth on the agenda, strategic planning leads the way. To this end, relevant appointments ensure continuity and foresight. Strongwood’s new General Manager, Nate Berra, former Director of Sales, joins Green in taking care of the greater Strongwood team while Marcom continues developing its offering and commercial outlooks. While expansion is very much a given for this talented company, maintaining its sense of quality and warmth promises to remain a quintessential part of its presence. Because, as we all know, there is nothing more valuable than being welcomed home.

The post Welcoming You Home<p class="company">Strongwood</p> appeared first on Business In Focus Magazine.

A recent highlight was hosting the prestigious 2025 Motor, Drive Systems & Magnetics (MDSM) Conference, a significant step in establishing Tallahassee as the “Magnetic Capital of the World.”

The 2025 MDSM Conference, hosted by the OEV in February, marked a turning point in Tallahassee’s efforts to position itself as a global hub for magnetic technologies. Bowers and his team had been advocating for years to bring the event to Tallahassee, attending the conference annually in Orlando and forging strong relationships with participants and stakeholders.

“One of the things that we kept emphasizing was that Tallahassee and Leon County are home to the world’s largest and most powerful research magnet,” says Bowers. This magnet is housed at the National High Magnetic Field Laboratory, colloquially known as MagLab, located at Florida State University. The lab welcomes over 1,500 researchers annually from around the world, making it a nucleus of discovery and scientific collaboration.

The MDSM Conference provided a unique opportunity to showcase Tallahassee’s exceptional assets. Bowers notes that the event brought “decision makers, researchers, and corporate representatives” directly into contact with the region’s technological capabilities, including MagLab and key companies like Danfoss Turbocor Compressors. This synergy between research, academia, and industry helps build what Bowers refers to as “a pretty good business case” for companies looking to invest or relocate.

Indeed, this initiative is more than just hosting a conference; it’s a foundational step in building a dedicated industry cluster centered around magnetic technology. According to Bowers, “It aligns with our vision and our brand in Tallahassee-Leon County as the magnetic capital of the world,” and supports the long-term strategy of clustering research and development companies involved in applied sciences and magnetic science.

Recognition for these efforts has come from myriad respected sources—Tallahassee was recently ranked as the #4 overall metro location in the United States by Chmura Economics & Analytics, a comprehensive ranking that evaluated economic development activity and job creation, comparing metropolitan statistical areas across the nation.

When asked about the factors that led to this ranking, Bowers credits the “intentionality of the leadership” in Tallahassee and Leon County. He highlights the collaboration between local government and the business community as a major strength, explaining, “We have a very engaged business community. Our leadership both at the city and the county are very focused on economic vitality.”

This collaborative focus, combined with a highly educated population, sets Tallahassee apart. “Tallahassee is the most educated city in the state of Florida and #12 in the country,” Bowers points out. This educated workforce is a critical asset, especially for companies operating in STEM fields. He also emphasizes the region’s moderate cost of living, strong GDP growth, and expanding labor force as appealing factors for corporate decision-makers.

For companies exploring expansion or relocation, third-party recognition like the Chmura ranking provides a vital layer of validation. “Having a third party validate that for us is invaluable,” he says. “It has put us on the map and on the radar screen for a lot of decision-makers at the corporate level as well as the site selectors that they would hire.”

Tallahassee is not just attracting attention; it’s delivering results. The Chmura ranking and MDSM conference have accelerated growth in several key industries, particularly those aligned with the region’s strengths in research and development. “Applied sciences, professional services, software development, and skilled manufacturing are the cornerstone industries of our community,” says Bowers, noting that a targeted industry study helped the OEV prioritize sectors for business recruitment and expansion. Top priorities now include transportation and logistics, healthcare, IT and software, and applied sciences.

Bowers emphasizes the rapid growth of the healthcare sector in particular. “Healthcare is a growing industry. It is very dynamic, and it really leverages technology.” With Tallahassee’s strategic focus on quality-of-life assets and talent development, the region is well-positioned to support healthcare innovation and expansion.

The interconnection between industries and the academic ecosystem—especially Florida State University and Florida A&M University—plays a pivotal role in this expansion. These institutions not only fuel the local talent pipeline but also offer collaborative opportunities in R&D, training, and entrepreneurship. Bowers emphasizes that these universities serve as “anchors” for innovation, helping to commercialize research and launch startups that can grow locally.

Additionally, the city’s strategic location in the southeast U.S., with access to highways and ports, positions it well for growth in logistics and transportation, a sector increasingly driven by advanced technologies and efficient infrastructure planning.

Industry expansion is supported by available sites and infrastructure geared toward scalable, long-term growth. According to Bowers, the OEV maintains a “very robust toolkit of incentives” and provides both financial and technical support to companies. One major advantage is the public ownership of Tallahassee’s utility system. This allows for direct, real-time engagement with companies needing infrastructure upgrades, bypassing much of the bureaucracy that hinders investment in other cities. “We are able to bring people directly from that department to sit down and talk with those folks in real time. That increases our value proposition, and it speaks to the desire to continue to be a very business-friendly environment.”

Available sites across the region, from Innovation Park to industrial corridors, are primed for growth. This physical readiness combined with talent availability and a collaborative business climate makes Tallahassee highly attractive to expanding industries. Bowers also points out that Tallahassee’s unique mix of government, research institutions, and entrepreneurial momentum creates a trifecta that de-risks investment.

A standout feature of Tallahassee’s economic development strategy is its holistic, people-first approach. Rather than working in silos, the OEV coordinates efforts across sectors, guiding businesses through every phase of expansion or relocation. This “concierge approach,” as Bowers describes it, means that businesses don’t get passed around from agency to agency; instead, they’re connected directly to decision-makers and resource providers. “You’re not talking to someone that’s just answering the phone and taking a message. The OEV serves as a resource connector.”

Whether it’s workforce training, permitting, infrastructure, or financial incentives, the OEV ensures nothing falls through the cracks. “We have coalesced the resource providers [and gotten everyone] on the same page,” Bowers explains. “There’s no opportunity for things to fall through the cracks with the system that we have developed and refined.”

This coordination fosters long-term partnerships and creates a business-friendly climate that can scale with a company’s needs. It also aligns with the community’s inclusive and intentional leadership philosophy, which Bowers praises for shaping a strong civic and economic foundation.

For businesses and investors considering Tallahassee-Leon County, the message is clear: come prepared, and you’ll find a willing and capable partner. With a wealth of data, a clear growth strategy, and a collaborative ecosystem, Tallahassee is well-equipped to attract and retain forward-thinking companies. Bowers encourages a realistic, data-driven exploration of the region. “I would say, honestly, do your homework—and we can help you in providing that information,” he advises.

The OEV’s commitment to transparency and partnership means that businesses can assess opportunities with confidence and clarity. “If Tallahassee and Leon County is the right fit, we need to have a very serious conversation to really understand what your goals and objectives are for your company,” he says.

The OEV also offers detailed, customized reports and site selection assistance to empower companies to make strategic, long-term decisions. Whether relocating a headquarters or expanding a manufacturing operation, the Tallahassee team helps streamline the path forward.

With momentum building, Tallahassee-Leon County is poised for continued success. Whether it’s hosting global conferences, nurturing a new cluster of magnetics-based tech companies, or landing in the top five metro areas for economic development, Tallahassee is on a winning trajectory and the region is executing a thoughtful, comprehensive vision. Keith Bowers and his team at the Office of Economic Vitality are focused not just on growth for its own sake, but on building a community where businesses, researchers, and families can thrive together. “Our vision is to create an environment where opportunity is accessible to all, and innovation is nurtured at every level,” Bowers says.

Backed by collaborative leadership, top-tier institutions, and a commitment to strategic investment, it’s no wonder that businesses across the country are taking notice. For Keith Bowers and the Office of Economic Vitality, the mission is clear: to foster a thriving, inclusive, innovation-driven economy that works for everyone.

And judging by the results, they’re just getting started.

The post Tallahassee’s Magnetic Momentum – A Hub of Innovation, Talent, and Opportunity<p class="company">Tallahassee-Leon County Office of Economic Vitality</p> appeared first on Business In Focus Magazine.

Responsible for many of the “invisible” parts the modern world hinges on, Clayens Group specializes in conceptualizing, developing, designing, and making components that often comprise sophisticated combinations of materials including polymer composites and metals. To achieve this, the company harnesses the expertise of more than 200 engineers and a range of sophisticated forming, stamping, over-molding, vacuum injection, machining, and other state-of-the-art techniques.

Headquartered in Genas, France, and with nine facilities in the United States alone, Clayens Group serves a diverse range of global industries. Of these, electrical infrastructure is one of its main sources of business. The updating of national infrastructure across the United States also forms a large part of its income via service providers who approach the company for its extensive knowledge of a great variety of engineering solutions.

With a well-equipped research and development team providing customers with long-term support, the company also supplies the medical industry with custom machinery. An extensive plant in Chicago fabricates medical consumables, while other outstanding infrastructure includes six engineering centers, eight cleanrooms, and eleven healthcare-specific facilities, of which two are in the United States, one in Mexico, and five in France. The medical industry also benefits from the firm’s expertise in fabricating components for pharmaceutical packaging, in vitro diagnostics, and more.

To this end, Clayens Group is also working on nano mold technology for improved fluid flow across textured surfaces in drug delivery devices. While this technology is currently aimed at the world of medicine, the company is looking at ways to implement its use in other industries as well.

With custom, high-complexity yields being a standard part of its everyday output, Clayens Group’s considerable European footprint, with all its enhanced capabilities, serves as a significant draw for discerning clientele, while its American presence increases its share in the automotive industry, constituting around 25 percent of its annual revenue.

Supporting these fabricators in every way possible, especially in electric vehicle fabrication, Clayens Group fabricates components ranging from as heavy as 25 kilograms to as light as 0.08 grams.

While the main portion of its fabrication for the automotive industry is executed in Mexico, Deric Frisch, Director of Business Development, foresees a percentage of that business returning to the United States due to the new tariff situation many companies are navigating. To this end, Clayens Group is well-prepared for a new influx of business in the United States. Home to 15 plants across North America, the company acquired Parkway Products in 2023—with eight plants—alongside four others and more that have followed since then, significantly expanding its overall market presence and its reach.

Successfully managing an operation of this size means working to the highest safety standards. This is an important aspect of Clayens Group’s reputation for excellence, as the company is known in industry circles for envelope-pushing innovation. Here, precision through automation and superb attention to detail means the team is also accustomed to critical fabrication demands.

One of the company’s latest processes comprises magnesium molding to replace plastic. Favored for minimal weight combined with premium strength, these components are popular in the automotive industry—particularly for insulating camera systems from electromagnetic disturbances like radio frequencies. Naturally, this product has also proven popular in the defense and aerospace sectors.

As markets like the automotive industry and others are generally slow to evolve, Clayens Group’s research and development team offers especially high value, especially since many projects—like those in the medical industry—tend to need long-term support, which the team is well-versed in providing. More recently, the company has been scouting for new industries to serve, bringing semiconductor fabrication and data centers into the fold.

These industries typically benefit from Clayens Group’s vast range of more than 3,000 materials and over 40 custom formulations. As a result, educating clients on its latest capabilities and their possibilities is another large part of the firm’s education efforts. “The plastics industry is so [complex]. Everyone has their secret formula,” Frisch says, highlighting the benefits of the lunch-and-learns the team provides to keep customers abreast of the latest developments.

“It’s been a big push for us to get out there and… get the decision makers educated on what we can offer,” he continues.

As 98 percent of the Group’s offerings comprise custom fabrication, this level of in-person marketing is an important aspect of the evolution and diversification of its business. In the process, being environmentally responsible remains top of mind. Considering itself accountable to future generations, Clayens Group makes its commitment to reducing CO₂ emissions clear on its website and in its marketing materials.

Reaching across continents, including Africa, Europe, North America, and beyond, the company is currently exploring the possibility of an enhanced presence in Asia. The global tariffs “game of chess” that many fabricators face has left the Group unconcerned yet strategic about its future moves. Frisch supports the new tariffs bill, as he notes that it is returning much fabrication to U.S. shores—which he sees as a very good thing as it means more opportunity all around.

“‘A world of opportunities’ is truly our tagline. You name it, our parts are everywhere,” he says, underscoring his pride in the company’s global team and large customer base. Founded in the early 1930s, Clayens moved from being a family business into becoming an international force to be reckoned with through acquisition in stride with market trends. The state of flux in the job market and world economies in recent years served to generate considerable change for the firm. Today, it employs a global team formidable in its diversity.

To cultivate a sense of unity and collaboration in such a vast organization, employees gather online for regular fortnightly, annual, and other meetings. The company also supports staff exchanges between countries. “At the end of the day, people do business with people. That’s one thing I don’t think artificial intelligence will ever [change],” Frisch says of the importance of establishing and maintaining trust amongst team members and extending that to include customers. “We’re really building that momentum now.”

As a result, he is visibly pleased with the more than 5,000 industry experts Clayens Group currently employs. “They all have deeply rooted yet different types of experience,” he says. In his role as the company’s veritable skills matchmaker stimulating good cross-cultural teamwork, the observation is sincere. “I like to use that experience and knowledge to [integrate it into the] whole group,” he shares.

This passion for people—and for developing their true potential—has become the binding force that inspires the company’s evolution. From its 30 percent female management goal to significantly reducing emissions by 2030, it is also set to increase each staff member’s professional development time by 5 percent annually—an approach that promises even further depth of knowledge and expertise.

Welcoming more growth through organic expansion and acquisition, Clayens Group has its sights set on becoming increasingly environmentally responsible. And with its gargantuan fiscal goal at the forefront of all its current plans—and already in reach—wisely tending to and maintaining the relationships that have brought it success remains the golden key to Clayens Group’s continuing success story.

The post Explore, Renew, Rethink<p class="company">Clayens Group</p> appeared first on Business In Focus Magazine.

Today, the local economy is flourishing, bringing this charming place into an era of prosperity like the one it knew over a century ago. After many years of preparing new infrastructure, Thomaston-Upson County Industrial Development Authority (TUCIDA) welcomes entrepreneurs and companies looking to put down roots in a trade- and industry-friendly city with a strong workforce and room to grow.

Two centuries interwoven with cotton
Incorporated in 1825, Thomaston has played a crucial role in America’s cotton industry since the late-1800s. As the seat of Upson County (current population 28,000), the city became a recognized industrial hub, with Thomaston Cotton Mills exporting its fabrics around the world, alongside the cotton products of other artisans who made their mark on the local economy.

Although most of the industry would suffer tremendously a century later, coming to a sad end only one year into the new millennium, Thomaston Mills and others continue to produce their premium fabrics, helping to maintain the soul of the city and the county.

With several new industries now developing, regular enquiries to relocate here, and around 300 existing business listings, this city of 9,800 is industrious and future oriented. Board member and native of the town, Jennifer Rogers, tells us that the IDA chair recently noted that they have never before been this busy in the five years he has served on the board. “It’s a very exciting time for us,” she says.

It comes as no surprise, then, that the community’s downtown area is now growing in leaps and bounds following considerable renovations—and a new hotel may soon be joining the mix.

Executive Director Slade Gulledge explains that since Thomaston’s industrial downturn came as the result of unfavorable multinational trade agreements, rebuilding the prosperity that was lost is a significant and ongoing task. Deliberate diversification will be the city’s key to buffering against future misfortune. “Our main focus is to make sure that we have a lot of great places for people to work that are in different types of industries,” Gulledge says of TUCIDA’s efforts to welcome everyone from retailers to industrial outfits.

To achieve its goals, TUCIDA is lucky enough to have an exceptional board including county and local representatives who all genuinely care about the region as a whole. “Economic development is for everybody. We’re not just doing it for the city or the county,” Gulledge says, highlighting the importance of maintaining cohesion amidst its efforts. Many board members are born-and-bred Thomastonians.

Heart and Soul
Rogers recounts how many of her generation chose to return home to Thomaston during its low times after exploring other places, committing themselves to creating a city they are happy to call home once again. As a result, one of the initiatives that took shape was the Community Heart & Soul Program through the Orton Family Foundation, the first community to complete the initiative in the state of Georgia, coordinated by Rogers and partnering with Georgia EMC.

The two-year program was a collaboration between the city, county, and other stakeholders wherein citizens gathered to share what they felt would make Thomaston great once more. This data was carefully collected and analyzed, and then it was all systems go.

“There was real revitalization,” Rogers says. “That was about five years ago, and we haven’t stopped since.” Of all these goals, the community’s biggest wish was to retain its rural soul while growing employment and the economy at a steady pace.

Through transparency and owning their commitments, all stakeholders were issued clear action plans that continue to be closely monitored to ensure success. Gulledge describes his introduction to the program, with his appointment about a year ago, as impressive. The number of goals that had already been achieved by the time of his arrival made it clear to him that he had landed in a most enterprising community. Seeing this inspired him to help and play his part in taking the community forward.

Today, large companies like Marriott, with their ‘Made-in-America’ policy on towels, ensure that a company like Thomaston’s Standard Textile can help the city thrive by boosting its legacy industry, standing on the shoulders of the giants who originally built it.

These giants are not forgotten, either—a local park is dedicated to their memory, while Silvertown Historic Mill Village, commissioned by Martha Mills in 1929, is still in existence. A respected city planner and landscape architect of those times, Earle Sumner Draper, combined forces with Robert and Company, an engineering and architectural firm, in 1929. One could argue that the designers were ahead of their time, as they worked to protect nature in every way they could while creating a spacious layout for a well-functioning village complete with churches and schools.

Acknowledged in the National Register of Historic Places as a historic district, Silvertown was incorporated into Thomaston in the late 1950s. The great-great-grandchildren of many of the old-time millworkers still work in this industry for companies in Thomaston that specialize in various types of cotton fabrics.

Making the move
Amongst the newer, unrelated firms that now call Thomaston home is Brightmark, an industrial renewable plastics outfit that responded to the community’s handsome incentives to move here. The company is set to soon bring investments of over 900 million dollars and employment for around 200 individuals to Thomaston-Upson.

There is also the Tidal Wave Auto Spa, a car wash company with 200 employees in downtown Thomaston and wash locations across the United States. Moreover, Thomaston recently welcomed Value Smart Products, a manufacturer of dish and laundry additives, who moved into an original Thomaston Mills factory space and is already looking to expand.

In addition, the local industrial park is seeing both organic and planned growth. Companies settling here benefit from a regional airfield with a 6,350-foot runway right next door and accordingly, there are also aircraft maintenance and repair service companies that call Thomaston home.

Another collection of projects currently remains under wraps but represents around 6 billion dollars’ worth of potential investment and around 2,000 potential jobs for the region. While all will be revealed in due course regarding these projects, the good news in the meantime is that the community’s current priority is to ensure sufficient housing to support such expansion.

A special place
“It’s a really good time. We’re on the cusp of something big happening,” Gulledge says of the leap the city is poised for. Handily situated within Georgia’s Golden Triangle, an hour or so away from the cities of Columbus, Atlanta, and Macon and just 60 miles from an international airport, there is no reason for this lovely place to lose its small-town feel while gearing up to be home to big national brands. With a daily three-minute commute between his office and his home in Silvertown Village, Gulledge could not recommend the lifestyle more.

Part of Thomaston’s appeal is how family-friendly it is, considering its natural beauty combined with robust infrastructure. With an outstanding school district and nearby tertiary institutions, quality education is certainly taken care of, and the well-equipped regional hospital is continuously expanding its facilities.

There is also a plethora of activities to enjoy including kayaking, skydiving, a selection of beautiful parks to visit, and a soon-to-come local farmers market, a signature community project resulting from the Heart & Soul Program. This new downtown venue will host festivals, concerts, and other community get-togethers.

Open for business
Passionate about creating opportunities for “real careers,” Rogers says that a great number of local employees are now under 40 years of age, lending a sense of vibrancy to the town that it perhaps did not have just a few years ago. “The huge increase in entrepreneurship over the last couple of years has been impressive,” she adds.

Gulledge agrees that it is imperative not to become a “net exporter of local talent,” predicting a race for space to hit the downtown area once the hotel plans come to pass.

Speaking of local talent, Thomaston’s artisanal scene is also thriving. Blessed with lovely boutiques and specialty shops, its future retail strategy includes plans to strengthen this sector even further.

With great access to water resources, easy logistical access, and a local and regional workforce equipped to handle the challenges of advanced manufacturing, TUCIDA is on a roll, continuing to bring more industry to the area with the full support of residents and board members who are dedicated to change and growth—and to being the change they wish to see.

Additionally, with the small-town superpower of bringing together the right people in a single space to make positive change happen quickly, Gulledge and Rogers are clear about Thomaston-Upson being open to good deals that foster strategic growth. “We’re very excited about the future,” says Gulledge, “and we want to make sure everybody knows we’re open for business.”

The post Historical Revival Meets Modern Momentum<p class="company">Thomaston-Upson County Industrial Development Authority (TUCIDA)</p> appeared first on Business In Focus Magazine.

Established in 2010 by co-founders Thiago (TJ) Davila, Chief Executive Officer, and his wife, Michelle Sanchez, President, the business is the couple’s second enterprise, focusing on smaller boutique communities, single-family residences, and townhomes. With US Aluminum—a Screen Enclosure company that builds pergolas, sunrooms, pool enclosures, outdoor kitchens, pavers, and more—as part of its portfolio, Davila Homes benefits from having access to top-notch products including patio pavilions, awnings, and other hardware.

As a general contractor with a keen sense of attention to detail, TJ Davila began his construction career building homes in the early days, growing the business based on effusive customer referrals, which have had a key role to play in taking the team to where it is today.

Now, more than 800 residential units later, Davila remains as well-known in the Central Florida construction industry as ever, running a successful company alongside his wife and business partner. Thanks to their vision and the stalwart dedication of their team, the company has forged a reputation for bringing designers’ wildest visions to life. With owners who know how to inspire their team to achieve the impossible, Davila Homes’ capabilities come as no surprise.

The results of their combined efforts are many happy customers and awards recognizing the firm’s commitment to excellence and the industry. These honors include the Grand Award by Parade of Homes, which the firm received in 2019 in the Custom Homes category for its Lakeshore Model. The same model won first place in the same contest that year for units between the $1.8 million and $2.2 million range. The following year, the team brought home the Merit Award for its Florencio Model in the Custom Homes division of Parade of Homes.

Following these successes, in 2023, Davila Homes won first place for its Savannah Model in Parade of Homes—again in the Custom Homes category for units priced between $1.9 and $2.9 million. This year was in fact no exception on the awards front, with the company bringing home the Parade of Homes Lake-Sumter 2025 Merit Award for Best Outdoor Living Space for a custom home with its Savannah model.

Naturally, it takes strong leadership company-wide to achieve such prestigious recognition.

One of these outstanding leaders, Otavio Camara, Chief Operations Officer, has been with the firm since 2019, starting as just its fourth employee. At the time, the company was completing around 15 to 20 custom-built homes annually. Today, Davila Homes employs 35 people, a truly formidable team of professionals. “We grew pretty quickly,” says Camara. “We have a great staff, and I think that’s a big part of it.”

Davila Homes doesn’t exclusively build custom homes, however. With its years of experience in designing custom plans, the team has selected a few such plans to add to its portfolio and make available for clients who want to build their dream home without going through the process of designing a custom home from the ground up. Clients can incorporate a number of high-end, custom options as standard offerings, saving them money and precious time. This is where the firm’s design team shines in presenting the vast range of available material and finish combinations in a warm and supportive way. Once visualization presentations are complete, clients meet their project manager while permitting gets underway.

This process is followed up with scheduled site walks at specific stages to ensure that customers are up to speed and able to give their feedback, and to guarantee that they are satisfied with the final product by the time it is completed—just about a month or so later. During this time, a project manager is always on call during business hours. Thanks to modern technology and the company’s dedicated project management software, it is possible to digitally access real-time project information and make changes to the design as needed.

Davila Homes decided to further hone its processes by ensuring that it has full control of these in-house multi-unit development projects, putting material choices, timelines, floor plans, and every other design and construction aspect into the hands of its team rather than external contributors.

The result of this decision has been a wonderful selection of marquee projects. These include, among many others, the Golden Oaks Reserve, a collection of seven custom luxury, single-family homes starting at $4 million each. There is also Preserve at Lakeside in St. Cloud, a community comprising 10 single-family units that start at $1 million. Moreover, Lakeview Village Estates boasts a boutique community featuring 14 townhomes and 26 single-family homes in downtown Winter Garden, starting at $600,000 per unit.

A far cry from the typical profit-based development strategy one sees so much of around the globe, Davila Homes is motivated by quality instead. “We are trying to create a different identity. Even though we may have 50 to 100 homes in one subdivision, we want high-end products—houses that stand out,” Camara says.

With a dedicated sales team always ready to assist, Davila Homes provides its natural sense of good service with as much elegance as the rest of its offerings. Cultivating a relationship of trust and respect with every customer, this relatively new team has already proven its worth, demonstrating professionalism and dedication with every project and every client interaction.

Indeed, the company’s commitment to creating robust internal systems that form a safety net for project success has been integral to its success. Camara is especially proud of the firm’s ability to keep everyone on the same page by providing ample information and design capabilities in sleek, modern ways. “I think that this transparency with clients and being able to give them what they expect of their dream house is very important,” he says.

These standards of excellence and clear communication apply not only to clients but reach every employee of the firm as well. By creating a healthy and mature workplace ecosystem, Davila Homes’ creativity and problem-solving skills have the space to shine. Moreover, its sincere sense of care for its employees and theirs for one another makes it an even better workplace where design and construction could be called a happy team sport. “Part of our success is bringing in people who are in line with our core values,” Camara adds.

A key aspect of these core values includes doing genuine good in the world. Davila Homes’ non-profit organization, Above and Beyond for Change (ABC), was founded by President Michelle Sanchez during the COVID-19 pandemic. The organization facilitates everything from Cultural Day to holiday parties and STEM Club, alongside providing essential items, clothing, and food to underprivileged children. Having identified a need for digital and financial literacy, parenting skills, health and wellness information, and more, Sanchez’s dream is to create a community center for the group that will provide education and skills training to youth and adults. “We hope to make life better and easier for as many people as possible,” she says, highlighting the importance for the Davila family to be part of something bigger than themselves.

The company also has its own expansion plans underway. Set to house its stunning new office and design center, its new facility will inspire all who visit. Another exciting project is its new Richmond Model home in Bella Collina—an idyllic place that’s perfect for its most recent creation.

Beyond this breathtaking new address, Davila Homes aims to further diversify through new projects that continuously explore sophistication, beauty, and quality in ever-evolving ways. By blending classic craftsmanship with leading technology, and by empowering its team with rich opportunities for work-life balance and ample room to grow and develop both professionally and personally, Davila Homes is inspiring and transforming its future—and that of its clients.

The post Ready to Empower, Inspire, and Transform<p class="company">Davila Homes</p> appeared first on Business In Focus Magazine.

“Palm Coast’s strategic location along I-95 provides unparalleled connectivity for businesses and residents,” says Craig McKinney, Economic Development Manager. “There are thousands of communities across the U.S. that will never be able to say the busiest Interstate on the eastern coast cuts right through their city. For us, it’s a strategic asset that we certainly love to promote.”

Palm Coast’s accessibility is a major advantage for industries reliant on logistics, transportation, and distribution. Interstate 95 not only offers direct regional market access but also connects to Jacksonville Port (JaxPort), one of the busiest shipping hubs in Florida. The city’s location within Foreign Trade Zone 46, the largest in Florida, offers a variety of incentives to businesses engaged in import/export activities.

Foreign Trade Zone 46 serves as a powerful tool for businesses engaged in international commerce, enabling companies to defer, reduce, or even eliminate customs duties, an especially valuable advantage in today’s global economy. Additionally, Palm Coast’s proximity to JaxPort facilitates direct deliveries and a more efficient customs process, further enhancing its appeal to importers and exporters.

Beyond trade, the city actively promotes its competitive cost of living and affordability for both residents and entrepreneurs. Compared to metro hubs like Orlando and Jacksonville, Palm Coast offers lower real estate costs, a more relaxed lifestyle, and fewer overhead burdens for new and expanding businesses. “It allows entrepreneurs to launch and grow businesses with lower overhead, and it enables employees to enjoy a higher quality of life with the cost of living here,” says Brittany Kershaw, Director of Communications & Marketing. “It’s a win-win for talent retention and economic vitality.”

The city of Palm Coast also facilitates business growth through its economic development partnerships and streamlined permitting processes. City officials work closely with JAXUSA Partnership and the Flagler County Department of Economic Opportunity to match businesses with local incentives, workforce training, and available real estate.

As Palm Coast evolves, it’s doing so with intentionality. One of the city’s most exciting developments is The Promenade at Town Center, a transformative downtown project designed to foster a walkable, mixed-use environment. The vision includes retail spaces, dining, residential units, and public gathering areas, forming a dynamic urban core in the heart of the city.

The Promenade is a significant milestone in Palm Coast’s journey toward establishing a vibrant downtown district. It’s emerging as a lively, pedestrian-friendly hub where locals and visitors alike can live, dine, shop, and engage with the community. Its walkable design and integrated mix of uses exemplify the city’s goal of creating a modern yet welcoming urban center.

While The Promenade is currently the most visible and well-known development, city officials hint at even more exciting projects in the works. Though details remain under wraps, these future initiatives promise to further enhance the downtown experience and underscore the city’s ongoing momentum in revitalization and smart urban growth.

In addition to commercial and residential growth, Palm Coast’s urban planning incorporates sustainable infrastructure and accessible design. Emphasis is placed on walkability, bike-friendliness, and smart growth principles. The city regularly solicits public feedback and integrates residents’ voices into its long-range development plans.

For many residents and visitors, Palm Coast’s appeal goes far beyond business—it’s about lifestyle. With 130 miles of interconnected trails weaving through parks, preserves, and neighborhoods, outdoor living is seamlessly integrated into everyday life. “You can basically get from one side of the county to the other using just the trail system, whether you’re walking, biking, or skateboarding,” says Kershaw. “It certainly encourages an active and healthy lifestyle and is a big tourist draw as well. People come from all over the region to enjoy our trails.”

These trails connect to 13 premier parks and over a dozen annual events hosted by the city’s Parks and Recreation Department. From family-friendly festivals to arts and cultural events and live music, Palm Coast fosters a strong sense of community and inclusion.

While the beach itself is technically outside the official city limits, it remains a major draw. Located just seven miles away, the nearest stretch of coastline boasts roughly six miles of undeveloped dunes, free from hotels, restaurants, and homes. This pristine natural setting offers a stunning and unobstructed view of the Atlantic Ocean, adding immense value to the quality of life in the area. Palm Coast also holds the unique distinction of having the shortest distance from an I-95 exit to the beach—just three miles. This geographic quirk enhances both tourism and convenience.

Of course, safety and cost of living are two more reasons why families and businesses are choosing Palm Coast. “Our law enforcement and fire departments are phenomenal, and strong public safety encourages a high level of quality of life,” Kershaw says. “Palm Coast has continually been recognized as one of the safest cities in Florida.”

Despite rapid growth, the city has remained committed to affordability through responsible fiscal planning. The City Council continuously works to maintain a low ad valorem tax rate, making it easier for families and business owners to thrive. “Through long-term financial planning and our strategic action plan, the city is able to offer high-quality services while keeping costs low,” Kershaw notes. That strategic planning includes maintaining roadways, lush public landscaping, and clean, safe neighborhoods. “People will comment that they know they’ve entered Palm Coast just by how well everything is maintained,” she adds.

Palm Coast also invests in smart city infrastructure, including traffic management systems, green energy incentives, and data-driven planning tools. These initiatives ensure that as the city grows, it remains efficient, responsive, and sustainable.

High-quality education is another pillar of Palm Coast’s success story, and the city boasts an A-rated public school district in Flagler Schools, as well as a robust technical and higher education network. “We have great partnerships with Flagler Schools, Flagler Technical College, and universities like Daytona State College, University of North Florida, and Jacksonville University,” says McKinney. “That gives us a local pipeline of talent, which is critical to companies looking to relocate.”

Having educational institutions nearby ensures residents have access to lifelong learning opportunities while creating a skilled workforce pipeline for local employers. Whether it’s certification-based training or four-year degrees, the city’s academic infrastructure supports a broad range of career pathways. Additionally, Palm Coast has partnered with business incubators and startup organizations to foster innovation and entrepreneurship among students and professionals. This investment in talent development is key to sustaining long-term economic vitality.

As the city grows, leadership is focused on preserving Palm Coast’s identity. “We’re at a really exciting point in our growth,” Kershaw shares. “Palm Coast is committed to maintaining a balance between natural beauty, smart development, and that small-town charm, even though we’ve surpassed 100,000 residents,” she says.

That delicate balance between innovation and preservation is what sets Palm Coast apart. From its clean streets and abundant green spaces to its welcoming community vibe and dynamic economic opportunities, Palm Coast isn’t just a city that’s growing; it’s a city that’s thriving.

“Palm Coast is open for opportunity, whether it’s a small business looking to grow, a large business looking for a new home, or an investor seeking value,” says Kershaw. “We really believe Palm Coast has something for everyone.”

With new downtown developments underway, proximity to global trade routes, unmatched recreational offerings, and a community committed to excellence, Palm Coast stands at the crossroads of possibility. It’s a place where businesses find logistical advantages, families find safety and affordability, and everyone finds room to grow.

As Florida continues to attract attention on the national stage, the city of Palm Coast is carving out a unique position as a forward-looking community rooted in quality of life and opportunity. Whether you’re visiting the beach, relocating for a job, or investing in your next venture, Palm Coast is ready to welcome you.

The post Where Opportunity Meets Lifestyle on Florida’s Growing Northeast Coast<p class="company">City of Palm Coast, Florida</p> appeared first on Business In Focus Magazine.

Mayor Medina is passionate about serving the people of Palm Bay, Florida. During his last campaign, he received endorsements from influential figures including Brevard County Sheriff Wayne Ivey, former Florida House of Representatives Speaker Steve Crisafulli, and former Florida Senate President Mike Haridopolos.

Florida House of Representatives Member Robbie Brackett adds his approval. “Mayor Medina is a proven leader who puts community over self,” he says. “His foundational values, leadership style, and proven track record speak for themselves. For these reasons and more, it is my honor to endorse Rob Medina to serve another term as the mayor of the City of Palm Bay.”

Almost a year into his second term, Mayor Medina is quite proud of the accomplishments of his team. “This past November, we welcomed three new council members: Councilman Mike Hammer, Councilman Chandler Langevin, and Deputy Mayor Mike Jaffe,” he says.

“This past May, we welcomed a new City Manager, Matthew Morton. He is a visionary leader with over 25 years’ diverse experience in the public and private sectors, which will be a great mix for our future. Our leadership team is united with a clear vision, and it’s to keep building opportunities in the City of Palm Bay which will be anchored in public safety, smart infrastructure, economic prosperity, and our quality of life.”

To be elected mayor of Palm Bay a second time holds plenty of meaning for Mayor Medina. Not only does it show the faith residents and businesses alike have in his abilities; it allows him to build on goals for the City’s future. In May, he delivered his annual State of the City Address in a video highlighting some of the City’s many recent growth initiatives. These include repaving over 418 miles of road through the $150 million GO Roads initiative. Other significant, necessary work involves water and wastewater system upgrades, new fire stations, expanded recreation services, bringing back the Police Department’s General Crimes Unit, launching a multilingual chatbot, and starting construction of a new City Hall building “to centralize services and support emergency operations,” says Palm Bay’s website.

Indeed, the City is committed to a future of growth and success. “Something I’m extremely proud of is that in this past year, we issued over 14,000 building permits, which totals about $1.4 billion in project value,” says the mayor. “$144 million of that is commercial project valuation alone.”

Last year, the City Council adopted the Palm Bay Strategic Plan Fiscal Years 2024-2028. Prepared by Baker Tilly, the five-year strategic plan addresses city-wide goals and objectives, including mission, vision, values, purpose, and direction “for every activity from budget planning to projects and initiatives of the City.”

The aspirational statement for the community reads: “Palm Bay is a thriving community dedicated to economic prosperity, public safety, quality infrastructure, with a diverse culture and recreational amenities for all.” The plan is available at https://www.palmbayfl.gov/home/showpublisheddocument/26149/638164727283270000.

“Our mission is to provide quality services, promote economic growth, and ensure a safe and secure environment for Palm Bay residents and the public,” says the plan, which received feedback from residents and the community. Palm Bay Council and staff identified five key priorities. The goals, according to Mayor Medina, are to: “Develop sustainable and innovative infrastructure; grow the community in a well-balanced manner; increase public safety for residents, businesses, and visitors; increase commercial and industrial growth; and improve community engagement and feedback.”

Himself a 38-year resident of Palm Bay, one of the mayor’s visions for the City is to shatter the false perception of Palm Bay as a ‘bedroom community’ and communicate the many business opportunities and benefits to be enjoyed in this proud Florida city. “We’ve gotten rid of that stigma,” he says. “We want to make sure the public, businesses, and commercial developers know we are open for business. That’s something I’ve been extremely proud of. The direction of this Council is very supportive, and it’s proven by who we hired to fill the City Manager position.”

Located in Brevard County, the City of Palm Bay has access to major highways, airports, rail, Port Canaveral, and NASA’s Kennedy Space Center. “Businesses can benefit from seamless regional and international connectivity,” says City Manager Matthew Morton. The area is a well-known hub for electronics manufacturing, technology, and aerospace, and Mayor Medina’s team is actively at work to introduce and establish other spheres of economic development, such as light industrial. “There’s a mission now to get back to the moon, and we want to tap into that with NASA,” he says. Even with a population of about 146,000—making Palm Bay the most populous city in the county, and the biggest in land area—there is plenty of room for business expansion.

Palm Bay and the surrounding “Space Coast” have a strong history and established presence in the aerospace and defense industries, particularly related to space exploration and technology. The presence of related businesses can foster collaboration, create a supportive ecosystem, and attract suppliers and customers. “NASA is a big supplier in Brevard County, and we’ve got the space in the City of Palm Bay,” says Mayor Medina. “We are approximately 60 percent built out, and looking to enhance growth.”

Located between the metros of Jacksonville and Miami, Palm Bay is just 40 minutes from NASA and the Kennedy Space Center, 15 minutes from Melbourne International Airport, one hour from Orlando International Airport, and about 35 minutes from Port Canaveral. One of the world’s biggest cruise terminals, Port Canaveral sees more than four million passengers pass through annually, transports salt, petroleum, lumber, and other cargo, and is known for supporting NASA’s activities.

As a Foreign Trade Zone (FTZ 136), Port Canaveral offers significant benefits for businesses involved in international trade. According to the Port, these benefits include deferring duty, or reduction or elimination of duty. Duties are paid only when goods enter U.S. customs for consumption. “This flexibility helps businesses reduce operating costs and improve cash flow, especially for goods that are re-exported or processed into finished products,” says the Port’s website. “FTZ 136 allows your business to quickly adapt to market changes without the immediate duty costs associated with traditional importing, making it an appealing option for companies looking to optimize their international trade operations.”

Mayor Medina and his team are pleased with Palm Bay’s continuing appeal to new business. Right now, this includes an Oregon-based semiconductor manufacturer coming to the area, amongst many other businesses. In late May, almost $800 million in investment was announced in Brevard County. This includes Health First—a not-for-profit, fully integrated delivery network—announcing a significant, $230 million expansion of Palm Bay Hospital on Malabar Road. To be completed in 2028, the new five-floor tower will increase hospital capacity with 60 additional inpatient beds, expanded operating rooms, catheter labs, pre-op/recovery space, additional parking, and more.

These investments and others will improve quality of life in the area. “We are a city on the rise and thriving,” says Mayor Medina. “Health First understands that, and they’re willing to invest in our community.” The large-scale project will not only create more jobs for healthcare professionals but also support hundreds of construction workers, suppliers, and others. “I’m excited about our continued growth,” the mayor says. “Of course, there are always challenges, and we have to continue working on our infrastructure.”

As a testament to its growth, Palm Bay has received various national rankings and accolades over the past few years, including:
• #1 Top Growth City – U-Haul Growth Index (2023)
• #1 Best Places for First-Time Home Buyers – WalletHub (2024)
• #3 Best Cities to Move to in Florida – USA Today (2024)
• #13 Best Cities On The Rise – Southern Living (2024)
• #9 Best-Performing City (Palm Bay MSA) – Milken Institute (2025)
• #4 Florida Cities Where Upper-Middle Class has Exploded – GOBankingRates (2025)
• # 7 Best Places To Move In Florida – Southern Living (2025)

Mindful of increasing its commercial base, the City has other projects in the pipeline, including a new supermarket in the permitting phase. “Palm Bay is experiencing strategic and sustainable growth, with future development plans centered on livability, environmental stewardship, and opportunity. New residential communities, commercial hubs, recreational facilities, and educational institutions are all on the horizon. These efforts aim to create a vibrant and inclusive environment for families, professionals, and entrepreneurs alike,” says City Manager, Matthew Morton.

Before Mayor Medina’s administration, permitting was a slow process that has now been greatly improved. When he took office, the City’s Building Department was not accredited; now it is, with valuable information available online. “We had some challenges with driveway permits, and overcame those,” he says. “So the investors in our community—commercial developers and so on—are seeing that we are changing the tide. We are welcoming them to invest in our community, and we want to see how we can help.”

Palm Bay offers a variety of programs to help grow and sustain business and industry within the community such as the Ad Valorem Tax Abatement Program and Building Permit Fee Reduction Program. “We’re ready to lead with bold ideas and creative solutions that attract more jobs, support small businesses, and expand opportunities for all,” says Economic Development Manager, Danielle Crotts.

The City also has the Mayor’s Business Spotlight program, which is designed to feature local businesses “who foster pride in the City’s thriving business community and strong local economy.” Businesses eligible for nomination must have a valid business tax receipt (BTR) and demonstrate attributes such as growth, innovation, involvement, or recognition. Select businesses receive a spotlight feature on the City’s Community and Economic Development website and the City’s newsletter and are recognized via proclamation at a regularly scheduled City Council Meeting, along with an exclusive ‘Mayor’s Business Spotlight Recipient’ window decal or cling. The business is also featured on the City’s social media platforms. “Small businesses are the staples of our community,” the mayor emphasizes.

“The City of Palm Bay,” he says, “is a great example of strength and resilience in our county. Our journey continues, even though we have faced challenges previously. We’ve made significant strides, reinforcing our foundation and enhancing many aspects of our community. Our goals and values are steadfast. Our city prides itself on its values of commitment, integrity, service before self, transparency, and trust. And this has come about through our strategic planning.”

The post Focusing on the Future<p class="company">City of Palm Bay, Florida</p> appeared first on Business In Focus Magazine.

Called a “manufacturing powerhouse” located in a stunning landscape, Dodge County boasts impressive statistics. For instance, 30 percent of the county’s workforce is employed in the manufacturing sector, with some “big players” located right in Dodge County, says Nate Olson, Community Development Administrator of the Land Resources and Parks Department.

While it houses both John Deere and Kraft Heinz, Dodge County is also home to smaller shops that help supply the larger chains, with a presence in metal manufacturing, fabrication, and assembly as well as food and beverage. On the agricultural front, the county produces a plethora of traditional commodities. “We’re a very large rural county,” Olson adds. “More than 900 square miles, so agriculture has played a significant role in the history of Dodge County and how we’ve come to be where we are right now.”

To strengthen the workforce pipeline in the manufacturing sector, several public-private consortia work together, including the Manufacturing Business Alliance, a collection of manufacturers, along with the school districts of Dodge County. “It’s a very collaborative effort that’s partnership-driven,” says Olson. Dodge County also strives to develop workforce development partnerships with local colleges and K-12 schools via four different programs in Dodge County.

Along with the Manufacturing Business Alliance, the county also promotes the Youth Apprenticeship program, which offers high school juniors and seniors employment opportunities that give students the ability to learn on the job and while earning school credit. This program gives students the unique ability to get into a career path while still in high school. Also, it is highly beneficial to employers as it gives them the ability to develop a qualified and committed workforce. Dodge County proudly boasts very high participation numbers in the region and the State of Wisconsin.

Additionally, the Inspire program is another workforce program implemented in Dodge County, which promotes hands-on activities with employers and high school students. The Inspire program is a great opportunity to educate students on a wide variety of career opportunities available throughout Dodge County and allow employers to spark students’ interest in their companies.

“Inspire is about anything and everything,” Olson says. “We get a lot of kids into facilities doing job shadowing and working with people in a career area that interests them. We bring company representatives into our schools to educate students on different career paths in their sectors and how to go about getting into those fields after high school, whether it’s right into the workforce or through a two-year or a four-year degree, and outlining those paths for students to take.”

By promoting a wide range of possible job paths to young students, the program not only helps companies secure their future workforce pipeline but also helps youth understand and consider what job possibilities are available in wide-ranging sectors. “Everybody has their own path and none are alike,” says Olson. “But the biggest thing is identifying those paths and working with students to help them navigate them.”

Dodge County also recently started working with GPS Education, which has eight education centers located throughout Wisconsin offering credentialed youth apprenticeships. “GPS Education serves students for whom traditional school settings may not be the best fit—whether due to credit deficiencies, learning style, or life circumstances,” Olson says.

This dedication to helping employers and students has paid off, with Dodge County enjoying “excellent” relationships with employers, school districts, and local government entities. “In addition to working with employers and school districts, we work a lot with our local communities,” Olson shares.

These mutually trusting and beneficial relationships with local communities and private employers have resulted in honest and transparent conversations that ultimately enhance the county’s ability to drive development and betterment among all its residents. And that betterment is one that Olson takes to heart. “All communities like to boast about their quality of life, but you have to prove it a little bit, and one of the ways we do it is to display everything that Dodge County has to offer,” he says.

For instance, “We have an excellent school system. We have a lot of outdoor recreation right in everybody’s backyard, and one of the largest freshwater cattail marshes in the United States, the Horicon Marsh. We have a very good park system throughout the county, and we also have the Gold Star Memorial Trail here [serving as a memorial to fallen service members of Wisconsin] which, to my knowledge, is the only one in the United States.”

Created in recognition of families who have lost someone in active duty, the unique trail offers a safe, off-road, non-motorized link launched by a group of local Mayville residents to connect Mayville, Horicon, the Wild Goose State route, and Beaver Dam.

With connections to neighboring communities and points of interest for both Dodge County locals and tourists, the Trail fosters the growth of the local economy, recreation, and tourism while also promoting the use of other forms of healthy transportation such as running, walking, hiking, biking, snowshoeing, and cross-country skiing.

The county’s natural beauty and convenient location are definite highlights. “One of the things we hear about, especially in the tourism game, is Dodge County’s location in the state,” says Olson. “We’re very easy to get to, yet when people come here, they actually feel like they’re further away than they are.”

Mostly from neighboring areas an hour or two away, tourists can easily enjoy a wide variety of outdoor recreation activities, which also plays well for the area’s economic development. The convenient location also benefits local businesses such as Kraft Heinz, which enjoys the ability to ship to many markets within a day.

And when it comes to local sales taxes, the area has embraced a unique response, explains Cameron Clapper, County Administrator. Counties in Wisconsin can receive revenue directly from sales tax, with sales taxes paid to the state to be redistributed. But local governments at the city, village, town, or township level do not receive sales tax dollars, he says. Instead the sales tax generated in any given county goes to the county and then is typically used on roads or other operating needs. Not so for Dodge County. “We’ve just launched a new program called the Community Development Fund, which is a grant program exclusive to our local communities. It was designed to help spur and fund projects, whether new business or housing or community assets,” Olson tells us.

“We’ve chosen to take those dollars and instead turn them around and give them back,” says Clapper. “We allocate a significant amount of money back for worthwhile projects, ultimately with the goal that we build greater value in the county and even more tax revenue over time.”

Along with the workforce activities for the K-12 school districts and recently approved grants to address the housing shortage and childcare, this Community Development Fund sets Dodge County apart. Its commitment to community enrichment, coupled with a stunning landscape, has helped put the area on the map.

“We have a lot of people in recent years who have fled from bigger urban areas even while staying connected to whatever companies they’re with,” says Clapper. “We now have people in the county who can work from home a lot more—working for industries elsewhere in Wisconsin, the country, or the world, but living in our county and enjoying the beauties of Dodge County.”

By continually working with developers and local communities to identify new ways to meet community needs, Dodge County has made itself the place to be. “For individuals who might be looking for a relaxing place, where they can have busy meetings on a screen but be looking out a window onto a vast expanse of beautiful landscape, this is the place,” Clapper says.

People who move to the area never want to leave, Olson adds. “They want to stay here. The quality of life and the affordability, the natural beauty that is all around—they wouldn’t want to live anywhere else.”

The post Getting Away – and Coming Home<p class="company">Dodge County, Wisconsin</p> appeared first on Business In Focus Magazine.

Georgia’s agricultural sector lost billions of dollars, and the southern Appalachian Mountains were hit particularly hard, with parts of North Carolina, Tennessee, and Virginia suffering historic levels of flooding, landslides, and property damage. Hundreds of people died.

Now, nearly a year later, many mountain and rural roads are still washed out, creating ongoing logistical complications. Brush and other debris still litter the hillsides. Many places of business remain shuttered—if those buildings still stand at all. The total cost of Hurricane Helene comes in at a whopping $78.7 billion, according to the NOAA. Add to that the $34.3 billion caused by Category 5 Hurricane Milton, which hit Florida with a 10-foot storm surge, torrential rain, and at least 19 tornadoes just a month after Helene shook the region.

Now, the NOAA is predicting an “above-normal” hurricane season for 2025 with between 13 and 19 total named storms. Three to five of these are likely to be major hurricanes of category 3 or above. The national agency reports a 70 percent confidence in this forecast and warns that, as was the case last year, flooding could reach inland areas.

The Atlantic hurricane season lasts from June 1^st to November 30^th, the time of year when conditions are ideal for these super storms to form. This requires four elements: warm ocean water, a great deal of moisture in the air, low vertical wind shear, and a pre-existing weather disturbance, such as a cluster of thunderstorms, Angela Colbert, Ph.D., explains on NASA’s website. “Just like making a perfect cookie, a hurricane needs all the ingredients for it to grow,” she writes. “Change any ingredient too much and the cookie will be too flat, too dry, too crumbly. The same is true for hurricanes: if any of the four main ingredients changes too much, the storm cannot form or will weaken.”

Large-scale weather patterns determine where a hurricane will travel after it develops. These factors can include the complex El Niño and La Niña weather patterns in the Pacific Ocean, which strongly impact the hurricane season. “With so many moving parts, forecasting a hurricane is hard,” Dr. Colbert points out. Records of past hurricanes, advanced global climate models, and a scientific understanding of how hurricanes develop, travel, and strengthen all help scientists undertake the complex task of predicting upcoming hurricane seasons.

In November 2024, Science Advances published a study by the NOAA and other researchers that projects an “increase in the frequency of extremely active Atlantic hurricane seasons.” The study also predicts an increase in inactive hurricane seasons as well as fewer normal seasons. In other words, the researchers expect a large variability in future hurricane activity.

This exaggerated swing between the intensity of hurricane seasons ramps up the challenges that forecasters already face in predicting upcoming storms, and this phenomenon will put more pressure on emergency decision-makers as seasons vacillate between extremely dangerous and relatively peaceful. Businesses located in hurricane-prone areas should not be lulled into complacency by a quiet previous season. Instead, they should always be aware of the possibility of a tough one on the horizon.

Preparation is particularly crucial this year, when an overactive hurricane season has already been predicted. This means that many businesses are already known to be at risk of being impacted—potentially even ones that are not located on the coast, based on last year’s widespread destruction.

The most obvious potential impact is property damage. From high winds to storm surges and spawned tornados, hurricanes can wreak widespread havoc. But financial losses can go beyond physical repairs to include lost revenue due to closure. And, even if a business manages to reopen soon after a storm, it may still face challenges from supply chain disruption. Accuweather points out that road closures and power outages make it more difficult to receive inventory or ship products to customers, creating additional revenue loss and potentially damaging a company’s hard-earned reputation.

To help mitigate these potential losses, the Small Business Administration recommends a series of measures to take in advance. For starters, be sure to safeguard critical information. Store copies of paper documents—including insurance policies—in a location that will be safe from potential storm damage. Back up digital data and take the backup with you during an evacuation if the server is within the impact zone.

Inspect and repair any weaknesses in your business’s building before high winds, storm surges, and torrential rain strike. Have contractors lined up to call after a hurricane in case sudden repairs are needed.

A written crisis management plan lets employees know what to expect ahead of time. Regular emergency drills should be carried out with all employees, and contact information for employees, vendors, and customers should be accessible in the event of a power outage or evacuation. Identify employees who may be needed during a disaster and be sure they understand their responsibilities. Keep a stash of cash available in case it is needed to pay employees and contractors in the immediate aftermath. Consider purchasing a backup generator and know the best evacuation routes.

You will also need to review your insurance policies to know what they cover before a hurricane hits, since not all policies cover hurricane-related damage. In fact, there is no such thing as a single hurricane insurance policy; instead, property owners must cobble together multiple add-ons to be safe. The key is to make sure your business is protected against rain and wind, the two primary sources of damage from a hurricane. Most standard property insurance policies do not cover flooding, including from a storm surge, so any business located in a flood-prone area needs to be covered by a specific flood insurance policy. Policies do tend to cover wind damage—but only for buildings located far from high-risk areas. These policies may not cover wind damage in hurricane-prone coastal areas, so business owners in these places will likely need a separate windstorm policy.

If you need additional support, businesses at risk of hurricane damage can hire a logistics company to create an emergency plan and put it into place. These companies may also offer emergency services during an imminent risk, including securing the customer’s building, clearing debris, providing emergency food and clean water, and giving other essential help.

It is an unfortunate reality that hurricanes pose a major threat that business owners need to take seriously, particularly in light of this year’s projections for an active hurricane season. Fortunately, with careful planning and preparation, some of the risk can be mitigated—but only if measures are taken before the storm arrives.

The post Riding Out the Storm<p class="company">Preparing for Hurricane Season</p> appeared first on Business In Focus Magazine.

What makes Pierce County attractive is the strong connectivity residents enjoy—a tight-knit community, a local economy where small business thrives, and the infrastructure and resources that tie these together and make it a wonderful place to be. With amenities and attractions that are characteristically unique—including access to Class 1 trout streams and the pristine natural settings they afford—and rich in agriculture and the fruits of that labor, Pierce County has developed a distinct flavor and culture that it loves to share.

Collaborative development
Sharing is key to local prosperity in Pierce County, and the Pierce County Economic Development Corporation (PCEDC) plays an important role as a conduit between people, organizations, services, and resources to maximize the impacts and benefits to the community.

The organization’s mission statement, “Advancing Pierce County through growth and collaboration,” is the driving force behind its efforts to support local businesses through relationship building in the interest of a strong and sustainable economy. While the goals may vary with the ever-changing needs of the county’s communities, the PCEDC remains agile, adaptable, and responsive.

“We embrace forward-thinking ideas and creative solutions to foster economic vitality and resilience,” says Executive Director Lauren Highfill. “What we truly need is the ability to adapt, which is reflected in our mission statement and overall strategy. We believe in the power of partnerships: working together with local businesses, community leaders, and regional allies to drive meaningful long-term progress.”

Spearheading many of these initiatives, the PCEDC is what former Executive Director Joe Folsom refers to as a “tool and a resource that people can turn to as they pursue their dreams and goals, whether of community development or economic development. That’s a key component of both economic and community development; it’s being that connector, that resource they can turn to. If we don’t know [thee answer], we usually know who we can turn to to find the answer,” he says.

A community-builder at heart, even though he has formally stepped away from his role as Executive Director, Folsom continues to serve the community, sharing his knowledge and experience to continue building the relationships and connectivity he helped bring to life.

Connectivity matters
Growth in new and existing partnerships has blessed Pierce County with results beyond expectations. A recent $7.96 million investment in broadband infrastructure has brought two-gigabit service and connectivity to the region, a boon for residents and businesses alike.

Together with Pierce Pepin Cooperative Services, Bevcomm, and Spring Valley Telephone, the PCEDC established a public-private partnership, and since 2021, over 7,000 locations have gained access to high-speed internet, which is hugely impactful for a rural community. While a few isolated spots remain in the unincorporated areas, the investment demonstrates the power of partnership.

Pierce County is also strengthening regional connections with neighboring Dunn and St. Croix Counties—united in their belief in collaborating across borders in the interest of regional prosperity—as well as with educational institutions like the University of Wisconsin – River Falls (UWRF), Chippewa Valley Technical College, and Northland Community & Technical College.

“Our academic institutions work very well together on workforce initiatives and, in particular, helping students get to where they want to be,” says Folsom of the work being done to ensure that the next generation of workers is equipped to carry the torch.

Supporting small business
Small businesses are the heart of Pierce County’s economy, which is why they remain a priority of the PCEDC, which offers resources and support to help these operations find success and scale, where necessary. One such success is Ellsworth Cooperative Creamery, which has been in operation since 1910. The creamery produces over 80 varieties of specialty cheeses under the Ellsworth and Ellsworth Reserve brands, as well as private label offerings that are available worldwide. Supported by 200 patron families who are committed to producing dairy products of the highest quality, the business perfectly represents the agricultural foundation of the community and its economy. Its retail store brings in a quarter of a million visitors each year.

This strong agricultural foundation is turbocharging the growth of agritourism in the region, which includes a growing farm-to-table sector. From unconventional offerings at local farms and orchards to The Chef Shack in Bay City, which is a James Beard-nominated restaurant that brings modern French cuisine to the region, there is truly something for everyone to savor.

It doesn’t stop there, either. Behind the scenes, other investments are being made to strengthen the agricultural foundation of the community—once again, through improved connectivity, but in this case, connectivity to markets. An old sand mine in Hagar City has been repurposed by ALCIVIA into a new state-of-the-art rail loading grain terminal that offers a 110-car capacity and 17,000 linear feet of existing track that will be reconfigured to support more agricultural inputs like fertilizers.

The new facility will offer marketing opportunities to grain producers by opening access to domestic and export markets and arbitrage. Equipped with a shuttle loading facility on the BNSF Railway, this now equips ALCIVIA with access to three different Class 1 railways, UP and CPKC included.

Companies like these turn to the PCEDC and its available resources to grow and scale for success. This extends not only to the business supports in place, but also the resources available for those looking to call Pierce County home.

Creating community
To these ends, the organization has developed a housing toolkit to support homebuyers and help developers navigate regulatory process and financing options and expedite housing developments. Folsom explains, “there’s a section for aspiring homeowners, and that’s the piece that no one has ever pulled together. It’s been distributed across the 10-county region and it will be featured in our regional housing forum coming up in June.”

The organization also helped the Village of Ellsworth establish its Community Development Authority, which is taking the lead in redeveloping the old middle schools into a housing project to meet community housing needs, an effort that originated from a visioning process led by the Chamber, one that will have a lasting impact on the community.

Through the tireless efforts of the PCEDC and its many partners to grow opportunities locally, Pierce County has prioritized quality of life and wellbeing by balancing those needs with future development to foster sustainable economic and community development that preserves the rural charm of the area as it grows.

“As you get deeper into Wisconsin, there’s agritourism everywhere,” Highfill notes, “but I would say what’s specifically unique about Pierce County is where we’re situated, close to the Twin Cities and other more populated areas while still maintaining that rural identity,” which the community holds so dear.

The goal of the PCEDC moving forward is to continue to adapt its goals and strategic directives to meet the rural needs of Pierce County. The team will be reviewing its progress and adjusting as needed to remain agile and responsive, aligning objectives with the current economic environment.

Noting that the demographics of the county will shift significantly over the next several years, the PCEDC and its partners will continue to utilize relationships and resources to maximize the collective benefit for all, always asking, as Folsom does: “How can we help our communities and businesses achieve their goals and aspirations in a sustainable way that respects the culture and character of the community?”

The answer to that is to continue to bring people, organizations, resources, and ideas together to strengthen the connectivity of the community, keeping the opportunities coming and prosperity flowing.

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