An economic driver in the U.S. and Canada
The centre of the U.S. recreational vehicle (RV) industry is Indiana, where about 85 percent of RVs sold in the U.S. and Canada are manufactured. Over two-thirds of that production is concentrated in Elkhart County, proudly known as “the RV Capital of the World.”

According to the RV Industry Association, the industry has a $32.4 billion impact on Indiana’s economy. It provides 126,140 jobs, pays $3.1 billion in taxes, and supports $7.8 billion in salaries.

Nationally, the RVs Move America Economic Impact Study states that the RV industry contributes $140 billion annually to the U.S. economy. It supports nearly 680,000 jobs and pays more than $48 billion in wages, with a 23 percent increase in economic output over the past three years. That $140 billion impact breaks down into $73.7 billion from RV manufacturers and suppliers (including the automotive sector), $35.7 billion from campgrounds and travel-related activities, and $30 billion from RV sales and service. The industry also contributes $13.6 billion in federal, state, and local taxes.

According to the Spring 2025 edition of RV RoadSigns—a quarterly forecast prepared by ITR Economics for the association—2025 is expected to show modest growth, with wholesale shipments projected between 333,400 and 366,800 units.

“After seeing wholesale shipments finish 2024 up seven percent at 333,700 units, we are cautiously optimistic that the industry will see further growth over the course of the year,” said RV Industry Association President and CEO Craig Kirby. “Interest rates continue to be a challenge, but there are green shoots for the market, including continued consumer interest in RVing.” Projections show towable units totaling 313,300 units (a 4.8 percent increase) and motorhome shipments rising 5.5 percent to 36,800 units.

Meanwhile, in Canada, the RV industry also plays a significant economic role. The RV Dealers Association of Canada reports that in 2022, the industry—encompassing manufacturing, sales, post-purchase expenditures, and tourism—provided 104,200 jobs and added $12.0 billion in value to the economy, including $6.8 billion in labor income and $5.5 billion in government revenues.

Unlike the U.S., where RV production is concentrated in Indiana, Canadian manufacturing is more evenly distributed among four provinces: Quebec (24 percent), Ontario (22 percent), Manitoba (25 percent), and Saskatchewan (24 percent), with five percent in other provinces. Both Canadian and U.S. manufacturers operate facilities across Canada. The total value of RVs manufactured in Canada in 2022 was approximately $621 million, with 71 percent exported. Canada also imports many RVs from the U.S., with Ontario being the largest importer.

From compact campers to class A motorhomes
While recreational vehicles were produced in small numbers as early as the 1920s and 1930s, the concept of a “home on the road” flourished in the post-war era (1945–1960), a time of growing prosperity, disposable income, and leisure time.

Now, continuous advancements in RV technology—such as improved batteries, refrigeration, solar systems, gas cooking stoves, toilets, lightweight materials, and Bluetooth integration—have made RVing more appealing than ever. Within the trailer category, options range from the basic camper or travel trailer (13 to 35 feet) to fifth-wheel trailers (17 to 40 feet), which offer improved maneuverability thanks to a coupling device over the rear axle of the towing vehicle. For those who want compact options, pop-up trailers offer expandable space while being easy to tow and store.

Motorhomes, made possible by powerful gasoline and diesel engines, have grown in size and sophistication. They are categorized into Class A, B, and C:
• Class A: fully integrated, up to 45 feet long, built on a heavy-duty truck or bus chassis
• Class B: semi-integrated, usually vans with raised roofs, up to 23 feet
• Class C: built on a cutaway chassis, up to 30 feet, with a cab-over bunk

Truck campers, typically around eight feet in length and carried in a pickup bed, offer a compact version of a Class C design.

Motorhome manufacturers design the body, while the chassis and engines are supplied by automotive partners. For example, industry leader THOR—holding 50 to 65 percent market share in various categories—builds gas-powered models on Ford F-53 chassis and diesel models like the Palazzo GT on Freightliner chassis.

Trends, opportunities, and challenges
A 2022 report by Market Research Future projected strong growth for the RV industry over the next decade, fueled by consumer interest in outdoor recreation, rising disposable incomes, and demand for luxury travel options that feel like home.

“The RV market is experiencing a significant uptick due to the growing trend in adventure tourism,” says the report, citing data from the UN World Tourism Organization that predicts global adventure tourism will grow over 15 percent annually. In the U.S. alone, the Outdoor Industry Association estimates around 140 million outdoor enthusiasts—a massive potential customer base.

Another emerging trend is RV rentals and storage services. Urban dwellers often lack space to park RVs, so access to storage or rental options could influence purchasing decisions.

To meet rising sustainability expectations, manufacturers are looking at electric and hybrid models, using eco-friendly materials, and incorporating smart technologies that enhance performance and reduce emissions. And many new buyers are drawn to features that boost safety, efficiency, and convenience—such as smart navigation systems and fuel-saving engines.

Despite strong growth, there are challenges on the horizon. Tariffs pose a threat to the interconnected U.S.–Canada RV market, especially since many interior fittings are made in China. Ongoing trade talks—like those between a U.S. delegation and China in Geneva, and upcoming discussions between the U.S. and Canada—will be closely watched by consumers and manufacturers alike.

Potential RV buyers—whether stepping up from a pop-up trailer to a fifth wheel, or from a Class C to a Class A motorhome—are eager to see where the road leads next.

The post At Home on the Road<p class="company">RVs Drive Growth and Freedom</p> appeared first on Business In Focus Magazine.

Blackbuck Logistics is an award-winning, Canadian-owned third-party logistics (3PL) company serving customers across North America with a comprehensive suite of logistics and end-to-end supply-chain management solutions. The company is highly regarded for its integrity, transparency, and customer-centric approach—traits which, unsurprisingly, continue to grow its market presence.

“Blackbuck Logistics Inc. was founded on the premise of exceptional customer service. Transparency, reliability, and on‐time performance are the key drivers of success in the transportation industry,” says Navpreet Kaur, Accounts Manager. “Over the years, the company has steadily evolved by embracing innovative technologies and continuously enhancing its service portfolio.”

Established as a core logistics services provider, Blackbuck has crafted an adaptive business model that continues to bring success as the company evolves its capabilities to supply what this highly competitive market seeks and take advantage of a market that’s projected to grow to US$29.11 billion in Canada alone by 2029.

Driving value
Blackbuck Logistics was founded at a critical time. Established in 2021, the company rode the wave of demand that resulted from the monumental growth of e-commerce platforms, while addressing the pandemic-related backlog that bottlenecked the global supply chain.

“During that time, it was like everybody was looking for shipping, and there were fewer people in the market who could help out because of the pandemic. People were scared and not many drivers were available in the area,” says Kaur, who notes that Blackbuck got its start meeting shippers’ needs by working with active and reliable carriers.

Since then, the team has continued to build relationships with partners and customers alike, positioning itself to be a leader through the provision of reliable and safe over-the-road dry van transportation, temperature-controlled (reefer) services, flatbed transportation (including over-dimensional loads), logistics trailers (pad, wrap, and strap), warehousing, and local pickup and delivery services.

Blackbuck’s consistent on-time performance and rigorous standards continue to enhance the company’s reputation for quality service, as does its ability to adapt to changing market conditions and diverse client needs.

For clients, partnering with Blackbuck Logistics takes a lot of the guesswork out of supply chain matters, instead offering peace of mind that their freight will get where it needs to go when it needs to be there, despite rising fuel costs, tricky tariff conditions, and uncertain political times.

Leading with quality
As well as industry-recognized certifications such as US EPA Certified SmartWay for eco-friendly operations and ACE, ACI, and HAZMAT certifications to ensure safe handling and transport of materials, Blackbuck’s internal protocols include employee training, regular audits, and a culture of continuous improvement and constant customer checks to ensure that its performance is of the highest calibre.

This performance comes by way of innovative technology and is unwaveringly concerned with satisfying the client. Investment in a state-of-the-art platform offers customers real-time tracking, documentation, and transparent communication end-to-end across its suite of services, because Blackbuck is acutely aware that its own internal efficiencies power the efficiency of its customers.

“We’re driven by a commitment to delivering tailored logistics solutions, whether for a single load per week or large-scale shipments for Fortune 500 companies,” says Kaur. Blackbuck achieves this through the integration of advanced tracking systems, digital documentation, data-driven insights, and real-time communication tools that are setting industry benchmarks for excellence in logistics and transportation by offering 24/7 support.

Bridging industry and community
When the team at Blackbuck Logistics takes a break from serving customers, it serves its community through sustainability initiatives like route optimization to reduce fuel consumption, the maintenance of eco-friendly operations to minimize its footprint, and offering support to many local and industry-wide initiatives.

The company also lives by its own high values, for which it has been recognized time and again. In less than five years of operation, the team has earned impressive recognition of its culture and performance.

Notable achievements include being named in the B.C. Business 30 Under 30, which celebrates the next generation of leaders; judged as one of Canada’s Best Employers for Recent Grads by The Career Directory for 2025; becoming a finalist for the title of 2023 Rose Rocket Freight Excellence Awards Community Champion; as well as garnering countless nods for its logistics, warehousing, supply chain, and consultative services.

These awards not only acknowledge the vital role Blackbuck Logistics plays in the Canadian economy but also demonstrate the value it brings to the market and the dynamic, forward-thinking workplace culture that allows the team to shine. “The company fosters a culture of continuous learning, innovation, and collaboration, empowering employees to contribute ideas and drive operational improvements,” says Kaur.

Blackbuck Logistics brings together the best in talent, including a dedicated team of logistics experts, customer service professionals, and technology specialists to “ensure superior operational support and client engagement,” as she describes it.

Committed to doing it best
With a family-like culture, supported by access to a modern fleet of dry vans, reefer trucks, flatbeds, and specialized trailers for diverse transportation needs, as well as strategically located warehousing facilities and distribution centers, Blackbuck excels in the delivery of logistics and cargo management solutions, ensuring its customers’ needs are met and exceeded, dock-to-dock.

Driven to succeed and acutely aware of its impact on its customers’ success, Blackbuck Logistics constantly seeks improvement in its own operational efficiencies, service delivery, and value proposition through technological innovation and continuous professional development by way of training opportunities. In doing so, the company continues to demonstrate its prowess as a logistics specialist, growing its network of customers and partners across Canada and the United States.

The goal, Kaur says, is for Blackbuck Logistics to “position itself as the leading integrated logistics solutions provider in North America by continuously evolving its service portfolio and technology offerings,” while investing in sustainable practices and adopting cutting-edge innovations. “With an eye on the future, Blackbuck is committed to investing in research and development to ensure that it stays at the forefront of technological advancements and continues to meet the evolving demands of the logistics landscape.”

The post Powered by Technology, Driven by People<p class="company">Blackbuck Logistics</p> appeared first on Business In Focus Magazine.

While the average life expectancy is 74.8 years for men and 80.2 years for women, these numbers don’t necessarily reflect how well people are living in their 60s, 70s, and beyond. Rather than settling into traditional retirement homes and bingo games, many older adults are choosing to live in “active lifestyle” communities that offer everything from golf courses and hiking trails to technology classes and tai chi. Yet even for those who prioritize exercise, healthy eating, social engagement, and volunteer work to stay youthful and vibrant, the physical realities of aging are unavoidable. From arthritis and joint replacements to managing multiple medications and struggling with once-simple daily tasks, aging presents challenges that can’t be ignored.

According to the United States Census Bureau, the U.S. population of persons 65 and older is, well, booming, and accounts for almost 17 percent of the entire American population (76.5 million individuals). States the Census Bureau: “In 2020, about one in six people in the United States were age 65 and over. In 1920, this proportion was less than one in 20.” In the past 100 years, the average lifespan has increased by about 20 years in North America; globally, the average life expectancy has more than doubled, to 71 years.

Even with many living significantly longer than before because of greater access to healthcare, drug and medical innovation, better nutrition, improved living conditions, and other factors, government and social welfare agencies have fallen far behind in preparedness for dealing with an aging population. Simply put, we are living longer, which is putting a tremendous strain on everything from adequate health care to the economy and housing.

As the North American population continues to age and health issues inevitably arise, many seniors are re-evaluating their golden years. During the COVID-19 pandemic, some sold their city homes and moved to the country for peace and quiet. Soon, many realized paradise comes at a price, including the lack of essential services—such as doctors—driving them to return to bigger urban centres.

As we age, the need for pharmacies, medical clinics, physiotherapists, testing sites, and nearby hospitals inevitably increases. Some older persons are choosing to age in place, retrofitting their long-time homes and thus maintaining their independence instead of moving to a retirement home. Such renovations can be as simple as removing slippery carpets and installing grab bars in bathrooms or can include costly renovations such as widening hallways to accommodate walkers and wheelchairs or converting stairs to ramps. Where expense isn’t an issue, some older homeowners install elevators.

Some seniors are spending $300,000 CAD or more on building laneway housing or other Accessory Dwelling Units (ADUs). These units can be rented out to serve as a source of income, and when the owners need to downsize, they can move into the smaller ADU, either renting out the original home or giving it to their children or grandchildren.

Aging in place may also mean paying for in-home personal support workers, nurses, cleaning or cooking services, and therapies.

Others choose traditional retirement homes. On the modest side, such homes are $1,500 a month in Canada, while higher-end facilities more closely resemble luxury resorts, with concierge, fine dining, beauty salons, personal services, fitness centres, and more at $6,000-plus monthly.

Technology plays a key role both for seniors who choose to stay at home as long as possible and for those moving to a senior care facility. Tech solutions can comprise basic conveniences making life easier, like big button telephones and large-screen clocks that display the month, day, and year and helpful hints such as ‘before dawn,’ ‘morning,’ ‘afternoon’ and ‘evening’ for those with vision or memory issues.

Depending on need and budget, seniors may opt for electronic devices to make life safer and more convenient. These include wrist-worn caregiver pager panic button callers, bed alarms, and smart watches with real-time GPS tracking. Recent years have seen more technology in the home, including virtual assistants like Google Home, video doorbells and monitoring systems, remote-controlled thermostats, and devices that shut off stoves if left on. Older persons with smartphones can also use apps to turn lights on and off, open and close doors remotely, and view security camera footage from anywhere on Earth.

For many Boomers, the technological transition as they age will be easier than it was for previous generations. Even though many were born when typewriters and cassette recorders were the norm, even the most reluctant Boomers have adapted to computers and cell phones.

For those unable or unwilling to stay at home, there is always a place in long-term care (LTC). Worldwide, the United Nations predicts that, by 2050, the number of people over age 60 worldwide will triple to two billion. By the end of the 2030s, it is estimated 24 percent of Canadians will be 65 and older, many requiring supportive living. Many senior care facilities today are franchised, with investors eager to put money into the industry.

The demand for more LTC is well-documented, and fears over not enough facilities are disturbing. By 2031, nearly twice as many older adults will require care, according to a report prepared by Deloitte and commissioned by the CMA. Canada’s elder care crisis: Addressing the doubling demand stated the need for LTC will hit 606,000 patients in 2031, up from 380,000 in 2019, and demand for home care will soar from approximately 1.2 million to about 1.8 million patients. Annual costs for services for older Canadians will increase, from $29.7 billion per year (in 2019), to $58.5 billion per year in 2031. “Time is not on our side,” stated Dr. Ann Collins, CMA President. “Searching for efficiencies is always a valuable exercise, but we are beyond the point where tinkering around the edges will solve this problem. Our window of opportunity to reset how we care for and support seniors is now.”

As the world faces challenges over what do to about housing its aging population, our perception of what is ‘old’ has changed, especially in the world of entertainment, as some seem to defy age. Legendary rock band The Who recently announced (for the umpteenth time) their North American “The Song is Over” farewell tour. Both lead singer Roger Daltry and Pete Townshend were teens when the band was formed. Daltry is now 81, and Pete Townshend just turned 80. In the film world, venerated actors Al Pacino and Robert DeNiro are 85 and 81, respectively.

Despite their age, they continue to act. In 2023, Pacino’s former girlfriend gave birth to their son, while DeNiro became a father for the seventh time that same year.

For Pacino, DeNiro, and other octogenarians who live like men in their 30s, does the saying “age is just a number” even apply? Although there is no magical Fountain of Youth—at least not yet—every year brings us access to new tools and technologies to make our senior years safer and much more enjoyable. While it will be fascinating to see how many in the future choose to live their elder years, we must all be mindful of the quote attributed to Mark Twain: “Do not regret growing older. It is a privilege denied to many.”

The post Golden Years, Modern Challenges<p class="company">The Changing Face of Aged Care</p> appeared first on Business In Focus Magazine.

Prior to the founding of Dethmers Manufacturing Company (Demco), Robert Dethmers and his father owned and operated Dethmers Implement, a farm equipment dealership. Dethmers Manufacturing company was launched on this site. Still in business nearly three quarters of a century after its founding, today Demco manufactures the highest quality agriculture equipment, semi-trailers, RV towing products, and trailer components.

The company’s focus has evolved over the decades, but the family tradition continues, with Koerselman’s son, JC, currently serving as Managing Director. How has the company managed to succeed into the fourth generation, when so many other businesses fail to make that leap? One secret is that successors must earn their place. It has never been a given that the next generation would reap the benefits of the previous generation’s labor.

Robert Koerselman made sure that the fourth generation of the family explored other options first, gaining real-life experience and strengthening their work ethic. “You’re going to go out and grow your roots elsewhere and learn business,” he told them. “If the fourth generation wants to be involved, they would be given an opportunity to get involved, but only after they’ve been able to provide growth opportunity in a different industry, with a different job first.”

Then, after a new generation commits, they are treated like anyone else. “No guarantees that an opportunity to work at Demco means that you’re going to own shares,” Koerselman says. “And [being] an owner doesn’t give you any special privileges.”

Throughout Demco’s long history, the company culture has remained a critical component, uniting multiple generations. “We’re very focused on faith,” says Koerselman. “We’re a faith-based company.” This faith is reflected in the team’s ongoing commitment to the community. “We are very community minded, and so there have been a lot of projects that we get involved in, whether it’s economic development, our high schools, or trade schools.”

With community ties stretching back to the 1930s, the team is eager to maintain those connections in the future. “We’re committed to passing this on to the fourth generation, keeping it in these communities that we’re involved in, and continuing to support the communities in many different ways,” Koerselman says.

This community spirit isn’t just outward facing. “There are communities inside the building where we build teams,” says Mark Nilles, Vice President of Operations. “Every one of them knows the ownership. They know who they are; they’re involved. And that’s just a good feeling when you bring people into the company. I have my son working here. So does [Director of Sales] Benji [Vande Griend], and you wouldn’t do that if you weren’t comfortable. So that environment that we’re talking about—that community environment, that family environment—is throughout the company internally and externally.”

Demco’s diverse portfolio across a wide range of industries is another secret to success. The team pursued this diversity in order to survive a difficult time that affected the agricultural industry nationwide. “It really came out of the 1980s farm crisis, and it was at that point that we got into these various industries besides just agriculture,” Vande Griend explains.

“The diversity helps us in sales,” adds Nilles. “If one product line or market is down but another is up, that helps us keep going.”

Another advantage is that employees have an opportunity to work across a wide variety of operations. “Internally, we’ve really focused on cross-training people,” says Nilles. “So it’s helped us in that we don’t have one person stuck at one machine doing one thing all the time. We could have them building grain carts and building couplers. Our workforce is very diverse; they don’t get stuck in one area. They get to branch out, find what they love, and work in multiple areas. We have a wide variety of aspects with different challenges to keep them motivated. So it’s very good for our workforce as well.”

The company’s products break down into four broad categories: one is RV towing, which includes tow dollies, tow bars, fifth wheel hitches, tow bar baseplates, braking systems for towed vehicles, and frame bracket kits.

Another sales category covers trailer components. This includes everything from trailer couplers, trailer brake actuators, and jacks to trailer tongues, spare tire mounts, and safety cables. A lot of these products are sold directly to trailer manufacturers.

True to its roots, the company still provides a wide range of agricultural equipment made for any size of farming operation, available in a variety of sizes and models. “That’s a number of products—anything from sprayers to tractor-mounted tanks, grain carts, gravity flow wagons, header transport trailers for hauling combine heads, tip-ups and tank extensions that go on the combine to hold more grain—all products focused on the farmers—grain farmers mainly,” says Vande Griend.

The team’s expertise in agricultural grain trailers has expanded to cover the broader semi-trailer category, and these trailers have successfully moved Demco into new industries. For example, the side dump trailer has a variety of uses, “anything from hauling product out of mines to hauling gravel, sand, dirt—lots of types of products,” says Vande Griend. “Then we also have a steel drop deck trailer which, again, has various usages in various industries, from farming to construction.” Demco’s gondola trailer, another diverse product, hauls scrap, “so that puts us into the scrap industry, hauling scrap out of scrapyards.”

Demco also operates a rental side of the business, which provides trailers and dollies for well-known companies such as Penske.

The team is committed to providing the highest quality product and service to every market they serve. “It goes along with our mission statement of doing our best to provide the best,” says Koerselman. “Whether it’s designing product, building product, doing customer service, working trade shows, or being an employer, we are doing our best… We’re not suggesting that there’s perfection within Demco, but there is a high expectation to do our best and define what that best is. And so we work very hard at doing that.”

“The mindset of the company, the mindset of the ownership, is continuous improvement,” Nilles agrees. “Our best always gets better if we never stop focusing on improving, challenging ourselves every day on all processes.”

A strong focus on customer service is a critical component of this commitment. “We try to set ourselves apart, along with high-quality products, by having personable customer service,” says Nilles. “So, as an example of that, when our customers call into Demco, they get a person. They do not get a machine—they get our receptionist, and she will ask a couple of questions to make sure that we’re going to get them to the right team member that can help that customer out.”

The company is eyeing expansion as it looks to the future. “We have a strong desire to continue to grow market share,” Koerselman says. Management is always asking, ‘are we offering the right products? Are there holes in our offering within this given industry? What do we need to do to fill that gap?’”

To ensure the company can fill those gaps, “We’re investing in more engineering resources, trying to get our project timeframes shorter so that, when we do get involved in an engineering project, that time to market is shorter,” Koerselman says. “And we get very intentional with that, knowing that if we can be there quicker than our competition, then we’re ahead of our competition. And we’ve got a lot of good competitors in all of our industries.”

With such strong competition, this team will have to stay at the top of their game. But, after 61 years in business, they are more than prepared for the challenge. “Our focus is to try to be an industry leader within all of our industries,” Koerselman says. “If we can accomplish that, there’s tremendous growth for us.”

The post A Fourth-Generation Family Success Story<p class="company">Demco</p> appeared first on Business In Focus Magazine.

On May 1, the company introduced three new lines of trailers: “Tag-alongs, fixed neck low boys, and logging trailers,” shares Vice President Joseph Scott.

As their name implies, logging trailers are used to transport logs. Dorsey Trailer introduced the first logging trailer in the United States decades ago but stopped building them at a certain point, adds Scott. So, the return to making logging trailers represents a new beginning for the company.

Low boy trailers ride close to the road and feature a drop deck—that is, two sections of different heights. In a fixed neck low boy, the neck is permanently attached to the deck of the trailer while in a detached low boy, the neck can be detached and then lowered to set up a ramp for loading/unloading. Dorsey sells both varieties of low boys, which are often used to handle construction freight.

Tag-along trailers are affixed to the rear end of a vehicle to haul additional equipment and are commonly used by construction and municipal work crews. Dorsey also makes chip vans (lightweight but sturdy enclosed trailers often used to move wooden chips in forestry operations), combo trailers, aluminum trailers, and flatbed trailers (trailers with an open deck but no roof or walls).

Over-the-road operators doing long-distance hauls continue to make up the bulk of Dorsey Trailer’s clientele, and companies within the oil & gas, construction, road & bridge work, municipal, and military sectors are also partial to the company’s offerings.

Dorsey maintains two separate sites in Elba—a main production plant comprising roughly 700,000 square feet and a second facility, located nearby and measuring 150,000 square feet, that manufactures aluminum trailers. The company has roughly 850,000 square feet of production space in total, 10,000 of which were recently added to accommodate the new trailer lines. All told, Dorsey produces approximately 2,800 to 3,200 trailers a year which are sold through a dealer network extending across the United States and into Canada.

The company has achieved an impressive level of success given its rather humble origins. Dorsey Trailer was launched in 1911 by Pete and Henry Dorsey, who fixed power saws, trucks, and other gear for timber companies inside a converted livery stable. From this low-key start, the firm expanded and within 20 years was designing and manufacturing its own commercial freight trailers. Business continued apace and the company grew.

Dorsey provided trailers for the U.S. military in World War II (and continues to supply trailers for the Department of Defense today). During the ensuing Cold War, Dorsey supplied transporters for rockets. Over the decades, the company has attracted a few celebrity clients including the country band Alabama (which has used Dorsey trailers) and NASCAR drivers (who utilize Dorsey hauler vans). An enclosed 45-foot Dorsey trailer featured prominently in the 1980s hit TV series Knight Rider (in which actor David Hasselhoff drove a customized Pontiac Firebird Trans Am around the country to fight criminals).

The company today is owned by Alabama-based investment firm Propst Companies. Looking back, Scott says focusing on relationships has been key to Dorsey’s longevity. “We build relationships with our dealers. We really hit the road a lot, spend a lot of time with those guys. We want the everyday truck driver to want our trailers. In the end, it’s a family-oriented business we’re in; we treat our employees like family. I know everybody says that, but we do. And that extends to the trucker,” he explains.

It also helps that Dorsey offers low-priced, high-quality trailers, has a reputation for excellent customer service, and excels at doing more with less. At the time of our previous profile, the company employed over 350 people, and that number has decreased to around 257, even as production has risen. “We’ve downsized, but we’re more efficient today than we were before. We’re building more trailers today then back then,” says Scott.

Downsizing has been accompanied by greater outsourcing. The latter strategy was initially suggested to Dorsey by lean manufacturing consultants who advised the company a few years ago. Today, subcontractors currently handle about 30 to 40 percent of Dorsey’s workload. By outsourcing peripheral duties, Dorsey has been able to concentrate on core operations and boost production. “We really want to get to a point where we’re just putting the pieces together… [Using outside vendors] is faster and they can build it cheaper than we can in-house,” says Scott.

The team aims to raise production levels even higher through the use of industrial robots. “Our ownership is willing to invest a lot of money for long-term solutions,” notes Scott. That said, having a loyal, reliable workforce remains central to everything Dorsey does. Extensive education—or even experience—isn’t necessary to get a job at Dorsey.

“We actually hire people that do not know how to weld, and we train them. They go through a training course of six to eight weeks. We want long-term employees. We want somebody that wants to build a career at Dorsey,” states Scott.

What’s important is having a good attitude, strong work ethic, and team spirit, he adds. Taking pride in your work is also imperative, given that Dorsey places a strong emphasis on quality control. The company recently doubled the size of its QC team to four staff members, whose sole function is to monitor Dorsey trailers for quality issues. In a similar fashion, Dorsey employs an on-site safety director who runs a team of two people who walk the plant floor, keeping an eye out for safety concerns or OSHA (Occupational Safety and Health Administration) violations.

The company also maintains close ties with several trade groups including the National Trailer Dealers Association, the Truck Trailer Manufacturers Association, the Alabama Trucking Association, and the Alabama Forestry Association.

In addition to building trailers and servicing clients, Dorsey actively supports its community and local charitable initiatives. Donations have been made to the Dolly Parton Imagination Library of Coffee County, for example, and annual fundraisers are held for breast cancer awareness and the Wounded Warrior Project (which provides assistance to injured or ill veterans). As part of its philanthropic mission, Dorsey staff sometimes cook meals which are sold to employees, with proceeds going to charity. The team also strongly supports the Boys & Girls Club and area food banks, and distributes holiday turkeys and hams to the needy.

In our last article, high interest rates and the difficulty of securing skilled workers (an industry-wide problem) were cited as Dorsey Trailer’s main challenges. The company is hoping to offset some of the worst impacts of the latter issue by utilizing robotic systems. On the economic front, tariffs imposed by Washington have become a far more pressing concern than interest rates. While Dorsey doesn’t use offshore suppliers to make parts or components, some of its vendors do, causing headaches all around. China is also a main source for aluminum imports, resulting in additional price pain.

“The tariffs are definitely challenging right now… This is something [where] we are all hands on deck,” states Scott.

For all this, Dorsey staff have big plans for the future. These plans do not involve new locations (“We would love to just continue to build here in Elba,” says Scott) but do include a surge in production. Within half a decade, Scott would like to see Dorsey’s market share grow and annual output reach approximately 5,000 trailers.

Despite new technology and greater outsourcing, this optimistic forecast is largely a reflection of the Dorsey Trailer workforce, he stresses. “The company is not about [me] or our president or our owners. We have 250 hardworking men and women that really push our product. They’re the best sales team we have. They deserve every bit of recognition they can get,” says Joseph Scott.

The post This Venerable Alabama Trailer Manufacturer Has New Products and Big Goals<p class="company">Dorsey Trailer</p> appeared first on Business In Focus Magazine.

Awnex is a brand builder, a problem solver, and a valued partner for some of the biggest names in the quick-service restaurant (QSR) industry. But the company’s story didn’t start in aluminum and powder-coated finishes. It began with an idea, a family, and a solution to a frustrating process.

Awnex’s roots go back to the early 1990s, when founder John F. Dicks launched a company that made custom fabric awnings for retail locations. But he quickly noticed a recurring challenge: the labor-intensive process of installing fabric awnings. “You used to have to lace them on by hand,” explains Trey Herndon, President at Awnex Inc. “John came up with a better way to do it, a frame that allowed you to staple it in. That small change made a big difference.”

This early ingenuity set the tone for what Awnex would eventually become. As it became clear that fabric wasn’t durable enough for long-term use, the company pivoted to aluminum, offering a cleaner, more consistent, and longer-lasting solution. In 2003, Awnex Inc. was officially born, focusing exclusively on architectural metal systems.

“That shift to aluminum was a game-changer,” says Herndon. “It opened the door for more innovation, more consistency, and better brand representation for our clients.”

Today, Awnex specializes in transforming ordinary buildings into branded destinations through sleek and functional metal elements like canopies, louvers, fences, and patio covers. Its products enhance the curb appeal of commercial locations, but they also serve a strategic purpose. “It’s not just about making something look nice,” Herndon says. “It must function, drain properly, handle wind loads, last for years. But it also must tell a brand story.”

Architectural branding is where form meets function. Awnex ensures each project contributes to a customer’s overall brand identity, from the colors used to the structure’s shape and placement. The concept of a “store in a box” encapsulates Awnex’s approach: delivering a full suite of customizable architectural elements that can be applied across multiple locations, enabling brand consistency and speed to market.

“Whether it’s a single store or a national rollout, we provide everything needed to ensure consistency in the look and feel of the brand,” says Herndon. “It takes the guesswork out for our clients.”

Beyond aesthetics, Awnex pays close attention to engineering and buildability, making sure that architectural elements are not just beautiful, but also easy and efficient to install. By collaborating with design firms and general contractors early in the process, Awnex can identify challenges before they arise.

This commitment to both form and function has earned the company longstanding relationships with some of the most recognizable names in the QSR industry. From corporate rollouts to custom solutions, Awnex is more than a supplier; it is a strategic partner.

“We have clients we’ve worked with for decades; there’s trust there. They know we can take a concept and get it to market quickly without sacrificing quality,” says Herndon.

That level of trust is crucial when timelines are tight and brand standards are non-negotiable, and Awnex’s ability to execute consistently across markets has become one of its key differentiators, allowing national chains to expand with confidence. “Our clients know that if they give us the specs, we’ll deliver every time—on budget, on time, and to spec.”

In many ways, Awnex becomes an extension of its clients’ design and construction teams. In commercial construction, speed is non-negotiable, and the company has even been called on to develop turnkey packages that streamline everything from permitting to delivery. That level of involvement speaks volumes about its reputation for reliability and results.

Indeed, one of Awnex’s biggest advantages is its in-house production model. From fabrication to powder coating, nearly every component is handled internally, allowing for unmatched lead times and quality control. “Because we’re vertically integrated, we’re not waiting on third parties to deliver,” Herndon explains. “That gives us a lot of flexibility.”

The company’s powder coating line, an essential piece of the puzzle, enables high-quality finishes in a fraction of the time (Awnex is already building a second powder coating line to meet rising demand, reducing turnaround time even further). The company also invests in technology and lean manufacturing practices to ensure efficiency and minimize waste. This allows the team to take on complex, high-volume projects without compromising on craftsmanship.

This expansion has led to the launch of Awnex Manufacturing Services, a new division that provides contract fabrication and powder coating to other companies in the region. “We saw an opportunity to serve other businesses who were struggling to get quality finishes on time,” says Herndon. “Some were too small for big shops to take seriously; others were too big for smaller providers. We’re filling that middle space.”

By making manufacturing expertise available to external clients, Awnex is not only diversifying revenue streams but also strengthening the regional manufacturing ecosystem. “We’ve already had multiple accounts come on board, and word is spreading quickly,” Herndon adds. This service model is particularly beneficial for OEMs, sign companies, and construction firms who require architectural metal components but lack the in-house capabilities to fabricate or finish them. It’s yet another way Awnex is expanding its impact without losing focus.

Of course, behind every successful project at Awnex is a dedicated team. With around 90 employees on site, the company is intentional about creating a values-driven culture based on integrity, teamwork, quality, innovation, and respect. “Our goal is to make Awnex a great place to work,” says Herndon. “That means clear communication, opportunities for growth, and recognition for great work.”

The team gathers regularly to align goals, celebrate wins, and ensure everyone feels connected. From company cookouts to holiday parties, the leadership team invests time and energy into cultivating a workplace where people feel valued and heard. “Culture isn’t just something we talk about, it’s something we build every day,” Herndon emphasizes. Mentorship, training, and career development programs are also prioritized, with a focus on promoting from within.

Awnex is just as committed to its hometown of Ball Ground, Georgia. From sponsoring local events to hosting field trips for the elementary STEM Academy, this team sees community engagement as a responsibility and a privilege.

“Some of the kids who came through on Halloween tours years ago now work here,” Herndon shares. “We want to be a company that gives back.”

This commitment includes supporting local schools, participating in civic activities, and working with city officials on initiatives that improve the community. “Ball Ground is more than our location; it’s part of our identity,” he says. “As we grow, we want to grow with our town, not away from it.” The relationship is reciprocal; Awnex views community support as a vital part of business sustainability, helping to create a strong, stable environment where both employees and the company can thrive.

As Awnex looks to the future, its focus is on smart growth and continuous improvement. Plans are already underway to expand operations, with an eye on the West Coast market over the next five to ten years. The company is also exploring ways to integrate sustainability into its product lines and processes. “We’re looking at solar integration, more eco-friendly materials, and even AI tools to streamline workflows,” Herndon tells us. “We’re not just growing for the sake of it—we want to lead.”

He believes the future holds even more opportunities for tech-driven innovation. Whether it’s engineering software or production automation, Awnex is “constantly evolving,” he says. “Whether it’s the way we build, the way we manage, or the way we serve our clients, we’re committed to doing it better every day.” The company is also exploring strategic partnerships and certifications that will allow it to compete in LEED-certified and government-regulated projects, broadening its market reach while upholding responsible building practices.

What started as a simple solution to a lacing problem has grown into a national brand that designs, manufactures, and delivers architectural systems with impact. But ask Trey Herndon what he’s most proud of, and he doesn’t point to a marquee project or revenue milestone. He points to the team. “What makes Awnex special is the people,” he says. “The relationships we build with each other, with our clients, with our community—that’s what drives us.”

In a business defined by specs and schedules, Awnex remains committed to the human side of success. As the company continues to expand its footprint and influence, one thing remains clear: at Awnex, innovation may be the product, but integrity is the foundation.

The post Where Vision Meets Metal – Form and Function in Architectural Branding<p class="company">Awnex Inc. </p> appeared first on Business In Focus Magazine.

In fact, Georgia is the number one state for business, according to Area Development magazine—and has been for the last 11 years. What is the secret behind Georgia’s success? The adage, ‘location, location, location,’ for starters. 80 percent of the nation’s population live within a two-day truck drive or a two-hour flight of Georgia, and the state’s world-class infrastructure is ideal for moving goods.

The deepwater Port of Savannah is the third busiest and fastest-growing container gateway in the nation, and boasts the biggest single container terminal in all of North America, according to georgia.org. The Port also maintains a greater refrigerated container capacity than any other port terminal on the East Coast or the Gulf Coast. As a result, 40 percent of the United States’ containerized poultry exports pass through the Port of Savannah.

The deepwater Port of Brunswick, meanwhile, is the U.S.’s number one terminal for new automobile imports. Its Colonels Island Terminal is the nation’s second busiest port for total Roll-on/Roll-off cargo. Already home to three berths able to accommodate more than 900,000 vehicles each year, the Georgia Port Authority has committed $150 million to building a fourth berth at the terminal, as well as 85 additional acres for auto processing and 360,000 square feet of new warehouse space.

Once goods exit the ports, they are easily whisked away via I-95, I-16, or two Class 1 railroads. Appalachian Regional Port connects the port of Savannah to companies in northwest Georgia, Alabama, Tennessee, and Kentucky through a direct, 388-mile CSX rail service route. Currently under construction, Northeast Georgia Inland Port will create a direct link to the Port of Savannah via the Norfolk Southern railroad in the near future, making it even more efficient to move goods.

Hartsfield-Jackson Atlanta International Airport (ATL), the busiest passenger airport in the world, offers direct access to domestic and international markets, with nonstop flights to 150 cities in the United States and direct flights to 70 cities in 50 different countries. On average, the airport sees a whopping 2,700 arrivals each day and over 100 million passengers departing each year. More than 725,000 metric tons of cargo are moved through ATL’s 1.5 million square feet of cargo warehouse space every year, and eight other commercial airports and over 100 public-use airports provide even more options for efficient air travel to and from the state.

Georgia’s networks go beyond transportation to include the fastest information networks in the world. In fact, Georgia was the first state in the union to precisely map the availability of broadband services, accurately identifying which areas required accessibility. Now, 85 percent of Georgia households have access to broadband internet, thanks to the public-private collaboration Georgia Broadband Deployment Initiative. In 2021, U.S. News & World Report ranked the state #5 for internet access. Two of the biggest fiber optic trunk lines in the U.S. intersect in Atlanta, in addition to two major research lines.

The state has worked hard to cultivate a pro-business environment, another key factor in its success. At just 5.19 percent, corporate tax rates are low while fiscal responsibility is high. State law requires a balanced budget, and Georgia boasts one of the lowest debt-per-capita levels in the U.S. For the last 21 years, the state has maintained the highest bond ratings from each of the Big Three credit rating agencies: Standard & Poor’s, Moody’s, and Fitch.

As the saying goes, the proof is in the pudding, and businesses have demonstrated that proof by flocking to the state in recent years. 440 Fortune 500 companies operate within Georgia, and 18 are headquartered there. Major industries including aerospace, agribusiness, automotive, defense, electric vehicle manufacturing, energy, film & entertainment, food processing, life sciences, logistics & supply chain, manufacturing, technology, and tourism are all thriving within the state.

Agribusiness is the state’s leading industry, with an economic impact of over $74 billion annually. Georgia is number one in the nation for peanuts, broilers, and hatching eggs. There are 9.9 million acres of operating farmlands and 399,200 jobs in food, fiber production, and related industries throughout the state.

With such an active agricultural sector to draw from, food processing has become another big industry within the state. Georgia is home to 1,586 food processing facilities and nearly half of the leading 100 U.S. food processing companies operate there. The state has 178 million cubic feet of cold storage space, and four of the five top global public refrigerated warehousing companies boast locations within the state.

The automotive industry also has a big presence in Georgia. The state first became an automotive manufacturing center back in 1909, when the first car was assembled there, and over the last century, leading automotive companies have continued to enjoy an ongoing presence in the state. Now, Georgia is also welcoming electric vehicle manufacturers in addition to existing automotive companies. Major players within this thriving automative ecosystem include original equipment manufacturers Kia, Hyundai Motor Group, Metaplant America, and Rivian, as well as battery manufacturers including LG Energy Solution and SK Battery America.

Georgia continues to evolve with the times, attracting new, leading-edge industries. Aerospace is the state’s second largest manufacturing industry, with over 800 aerospace companies creating an economic impact of $57.5 billion. The state’s number one export is aerospace products—$12.6 billion last year alone, and its aerospace connection goes all the way back to the 1960s, when Camden County was one of the finalists for NASA’s launch site. While it didn’t make the final cut, NASA did go on to test rockets there and the state developed a leading satellite communications technologies industry.

Today, Georgia’s aerospace industry boasts a wide range of players, from research & development, original equipment manufacturers, and hypersonics to unmanned arial vehicles, transportation services, and cybersecurity operations. Over 40 aerospace-related facilities have moved to Georgia or expanded their operations there over the last decade, creating 2,500 new jobs, and more than 200,000 people in Georgia work within aerospace-related industries, including a large number of engineers educated locally. Georgia Tech is one of the nation’s top producers of aerospace engineers, providing a steady pipeline of new talent for the industry.

The Unmanned Air Systems (UAS) industry is one rising player to watch within the state’s aerospace ecosystem. Participants within the sector are involved in a full gamut of activities, from research and design to manufacturing and operations.

Major aerospace companies located in Georgia include Anduril Industries, Archer Aviation, Arconic, Delta Air Lines, Gulfstream Aerospace, Hermeus, Lockheed Martin, Meggitt, Pratt & Whitney, Raytheon, StandardAero, Triumph, Thrush, and Universal Alloy Group.

Defense is another leading industry in the state. A strong military presence within Georgia combined with a thriving manufacturing industry across numerous sectors makes it an ideal location for defense companies, with cybersecurity just one of the many thriving defense industries in the state. Georgia boasts a “Cyber Corridor” made up of 27,260 employees and 75 information security companies generating an estimated $2.6 billion each year. The new, $100 million Georgia Cyber Center is the biggest single investment in a state-owned cybersecurity facility. The National Security Agency/Central Security Service (NSA/CSS), which is located in Georgia, has opened the Georgia Cryptologic Center and the U.S. Army’s Cyber Center of Excellence is moving to the state—along with almost 4,000 new jobs.

Georgia caught Hollywood’s attention in 1972, when the classic thriller Deliverance was filmed there. The following year, Jimmy Carter, who was governor at the time, established the Georgia Film Office, and today, the state boasts a thriving entertainment industry, raking in $4 billion annually. You may have noticed the Georgia peach logo at the end of movies or television shows, announcing the production’s connection to the state.

From entertainment and aerospace to cybersecurity and agriculture, Georgia is home to a booming and diverse mix of industries. The Peach State has evolved with the times, welcoming the most leading-edge industries while successfully maintaining its traditional sectors. With so much to offer, Georgia will be a place to watch in the future as more and more companies and individuals relocate there to enjoy the state’s many advantages.

The post Georgia on Our Minds<p class="company">Why the Peach State is Ranked Number One for Business </p> appeared first on Business In Focus Magazine.