Governments, the life sciences, academia, and the technology sector need to work together across disciplinary boundaries to address the current megatrends in healthcare. According to The World Economic Forum, average life expectancy in the world has risen from 34 years in 1913 to 72 years in 2022 and is expected to keep rising. The idea of spending more time with loved ones and friends and living longer, meaningful lives might be encouraging to all of us, but we also need to recognize the increase in health issues that goes hand-in-hand with these developments.

Chronic diseases are more likely to occur as people age. Almost 80 percent of persons over 65 suffer from at least one chronic illness, and as individuals live longer, previously unknown or less serious diseases are also becoming more prevalent. As a result, there are now serious health issues that call for a great deal of new medical innovation. Without putting undue strain on already overburdened healthcare systems, coming up with innovative solutions to care for the increasing number of older patients is imperative.

According to the World Economic Forum, in addition to aging, the world is becoming more urbanized, with more than 56 percent of the world’s population living in cities, and this percentage is predicted to increase to more than 70 percent by 2050. Some people will find it simpler to access care and medications if they live in big cities with dependable infrastructure, but the metropolitan health systems may face unmanageable demands because of this rapid population expansion.

Although these obstacles are significant, we’re living at a time when new technology is developing at an unprecedented rate and scale. However you feel about AI, it’s significantly speeding up the process of finding and creating new medication candidates.

Cigna Healthcare sees generative AI shaping strategy and growing its presence in the industry, causing a significant shift. According to a McKinsey poll of U.S. healthcare executives, 59 percent are actively working with outside vendors to create personalized care solutions; 24 percent intend to develop solutions internally; and 17 percent anticipate purchasing off-the-shelf generative AI products. Furthermore, generative AI will be crucial in determining strategy and expansion in the medical field. The next phase in the evolution of healthcare experiences will be to use state-of-the-art AI and machine-learning algorithms to predict patients’ needs and offer preventive measures. Additionally, by facilitating communication between patients and their care teams, these platforms will enhance the overall patient experience in areas such as medication adherence, proactive recommendations for preventive scheduling, and necessary testing and follow-up.

AI has its downsides, of course, and there will be a greater emphasis on data security to safeguard member and patient privacy as the usage of generative AI grows. The risk and legal frameworks governing the usage of generative AI will also be more strategically considered by enterprises. According to Cigna, keeping people in the loop will be crucial as generative AI doesn’t always provide accurate answers—at least not yet.

Obtaining better digital literacy is always a useful skill to have, however; whether it’s through technology that helps patients make appointments, receive medication reminders, access personal health information, or receive care virtually while being monitored remotely, knowing how to access and use these tools is vital during healthcare’s digital transformation.

Digital assistants that provide tailored material according to user needs will become more common, and AI-powered solutions will provide prompt responses, tailored content, and the best course of action in real time. By making it simple for individuals to interact with their health plans to access the care they need and then stay involved and proactive in managing their health throughout their care journey, this stage of technological disruption in healthcare will ultimately result in better health outcomes.

“In 2025, clinical excellence will be emphasized through benefits that offer whole-person support, clinical guidance, and end-to-end integrated care models and solutions in areas such as women’s health and condition-specific care,” says Cigna.

Historically, the phrase ‘women’s health’ has been linked to a narrow spectrum of conditions specific to women, such as pregnancy. However, individuals working in healthcare and governance today are realizing that women’s health encompasses much more than just obstetrics and gynecology.

Through research of 7.4 million commercially insured individuals between the ages of 13 and 64, women made up 50 percent of the population, but they also accounted for 53 percent of patients seeking medical attention and 57 percent of all care expenses. While 69 percent of the diseases included in claims data were more prevalent, more expensive, or both in women, only seven percent of the health issues assessed were exclusive to women.

This year, there will be a stronger drive to make significant progress in the field of women’s health, with compassionate advice for women that considers the full person rather than just their symptoms. A thorough grasp of the disproportionate effects that women suffer, the root reasons of the differences in their healthcare experiences, and the ways that healthcare service delivery and benefit design can be improved to better meet the unique needs of women are all part of this.

According to Canada Health Watch, the majority of Canadians desire a healthcare system where patients can access their test results and treatment plans at any time, from any location, and where the required health information flows naturally from doctor to specialist.

Patients want access to health information and digital services, such as appointment scheduling and prescription renewals, for the obvious advantages of receiving better care and saving time. With over half avoiding needless trips to the ER or doctor, more than 80 percent of Canadians who have accessed their health information believe that having strong access to their medical records has improved their ability to manage their health.

It’s evident that facilitating the smooth exchange of health information between patients and providers empowers people to play a more active part in their own healthcare and facilitates patient-centered decision-making. Additionally, physicians benefit by having a comprehensive view of their patients’ medical records since it lessens the administrative strain of acquiring medical data, enables more individualized treatment, and eventually improves patient outcomes.

Although there is broad agreement to update the healthcare system and improve data utilization, there are still crucial factors to consider in order to advance digital health.

With data showing a high degree of comfort among respondents, Canadians are embracing the integration of cutting-edge technologies into the healthcare system. Regarding AI, half of Canadians say they are at ease with its use as a medical tool, while almost 60 percent say they would be open to allowing researchers to use their personal health information for AI research, as long as informed consent is acquired.

Again, concerns about privacy and potential liability related to care decisions made using AI algorithms are the next most common concerns of Canadians regarding AI integration, behind the loss of human interaction with healthcare providers. Yet despite reservations, there is a real desire to incorporate AI into the healthcare system because of its potential to improve patient outcomes and care.

Finally, there’s a much-needed shift in mental health treatment that places more emphasis on assessment, personalization, and navigation. Mental health and well-being are currently the top health issues in 30 countries worldwide, according to Cigna, with studies showing one out of every four Americans struggles with mental health issues, and takes an average of 11 years to seek mental health treatment, which can exacerbate illness, resulting in more severe symptoms and eventually raising the expense of therapy. In the 15 months following diagnosis, outpatient behavioral health therapy has been linked to up to US $2,565 in medical and pharmacy savings, according to research.

Even while access to behavioral health treatment has significantly increased over the past five to 10 years, many Americans still struggle with it. In addition to advancements in behavioral care navigation through individualized assistance, identifying the appropriate methods of care, assisting individuals in scheduling appointments, and offering 24/7 real-time clinical support, 2025 will see a larger shift toward integrating mental health into primary care to improve access.

To properly address America’s youth mental health epidemic and help the entire family, the behavioral healthcare industry must also change. Millions of young people are struggling, whether they have a diagnosis or not, and many parents feel unable to handle the numerous issues that affect both their personal and professional lives. Additionally, employers in the United States spend about US $200 billion a year on behavioral healthcare for workers and their dependents, an amount that doesn’t include indirect costs including missed work and lost productivity.

The healthcare system is changing dramatically, with the sector set to undergo many significant changes as a result of technological breakthroughs, changing patient needs, and the ever-changing complexity of medical treatments. The future of healthcare is expected to be dynamic and transformative, encompassing everything from improving customer experiences and putting women’s health first to developing behavioral healthcare and implementing generative AI. To take advantage of these trends and enhance the general healthcare environment and results for employees, employers need to remain knowledgeable and flexible.

The post In Sickness and In Healthcare<p class="company">Trends, Challenges, and Changing Technology</p> appeared first on Business In Focus Magazine.

As part of the proposed changes, the Trump administration will hold monthly meetings with key agencies to “assess what type of DEI programs are still discriminating against Americans and figure out ways to end them,” an attempt to “dismantle the DEI bureaucracy.” Of the changes, the Equal Employment Opportunity Commission, which was established as part of the Civil Rights Act of 1964, has been overhauled by an executive order which says in part:

“Roughly 60 years after the passage of the Civil Rights Act of 1964, critical and influential institutions of American society, including the Federal Government, major corporations, financial institutions, the medical industry, large commercial airlines, law enforcement agencies, and institutions of higher education have adopted and actively use dangerous, demeaning, and immoral race- and sex-based preferences under the guise of so-called ‘diversity, equity, and inclusion’ (DEI) or ‘diversity, equity, inclusion, and accessibility’ (DEIA) that can violate the civil-rights laws of this Nation.”

But what does this mean for the United States and what implications will it have once the transition is complete? There are clear advantages to DEI programs and doing away with these policies might also erase the decades of progress that have been made under them. Or, has DEI become enshrined in our beliefs and institutions to the point that these programs are no longer needed?

What is DEI and why is it under attack?
Diversity, equity, and inclusion is an institutional strategy to work toward fair, equitable and inclusive work environments and workplace cultures by identifying and dismantling systemic barriers in the interest of more diverse, equitable policies and attitudes. This means that regardless of gender, sex, age, race, religion, and sexual orientation, people would have the same opportunities as everyone else.

These programs are demonstrably successful and have worked to reduce the barriers to entry for many traditionally marginalized peoples while also making businesses more profitable, innovative, and viable. Many of these programs were instituted as a strategy to champion workplaces that actively worked toward not just equality, but equity, a moving goal that required continuous attention to ensure that policies remained relevant with the times.

There is good reason for doing so, too, with a direct correlation between diversity and profitability. An article titled The Business Case for Gender Diversity: Why Gender Balance is Key to a Successful Business Strategy emphasizes why DEI is a smart business strategy. According to the article, which draws from a McKinsey study (How diversity, equity, and inclusion (DE&I) matter | McKinsey), companies with greater gender diversity are 21 percent more likely to be profitable.

Another article, Why Is Diversity and Inclusion Important? Explore Key DEI Stats shows that organizations in the top quartile for gender diversity found even greater results, with 25 percent or greater likelihood of financially outperforming their peers, while ethnic diversity saw a 36 percent or greater chance of the same.

The more diverse companies are, the more productive they are—often to the tune of 35 percent more—and diverse operations were found to make better decisions 87 percent of the time. Further to the financial aspects, DEI programs lead to better employee and customer attraction and retention efforts, particularly for the younger generations.

Initiating a shift
Certainly, there are many advantages to having an inclusive, equitable, and diverse workforce and policies that support these ends. Companies who maintain a diverse workforce and design and adopt policies that promote fairness and inclusion see improved collaboration, greater rates of innovation, stronger recruitment and retention, and improved employee and customer satisfaction and engagement. Without question, it adds value to an operation.

Now, however, these programs are under attack by many major corporations like McDonald’s, Ford, Walmart, John Deere, Meta, and Amazon, who are in the process of eliminating diversity programs (though what is interesting to note is the fact that these programs are being replaced by strategies that carry different names but promise almost the same desired outcomes). For instance, Meta will replace its nixed DEI program with a “focus on how to apply fair and consistent practices that mitigate bias for all, no matter your background,” which ironically, sounds a lot like a program promoting diversity, equity, and inclusionary practices—most likely because of the amazing benefits these kinds of programs bring.

With the news of Meta shifting its focus from diversity, equity, and inclusion, to diversity, equity, and inclusion by a different name, one can assume that people are not necessarily opposed to the principles embodied by these programs, but more so the labels used to describe them.

Room for change
The 30 million small businesses in the United States represent the vast majority of U.S. businesses, employing 59 million Americans and driving the economic strength of the nation. Given this, at a time when major companies are moving away from these programs, small businesses still have a role to play and can have a resounding impact on the positive outcomes of strong DEI programs. But, if you ask most small business owners, as much as they would like to be more diverse, equitable, and inclusive, they are not doing as much as they can and the environment surrounding these conditions has just been made worse.

Representation matters in a very big way. Employees tend to mirror the founder or leadership team’s race, ethnicity, and gender, so the more diverse a company’s leadership, the more diverse its workforce will be. Unfortunately, one of the common failings of DEI programs is that the committees and efforts are composed of members of the underrepresented groups themselves, with few non-minority voices at the table—and successful such programs require a collaboration between all people. It is not up to the minorities on staff to take on the burden of instituting improvements for the benefit of the collective; this often leads to fatigue for those involved and becomes counterproductive.

This is not always intended to “pass the buck” so to speak, as some non-minorities don’t want to take up space and are unsure how they can contribute to these programs or committees—but diversity is intended to include the representation of all groups. In a way, not wanting to take up space is a sign that the diversity, equity, and inclusion efforts have been working, as there is a growing recognition of the barriers and the roles that everyone must play. But it should not go so far as to make people feel excluded, as that would go against the original intention.

Sharing the wealth
Where these programs are instituted and operate with some semblance of structure, function, and outcome, they are having positive outcomes on the productivity, innovation, and profitability of businesses and make them more attractive to job seekers and customers alike. Diversity, equity, and inclusion programs have also enabled wealth-building for minority groups and traditionally marginalized peoples and have done so without compromising the wealth of non-minorities.

Post-pandemic, thanks to specialized funding mechanisms, Black business ownership increased 14.3 percent while Black wealth grew more than 30 percent in employer firm revenue, but there still exists low representation in employer firms. All of this to note that while Black Americans were seeing their positions improve, it was not at the expense of others’ wealth, which also grew during the same time.

By ensuring that minority groups and marginalized peoples have access to their share of opportunities and wealth, it ensures that there are more people at the table to share the positive outcomes of such programs. It seems that any attempt to diminish their value and effectiveness is not being done with the best intentions of a business in mind, but rather from an uninformed perspective that is based in fear and prejudice.

The post DEI Under Attack<p class="company">Why Diversity, Equity and Inclusion Matter More Than Ever</p> appeared first on Business In Focus Magazine.

With Interstate 80 crossing the heart of this exquisite area, all the towns and villages that call this county home have fantastic access to destinations across the United States. The Clarion County Economic Development Corporation (CCEDC) is the county’s lead economic development organization and recently became the county’s Destination Marketing Organization (DMO). The nonprofit is taking advantage of the county’s abundant natural assets and is fostering a community that draws business owners, residents, and visitors alike. Aspiring business owners, welcomed from larger metropoles across the country, are able to enjoy the affordable cost of business set-up and the enviable lifestyle afforded across its breathtaking rural areas.

As the lead economic development organization for Clarion County, Pennsylvania, the marketing team is tasked with bolstering the region’s economic prosperity. As such, it leverages the area’s strengths as an ideal tourist destination for those who appreciate the stunning natural environment and laidback pace. With a large part of the economy based on businesses serving the tourism sector, people here are as warm as they are hospitable, welcoming visitors from around the country and beyond for decades.

Once a visitor herself, Tourism Director Hind Karns and her family often took a break from their hectic corporate lives in Dubai to escape to this region where her husband spent his childhood. On one such holiday, the family fell in love with a home in Foxburg, a charming town on the Allegheny River, about 23 miles southwest of the county seat, Clarion. Enchanted by the region since her first visit, Karns could not have imagined that she would one day find herself in the enviable position of marketing the area and its beauty to the rest of the world.

As an entrepreneur, Karns is excited about the county’s future. “There are so many opportunities here for entrepreneurs,” she says.

The driver behind the CCEDC’s current work is to develop programs that not only hit the ground running but bring about valuable and permanent change. “We’re in the business of attracting people—because in today’s world, jobs follow people,” says Jarred Heuer, CCEDC Executive Director. “Our strategy positions Clarion County as a destination for entrepreneurs, digital nomads, individuals and families seeking a better quality of life. Through thoughtful placemaking—revitalizing our downtowns, enhancing outdoor recreation, and fostering vibrant community spaces—we create an environment where people want to live and invest.”

With this community-centric approach, the CCEDC seeks to attract opportunities that have a genuine civic interest. This, in turn, positions the county as a natural magnet for new economic opportunities and businesses that share its hardworking values.

In 2024, the organization launched the county’s first regional main street program, seeking to build consensus among local stakeholders and identify improvement projects in five downtowns across the county. Building on this initiative and drawing on resources like its relationship with the Pennsylvania Department of Community and Economic Development, the CCEDC advocated for the creation of a state program called “Main Street Matters,” a program that helps fund main street revitalization programs including enterprise improvement, façade upgrades, and more.

“In order to cultivate and revitalize our downtowns, which feeds into tourism, our regional main street program offers Clarion County’s business corridors the opportunity to work together,” says Heuer.

Passionate about the area’s outstanding potential as an even more popular tourist destination than it already is, the team is committed to doing its best to promote the industry consciously by retaining the area’s charm, its calm, and its pristine rivers and forests. In the process, it fully intends to maintain the small-town values, local character, and historic aspects that have created the ambiance of this wonderful place—all while adding a touch of modernity to its amenities for the benefit of the local economy and the communities and people that call Clarion County home.

Therefore, rather than engaging in an aggressive development strategy, the DMO’s commitment is clear in its focus on preservation, protecting the character and charm of the region while updating its offerings. “We don’t want to build high-rises; we want to build sustainable progress for the local community,” Karns confirms. In the process, protecting the area from over-saturation through tourism is a priority. To achieve these two goals in tandem means that the development team takes the conscious management of resources across the county seriously. “We aim to grow economically while staying true to who we are. Balancing tradition and innovation, we welcome visionary ideas to carve out our place in the changing world, ensuring our future remains authentic and vibrant,” Karns adds.

Several local institutions have joined the mission, creating a range of programs to support successful outcomes. Built on a solid backbone of historic industries such as steel, coal, lumber, and oil, a phenomenal amount of wealth was brought to the area in its heyday, offering the county beautiful historic infrastructure. Some of these buildings include historic libraries, homes, churches, tunnels, and bridges.

One of its prettiest towns, Foxburg, is known as the area’s resort town, with a winery, historic buildings, a very rare and historic organ and a superb art gallery in a lovely old red brick building featuring fine art, woven fabrics, basketry, artisan jewelry, and more. “The natural assets in this region are amazing. People have to experience it for themselves,” Karns says of the exquisite landscapes that surround this picturesque village and the rest of the county.

It is also home to the Foxburg Country Club, which is the United States’ oldest golf course in continuous use. The club was first established by Joseph Mickle Fox, after whom the town was named—also known as the father of golf in America—following a fortuitous meeting with Tom Morris in St Andrews in Scotland. Originally leasing the land to the Foxburg Country Club, which welcomed its first players in 1887, Fox had, according to the club’s historic records, introduced the game to friends and associates on his estates playing with a set of clubs he was gifted by Morris.

Also not to be missed is Cook Forest, with its own fascinating history and some of the oldest trees in the country. Established in 1927, Cook Forest State Park was Pennsylvania’s first park created to protect a natural area. Now a National Natural Landmark, it preserves ancient trees, diverse wildlife, and the iconic “Forest Cathedral.” Once threatened by logging, it now thrives as a premier destination for hiking, paddling, and exploring nature. Decades of conservation efforts have safeguarded its beauty, ensuring future generations can enjoy its rich history and breathtaking landscapes.

The county seat, Clarion Borough, is known for its outstanding PennWest University and is the home of the Autumn Leaf Festival. As Western Pennsylvania’s second largest university, rendering well-rounded, successful professionals who actively contribute to the well-being of society is part of the institution’s nearly 200-year legacy. In addition, the county boasts a fine YMCA facility in Monroe Township. This facility offers residents access to outstanding wellness programs, modern equipment, a heated indoor swimming pool, childcare, and a full-size basketball court. Clarion Borough is also home to a multi-generational park that is currently under construction. Celebrating the ribbon cutting of the park’s playground just last year, the completed park will offer an ice-skating rink that doubles as a splash pad in summer, basketball and pickleball courts, and more.

Post-pandemic, three fabrication outfits moved into the county. Originally from Jackson, Ohio, Speyside Bourbon Cooperage set up a stave mill in Clarion Township, bringing over 50 jobs to the county in 2022. Lewis Lumber expanded to Clarion County from Tennessee and set up shop in Strattanville, Pennsylvania. The company imports hardwood lumber and sells it as a luxury commodity. Then there is Modern Living Solutions by Greystar in Knox, which designs and fabricates luxury modular pods used in the construction of apartment complexes.

Together, these three companies brought more than 300 new employment opportunities to the area. “For a rural area like ours, that’s tremendous,” Heuer says.

Clarion County’s story was not always so glamorous, however. As the geopolitics of the 1900s changed heavy industry, the county’s small towns suffered heavy depopulation, significantly changing the economic profile of the region. Positioning current sources of prosperity against this backdrop of sudden past economic downturns—which put a number of manufacturers out of commission over time—recent trends are certainly positive for those skilled in these industries. As a result, there is also a large focus on encouraging small and medium-sized manufacturing outfits that would allow the community to better mitigate any future downturns—firstly by bringing down the numbers of possible job losses at any one time and at the same time having enough industry in place to allow for maximum employee absorption in the event of another slump.

“Entrepreneurs are natural risk-takers… We want to position Clarion County as a landing spot for people who are searching for new opportunities,” Heuer says, highlighting that the area remains ideal for manufacturing. As a former New Yorker, he is especially aware of the county’s economic potential. The DMO is therefore also committed to attracting private investment while wisely investing in public works as part of its development strategy. Lauding entrepreneurs—and especially local ones—for their determination and courage, the organization is in full support of stimulating its local economy by making it easy for businesses to set up shop here to help turn its downtown areas into sought-after, socially conscious tourist destinations.

With the area’s property market attractive to those with families in search of good schools alongside robust accessibility, moving here is perfectly doable and also practical for those who prefer remote employment over entrepreneurship while pursuing a more intentional lifestyle. And easy access from everywhere in the county to its main artery means easy access to the facilities and institutions in neighboring areas.

Of course, reimagining the county’s identity means recasting its future. As such, the county may have much work ahead, but it has a few draw cards in its favor. “I think we are on the verge of a new cycle of invention,” says Karns.

With a new tourism website, and backed by trustworthy local infrastructure, exquisite natural surroundings, and a history of tenacity, Clarion County is well-positioned to achieve its goals. By undertaking such long-term creative and innovative endeavors, this DMO knows that taking meaningful action in the right direction every day will get it to where it envisions its future.

The post Discover Clarion County<p class="company">Clarion County, Pennsylvania</p> appeared first on Business In Focus Magazine.

“It’s been a big undertaking,” she says. “Our economic development has changed over the past decade. We had to regroup and find our niche while still being productive and bringing new dollars to the county.”

With its new Tourism Director, Mary Jo Milford, appointed late last year, the organization also used the opportunity to develop a new website and branding. “We’re gearing up for our first full year with that plan behind us and that infrastructure,” Seary continues. Moreover, sights are set on marketing this lovely region internationally.

For over a century, the county has been home to Punxsutawney Phil, a position that can only be filled by an honorary groundhog, in the town of Punxsutawney, around 80 miles from Pittsburgh. On February 2 each year, as the first rays of the sun hit the landscape, Phil is pulled from his burrow to predict the end of winter or the arrival of spring. The festivities are rounded out with a party at Gobbler’s Knob.

While it is widely understood to be more superstition than hard science, Punxsutawney Phil has become such a part of the local psyche that Groundhog Day inspired the 1993 film by the same name. The film was so popular that a sequel was released earlier this year. “It’s a fun, quirky festival, an all-night celebration [that lasts] until 7 a.m. when they pull Phil out of his little enclosure. People get really into it,” Seary says. Complete with a regular Governor’s visit, a live band, fireworks, and free entry, this popular shindig tends to be well attended.

Jefferson County is also home to well over 100 sites of archeological significance to Indigenous First Peoples. These sites have been excavated with the help of the Jefferson County History Center in Brookville, which is an invaluable resource to the area that offers educational events and activities as well as fascinating exhibits. It also offers locals the opportunity to get involved in local history and its preservation through volunteering. The Coolspring Power Museum, meanwhile, features some of the world’s earliest internal combustion engines.

The county shares its access to Cook Forest State Park with Clarion County and is also home to Clear Creek State Park, with its famous Beartown Rocks hiking trail that takes visitors to a “rock city” dating back to the last ice age. For those not in the mood for hiking, an easy stroll from the Corbett Road parking lot also gets you to this breathtaking outcrop of rocks. Founded in 2017, Brookville’s Laurel Festival gives locals a chance to gather over eight days celebrating the flowering of the Mountain Laurel. And Brockway is home to the county’s most picturesque Fourth of July celebrations.

The county’s fairground in Brookville is a hub of activity all year-round with wonderful gatherings like wine tastings, horse shows, monster truck shows, and all sorts of family-friendly events, all culminating in the biggest event of the year when producers and performers from across Jefferson flock together for the county fair during the third week in July. In addition, the Hazen Flea Market in Brookville acts as the Warsaw Township Volunteer Fire Company’s main fundraiser, welcoming visitors on selected dates, typically from May to October. Offering everything from antiques to curios and quality apparel, it is historically known as the largest flea market East of the Mississippi.

For city folk who are feeling a tad claustrophobic where they currently are, the county’s population count of around 43,000 makes the area anything but overcrowded. Situated close to several large cities, Jefferson County offers the perfect balance between peaceful country living and easy access to urban amenities. “We have a beautiful state forest here in Jefferson County. It has some of the oldest living trees in the United States. It’s an outdoorsman’s paradise out here,” Seary says, adding that there is something to suit everyone’s tastes in this rural area. Indeed, with myriad outdoor activities to keep everyone in the family engaged and active, this fascinating place has a lot going for it.

As an economic development authority, the DMO lends support in securing state and federal grants to boost local community well-being and the economy. “Our doors are always open to have conversations [with businesses that want to come here],” says Seary. Jefferson County Development Council’s loan program lends $100,000 with a fixed three percent interest rate aimed at small and medium enterprises, while other local loan providers lend varying amounts. And businesses here benefit from Seary’s expertise in finding and securing grants, grant-writing, and access to local government departments.

As such, the county invites those in industry to come and explore the possibilities it provides—not only in terms of incentives but also in skilled labor. With its local trades school, Jefferson County-Dubois Area Vocational-Technical School (Jeff Tech), focused on teaching machining, welding, and other manufacturing skills, the area is blessed with young workers ready to reach the next level in their development. “Every year, these kids [are graduating] and they’re looking for jobs. So, any industry that plays to our local trades school would do well here for certain,” Seary says.

“If you are a laborer, a machinist, someone in the blue-collar field, there are high-paying jobs here where you could start tomorrow,” she shares. As Interstate 80 conveniently cuts through the center of the county with six exits, logistics become a cinch for enterprises transporting goods across the country. Two of its main towns also offer access to railway transportation.

Indeed, the county’s existing industry is doing well, and three of its more recent arrivals are especially flourishing. One of these is the Pennsylvania Medical Marijuana Project in collaboration with Cresco Yeltrah, which received permission to trade in 2017 and has met with success. “We’re very blessed to have that here in Jefferson County,” says Seary. “They’re a top employer.” The Legacy Truck Center is another enterprise that has brought a significant number of new jobs to the region since it opened in 2019.

Penn Highlands Healthcare has also substantially added to the local economy by consolidating a number of individually operating healthcare operations, ranging from hospitals to senior living facilities, under the management of a single brand. With its new community medical facility in Brookville and extensive upgrades and improvements to existing outfits, Penn Highlands Healthcare remains a large investor in the county.

Looking at the DMO’s goals for the county, Seary and her team are resolute in their vision. Set on driving a thriving economy with community at the heart of all its efforts, the organization is taking aim at fully occupied commercial properties, bustling main streets, and growing and updating housing developments.

With so much to offer, seeing the area’s tourism sector grow exponentially is also a priority. And, with such a warm sense of hospitality, the spirit of welcoming people here is not simply business as usual, Seary tells me. “We hope you visit,” she says, “but we also hope you stay.”

The post Come for Fun, Stay for Good<p class="company">Jefferson County, Pennsylvania</p> appeared first on Business In Focus Magazine.

Residents have access to all that the greater metro area has to offer, while enjoying nature in their own backyards. “Quality of life right now for employees is so important—being able to access recreational opportunities and to get outside and enjoy the outdoors, but also to live in a community where not everything feels hurried,” Suydam says. “We still have the great advantage of knowing our neighbors; we talk to our neighbors. You go to the grocery store, and you run into people you know. And I think that for businesses, that’s important in that you are building relationships outside of just your initial clients. You’re continuing to see the people you’re doing business with [and] you’re growing those relationships because it is a small-town feel.”

This small-town camaraderie can be seen in the spirit of cooperation that permeates the county. “In our community, we really are collaborative,” Suydam says. “We work really closely with many different partners.” The Chamber’s relationships include those within the business world as well as with the United Way, the district attorney, the school system, and government agencies. “We get the right people at the right table to make big things happen,” says Suydam.

This collaboration extends throughout Pennsylvania and beyond. “We’re always able to help connect to resources that a business might need at a state or federal level,” she says. “We’re always [ready] to explore those opportunities and what that might look like.”

The Youth Opportunities Uncovered (YOU) leadership program is a prime example of a collaborative initiative making a positive impact throughout the county. In partnership with the school system, the Wyoming County Chamber of Commerce program identifies students who have “amazing leadership qualities, but they’re not going to be the first one to raise their hand or speak up,” says Suydam. “And what I love about this program is it gives teachers the opportunity to say, ‘this student is showing some real positive qualities as a leader, and I know that they will thrive if given additional opportunity, but that student is never going to self-select.’”

The five-session program teaches leadership and goal setting and offers mentoring opportunities and hands-on learning, including a tour of the Procter & Gamble facilities, Wyoming County’s largest employer.

YOU encourages students to utilize the opportunities gained from the program to support the community in the future. “It really is about showing them the opportunity here in Wyoming County,” Suydam says. “Sometimes kids think they have to leave rural communities to be successful. Many of the adults they talk to in the program are very successful people who live and work right here in Wyoming County. So part of the program’s mission is really making sure they understand you don’t have to leave.”

The Wyoming County Heart & Soul community study is another successful collaborative effort. “That is a community action plan initiated through storytelling,” Suydam tells us. “We went out and surveyed over a thousand people in our county and talked to them about what their aspirations are, what they love about living here, and what their hopes are for our county.”

The findings revealed that, “regardless of where you were in the county or who you were talking to,” the area’s natural resources were highly valued. Local leaders have been quick to respond. “We continue to nurture and find opportunities to build our nature assets here in Wyoming County,” Suydam says. “We want our community to stay rural. We care about our agricultural roots and that we have a lot of green space and open areas.”

To be sure, this paradise offers a wealth of recreational opportunities. Fishing, kayaking, and canoeing on the Susquehanna River are popular pastimes. Hiking trails are abundant throughout the county. And there is a new state park to enjoy, thanks to the commitment of locals to preserve the land.

“Wyoming County did not have a state park, but a small group of community leaders started really taking care of a preserved area and knew that, long-term, they couldn’t always do it and that it really needed state funding,” Suydam says. “So, they advocated and eventually got that land designated as a state park.” Nestled along the banks of the Susquehanna River, Vosburg Neck State Park is an ideal spot for hiking, picnicking, boating, and wildlife watching. Wyoming County’s Miller Mountain, which boasts stunning views and opportunities for hiking, mountain biking, birdwatching, fishing, and hunting, was recently designated as part of Pinchot State Forest.

In another collaborative effort, the community has brought a much-needed healthcare facility to Wyoming County. “We’re constantly advocating for each other,” Suydam says, “and I think that was shown in our community coming together to fund and build the Wyoming County Healthcare Center.”

When the local hospital closed its doors after decades of being “a staple in the community,” locals were left without access to much-needed healthcare. “Our nearest hospital is 45 minutes away from our county seat,” Suydam explains. “45 minutes may not sound like much if you’re going for a routine test, but if you are in a car accident and in critical condition and need to travel by ambulance to the nearest hospital and that’s 45 minutes away, that’s a long ride. The Wyoming County Healthcare Center was born out of that crisis,” she says.

“The building was purchased by a private businessman in our area who worked with his family foundation and founded the center, and it has grown to what we like to call a medical mall.” Now, locals have access to a variety of services, from occupational healthcare to dialysis. “And all of these different organizations are independent organizations; they hadn’t normally collaborated. So, what this businessman was able to do is to say, ‘hey, we have this building, we’ve covered your long-term risk of needing to replace the roof and remodel, update the building. We need you to come in and provide your services.’ He’s been able to rent out the building to many different service providers as opposed to one hospital system taking on all of that burden.”

Wyoming County Chamber of Commerce’s above-and-beyond efforts recently earned it Pennsylvania’s Small Chamber of the Year award. Not content to rest on their laurels, the team is already planning the next project to keep the community strong. “We are working on a really exciting workforce development initiative,” Suydam shares. “It takes individuals who are unemployed or underemployed and helps them to identify their barriers in the workplace and then upskills them by working with an educational partner… There’s a gap in skill level sometimes, in rural communities. We can help identifying what those barriers have been for them and helping them to connect with a workforce agency that will assist with those barriers.”

This support includes training in life skills “outside of the job, things like financial planning,” she adds. The program specifically focuses on high-demand careers that are currently hiring in Wyoming County.

As the Chamber works to support the community and lay the groundwork for the future, the team is committed to preserving what makes Wyoming County a great place to live and work. “We care about our small-town feel for our communities,” Suydam says. With local leaders dedicated to preserving that close-knit and collaborative local culture, Wyoming County’s old hometown spirit, while welcoming new opportunities, is here to stay.

The post A Collaborative Community<p class="company">Wyoming County, Pennsylvania </p> appeared first on Business In Focus Magazine.

Sound founding principles
Yorkton was founded as a settlement and trade centre in 1882 by a group of businessmen who had formed the York Farmers Colonization Company. They purchased portions of crown land on the banks of the Little White Sand River (now Yorkton Creek) where lots were assigned to settlers who purchased land from them. In 1889, the original town was relocated alongside the new rail line to maintain economic viability as a trade centre.

In keeping with this spirit of cooperative economic development, we were recently invited to participate in an interview with various stakeholders for this article, speaking with Michael Eger, the City’s Director of Planning, Building, and Development; Randy Goulden, Executive Director of Tourism Yorkton and a member of City Council; and Marty Sveinbjornson, owner of SveinCo Developments and two-term past president of the Yorkton Chamber of Commerce.

Thriving community
Eger describes Yorkton as “too small to be a big city, and too big to be a small town,” but possessing the advantages of both. It is home to over a thousand businesses of every size. While the population of the City is 16,280—projected to grow to 25,000 by 2040—it is known for having the third largest trading district in the province, drawing employees from and supplying services to a catchment area with a population close to 200,000, which extends into western Manitoba.

According to a study from The School of Public Policy Publications, small to mid-size cities in Saskatchewan are the exceptions to the downward trend observed in the rest of Canada’s small to mid-size cities, which are not doing well in terms of a ‘vitality scale’ that measures aspects like employment rates, immigration, and youthful demographics.

Yorkton, however—which the study singled out—along with Estevan, which we featured in February; Swift Current; and Lloydminster are all scoring higher on the ‘vitality scale’ and are cited as “enticing places to build a life” by Global News’ Kimberley Fowler. Moreover, Alberta Venture Magazine labelled Yorkton as one of the Best Communities for Business in the category of “Community on the Rise.”

Balanced and advanced
Yorkton’s diverse local economy has a balanced mix of agriculture, food processing, advanced manufacturing, and both commercial and industrial operations. The economy continues to grow by encouraging expansions and attracting compatible new companies.

The City is home to some of Canada’s leading international agri-business companies. With two canola-crushing plants and four grain elevators, their success is a result of their location in the centre of some of the most fertile and productive land in Saskatchewan.

“We crush more canola oil in Yorkton than is done in the entire U.S.,” says Eger, “and we have many more opportunities in agri-processing. We have land, we have water, and we have a competitive advantage people may not realize. I think agri-business will continue to be our bread and butter. We’re the canola capital of Canada, and we have one of the largest oat-milling plants in the country, but we have even more to offer,” he says.

“Flax, wheat straw, and oat waste products present a major opportunity to expand, either through recycling byproducts to create green energy or utilizing the leftover pulp for paper and packaging materials. Through the integration of the entire agri-business sector, there are many more opportunities than just processing canola oil.”

Eger also highlights the City’s partnerships with area First Nations communities, who, he says, “are keen on expanding their businesses by partnering with parties interested in renewable energy. They are looking at solar and wind power generation and food security through developing large-scale commercial greenhouses. They are highly motivated, but sometimes it takes a partnership to move things forward.”

Shopping, health and wellness, and the arts
Yorkton’s diverse retail sector ranges from independently owned fashion boutiques and quaint cafés to large retailers including Walmart, Tim Horton’s, Superstore, and Canadian Tire, to professional and financial services, personal and health services, general contracting and trades, and hospitality.

The Yorkton Regional Health Centre, administered by the Saskatchewan Health Authority, provides fast-efficient access to health and wellness facilities. In addition, the City of Yorkton offers aquatic classes, recreation facilities, fitness programs, parks, skating rinks, walking trails, and community gardening initiatives, in order to promote a healthy lifestyle.

Yorkton is also home to a rich group of arts and cultural organizations including an art gallery, two community theatre companies, a film festival, a writer’s alliance, several dance studios, and the representation of various ethnic groups, including the Bayanihan Filipino Arts and Culture Club and the Kalyna Ukrainian Dance School.

Suncrest College, meanwhile, offers a variety of trade apprenticeship programs, technology diplomas, and the first two years of a number of university degree programs, with students able to complete their bachelor’s degrees at the University of Regina or the University of Saskatchewan. In addition, the college provides training tailored for specific local employment opportunities.

Combined with these urban amenities is the cozy feeling of a small town, a safe place for families where people volunteer and where parents drive their children to hockey practice or the dance studio no more than seven minutes from home.

A warm welcome
Sveinbjornson can speak from experience as to just how welcoming the City of Yorkton and its various development organizations are. “I grew up in a community east of Yorkton,” he tells us, “and I started my construction company (residential, small to medium size commercial, and renovations) here 18 years ago, but I was very green to business. I joined the Chamber of Commerce, put an advertisement in their magazine, and that one small $30 ad brought me a lot of business and recognition,” he says.

“There are many stories like this that other local businesses can share of the help that’s provided by the Chamber and the good relationship it has with the City Council, with Michael, and with our Mayor, who are all open and receptive to the community.”

For Goulden, “What resonates with me is the collaboration and the cooperation within our city. It is the Chamber, the City Council—the administration and the Mayor—the downtown business association (the Yorkton Business Improvement District), and our major stakeholders, who all work together to solve anything that comes across our desks and to be welcoming to new businesses,” she says.

“My time on Council goes back to when Walmart was looking to come in; when big box stores want to come into a community, it can sometimes be divisive, because there are concerns they may negatively affect smaller businesses. But working together brought everyone to understand that Walmart would be an addition to our retail sector that could grow the whole economy for us as a regional hub,” says Goulden. “When we have a challenge, our organizations and our businesses step up to decide how to solve it, and that is a huge plus.”

The joys of business—or simply being—in Saskatchewan
Welcoming investors, new businesses, business expansions, and families to Yorkton is something the various organizations have put a lot of time and thought into.

The City’s economic development website clearly explains all the advantages of doing business in Yorkton, and these include the broader advantages of doing business in Saskatchewan: a low cost of living, no payroll tax for employers, a 10 percent refundable tax on scientific research and development expenditures, no levied health premiums, and a provincial sales tax rate of only six percent.

And people looking to relocate to Yorkton will find that housing prices are the lowest compared to other cities in Saskatchewan with a similar population; that the municipal tax rates are competitive; that the City has robust infrastructure, utilities, and high-speed internet capabilities; and that there are affordable, vacant, and serviced commercial and/or industrial lots available for sale.

In addition to the City website’s detailed resource guide to help investors and entrepreneurs work their way through business licencing, the City has a number of incentives. For a limited time, Yorkton is offering a 50 percent rebate on the purchase of any City-owned residential lot for anyone looking to build a new home, while the Residential Construction Incentive gives a 100 percent tax rebate over five years to the owner of a new one-, two-, three-, or four-unit dwelling. The Rental Housing Incentive Program offers tax abatement to create new rental units in order to accommodate new workers and their families moving to Yorkton.

The City also has incentives that apply to commercial properties, including:
• the Façade and Site Improvements Program (for existing buildings)
• the New Commercial Building Tax Abatement Program
• the Vacant Commercial Building Tax Abatement Program, which is intended to offset the cost of bringing vacant buildings up to the National Building Code.

Tourism Yorkton, above and beyond
The City’s website is not the only one welcoming newcomers to Yorkton; Tourism Yorkton is also doing its part.

The organization is unique, Goulden tells us, in that it operates the only year-round Visitor Information Centre in Saskatchewan. As one might expect, it offers a visitor guide detailing activities for every season, including golf, snowmobiling, access to two provincial parks, events, and accommodations. Goulden’s organization, however, has gone above and beyond showcasing an agri-tourism program where people can learn about the various crops grown in the region and their potential uses.

Tourism Yorkton also offers a complete relocation guide. Its 16 pages are chock-full of information for newcomers—about health services, education, recreation, housing, transportation, places of worship, law enforcement services, media, employment, shopping, entertainment, culture, clubs, and organizations.

In summary, Goulden says, “A well-educated and skilled workforce, moderate property taxes, stable commercial, industrial, and residential sectors, and the good fortune of having sunny, clear blue skies, even on the coldest days, have fostered Yorkton’s emergence as one of Saskatchewan’s most promising economic regions, where a warm welcome awaits.”

The post A Community on the Rise<p class="company">City of Yorkton, Saskatchewan</p> appeared first on Business In Focus Magazine.

iWired offers a broad selection of smart lighting, heating, security, air-conditioning, and other systems that can be remotely controlled via a smart phone, computer, or voice command. Some of these devices can also operate on an automated basis. Smart HVAC systems, for example, self-adjust heating levels to avoid wasting energy. Smart water valves monitor the flow of water into a home. If water flow suddenly spikes due to a leak, the smart valve shuts off the water main before damage occurs to the home.

Smart devices “enhance the quality of life [and offer] ease and simplicity within the home,” says George. “Imagine window shades and lighting moving in tandem as your home theater or home audio comes on. Imagine, at the click of a button, changing the color of the lighting in your home to set certain moods. Imagine the ability to really feel safe and secure because you’ve got AI-embedded camera technology that tells you when there’s someone suspicious walking up your driveway.”

iWired also sells and installs home audio and theater systems, central vacuum setups, and programmable shades and blinds which can be lowered or raised at set hours. To run these smart systems, the company offers Control4, a user-friendly platform that amounts to an “operating system for the home,” explains George.

A full-service company, iWired installs the high-tech systems it sells, along with all associated infrastructure. “We do it all,” says George. “We do everything from running wiring in the pre-construction phase [of a new home]. As soon as 2×4’s are up, our team is out there running data lines and cables and conduit… We provide all the hardware, we do all the programming, and we provide ongoing continuing service once the homeowner has moved in and taken over the system,” he explains.

In addition to its head office, iWired has a branch in Prescott, Arizona and two locations in neighboring Colorado (in Denver and Colorado Springs). At present, the company primarily serves the Arizona and Colorado markets and deals with a very specific demographic: “Our primary customer tends to be an upmarket consumer,” says George. “They tend to be business executives or professionals. [The projects] we are most proud of are the ones where we’re able to really work with the homeowner to design the home of their dreams and integrate as many technologies as possible.”

To this end, the aforementioned merger with a Colorado Springs custom tech integrator called HomeRun Electronics took place a little over a year ago. “Our intention was to bring together these two great companies with the idea that we’re better together than we are apart,” George explains. “In doing so, we have really refocused our energy on the sales and service teams and used our combined purchasing power to streamline and create efficiencies in the back office.” For instance, the two companies’ accounting, HR, and operations divisions have been centralized.

The acquisition of TekServ, which monitors fire alarm systems to protect properties, has enabled the team to grow their service offerings and horizons (as George notes, most commercial properties are mandated to have a monitored alarm system). At present, the residential sector accounts for about 90 percent of the group’s business, and the goal is to diversify, increasing the commercial share to 30 percent.

If automation and high-tech systems for private homes tend to be based around convenience and fun (think home media centers with comfy couches and an array of audio/visual options), commercial systems are more pragmatic. Popular solutions for commercial buildings include automated lighting and HVAC systems, and advanced security. Increasingly, the latter includes video verification—an emerging category and a new iWired offering. In a video verification system, security cameras relay images back to a central station where they are monitored 24/7. If a person who is not verified to be on a specific property is spotted, an individual at the central station can issue a verbal warning to the trespasser.

While eager to grow into new markets or areas (perhaps through more corporate acquisitions), iWired approaches growth mindfully. “Our philosophy has always been to grow slowly so that we aren’t taking on any projects that exceed our capabilities,” says George.

Founded in 2000 as a local subsidiary of a telecom firm, iWired initially focused on putting high-speed data lines in private homes. The business grew quickly, and new services were added as the company expanded.

At present, iWired and HomeRun have 112 employees and prefer applicants with “a capacity to learn… We don’t expect that they come in with the knowledge base to do what we do, because we work on niche technology products. [Instead] we look for someone who is a team player that enjoys interfacing with customers and colleagues and has a general sense of humility and a hunger to grow,” explains George.

Asked what sets this group apart from other companies, he says, “Our three unique offerings are people, products, processes.” People-wise, the team “works really hard to hire, train, and retain best-in-class talent,” he says, pointing to the loyalty and long tenure of many company employees.

“From a product standpoint, we keep our selections really narrow. We focus on a really small basket of vendor products, and we work collaboratively with our vendor partners to ensure that customers have best-in-class service experiences.”

And when it comes to processes, the company “spends an inordinate amount of time” documenting and detailing its actions “so all of our core processes [are] repeatable.”

This methodical approach is exemplified by iWired’s robust Quality Assurance process. A project manager reviews sales orders for accuracy, scope, and inclusivity before the client signs off on them. Once a project moves into production, a QA manager accompanies teams in the field to coordinate with the home construction manager and ensure all goes to plan. iWired staff members also work closely with the homeowner during installation.

“They walk the homeowner through exactly what they bought… We take our customer service very, very seriously,” says George. In the same vein, two years ago, iWired implemented a management program called EOS (Entrepreneurial Operating System) to enhance company-wide efficiency and accountability.

Challenges come in the form of new home standardization; iWired works with large national home builders who typically construct thousands of new dwellings a year in master-planned communities. But faced with rising interest rates and construction costs, some of these builders have trimmed expenses by reducing the amount of customization in their new builds. “This presents a challenge because it [makes it harder] for us to meet with our homeowners and provide a truly customized, tailored approach to their technology solutions,” explains George. It’s important, he says, for general contractors to recognize that technology integrators such as iWired play a hugely important role in the design and construction of new homes.

As for the future, “We are starting to dip our toes into the world of drones, which is really exciting,” he adds. The potential AI represents is strong as well, with its ability to augment electronic building security. Lighting, meanwhile, “represents a new frontier for us in the residential space. To be able to provide great lighting design and then utilize great lighting infrastructure in conjunction with the electrician changes the home. You can make an average home feel exceptional with great lighting.”

The integrated Vangeo Technology Group’s overall vision for the future is also exceptional: “Our goal is to build a world-class integration organization that our competitors look at with a deep and profound respect, that our customers love, and that has the ability to continue to grow because we’ve built a sustainable foundation with systems, processes, and people that allow us to scale up within our current market and new marketplaces alike.”

The post Automation and Connectivity Solutions for Homes and Businesses<p class="company">iWired/HomeRun Electronics</p> appeared first on Business In Focus Magazine.

This move marked an important milestone not only for Minerva Dairy but also for the broader dairy industry of the time. By relocating to Minerva, Ohio, the creamery positioned itself to take advantage of new transportation and refrigeration advancements, which allowed it to consolidate operations and improve efficiency. The shift also exemplified the changing dynamics within the dairy sector, where technological innovation was beginning to redefine how and where businesses operated. This strategic decision set the stage for Minerva Dairy’s enduring success, showcasing its ability to adapt and thrive amid an evolving industry landscape.

The creamery’s move from Wisconsin to Minerva, Ohio, is a significant chapter in its history. By the mid-1920s, Minerva Dairy operated over 20 locations. However, advancements in transportation and refrigeration eventually allowed the business to consolidate operations. In 1935, the company moved into its current facility in Minerva, which had been vacant since 1928 due to the stock market crash.

“When we came to Minerva, the local milk farmers were stranded without a place to send their milk. Our arrival revitalized the area,” explains Adam Mueller, co-owner of Minerva Dairy. “We rebuilt the milk farming ecosystem here, creating a sustainable network that continues to thrive today.”

This relocation wasn’t just about business; it was about building a community. Minerva Dairy became a vital economic driver in the region, offering stability to local farmers and creating jobs. Over the decades, the company has become a beloved fixture in Minerva, contributing to local events and charities and forming lasting bonds with the community.

From its humble beginnings, Minerva Dairy has always been a family affair. The company’s history spans five generations, with each generation bringing its own unique contributions to the business. “Every single generation has had their own impact on the organization—some more than others, but all significant,” says Mueller.

The business’s commitment to family values is reflected in its leadership structure, which has consistently included women. “I’m not the first woman to have ownership in the company,” Venae Watts, sister of Mueller and co-owner, notes proudly. “Unlike most businesses that pass down leadership to male descendants, ours has always been shared among both male and female family members.”

The commitment to family values is also evident in the way Minerva Dairy fosters relationships across the entire supply chain. From the farmers who supply the milk to the team members who craft the artisanal products, every stakeholder feels like part of the extended Minerva Dairy family. This sense of inclusion and collaboration has been a cornerstone of the company’s longstanding success.

In terms of product, Minerva Dairy is renowned for its artisanal butter and cheese, which stand out for their exceptional quality and traditional craftsmanship. Unlike mass-produced alternatives, the company’s products are made in small batches, ensuring that every piece carries the richness of its heritage and the attention to detail that comes from generations of experience. The butter’s distinct creaminess and the cheese’s nuanced flavors are a direct result of the family’s commitment to using high-quality ingredients and time-honored methods. This dedication to authenticity not only elevates the taste but also creates a deeper connection to the agricultural roots of the craft.

Despite butter being the company’s most recognizable retail product, it’s Minerva Dairy’s cheese that accounts for the majority of production. “Our cheese is primarily a B2B product,” says Watts. “You won’t see our cheese on grocery store shelves under our name. Instead, it’s used as an ingredient in food manufacturing or served in food service applications.”

The creamery specializes in 40-pound blocks of direct-salted cheese with customizable moisture levels, catering to a variety of client needs. These cheeses find their way into everything from soups and baked goods to military rations. On the butter side, Minerva Dairy offers premium products, including an 85 percent fat butter, one of the few in the nation capable of producing this at scale. “Our butter is pasture-raised, which we believe is the best,” says Watts. “When cows are allowed to graze freely on lush, nutrient-rich pastures, it not only ensures their well-being but also enhances the flavor and quality of the butter. The milk they produce has a higher content of omega-3 fatty acids and a more robust nutrient profile, which translates into butter that’s richer, creamier, and more vibrant in taste. This process embodies our dedication to premium quality and is a testament to our commitment to animal welfare and sustainable farming practices.”

Indeed, quality is at the heart of everything Minerva Dairy produces. The team employs traditional methods, ensuring that each batch of butter and cheese is crafted with care and precision. This dedication to quality has earned the company numerous awards and accolades, further solidifying its reputation as a leader in the dairy industry.

One of Minerva Dairy’s standout qualities is its ability to adapt to customer needs. “What sets us apart is our ability to adjust recipes and processes to meet specific requirements,” says Mueller. “We’re small enough to be flexible but large enough to handle national distribution.” This adaptability extends to private label manufacturing and co-packing services, allowing the creamery to cater to a wide range of clients, from high-end restaurants to retail chains.

The company is also prepared for growth. “We’re not at full production capacity,” says Watts. “We have room to grow, both on the cheese and butter sides, which allows us to take on new clients and projects without compromising quality.”

Innovation is another driving force behind Minerva Dairy’s success. The creamery continually invests in new technologies and processes to enhance efficiency and sustainability. Whether it’s implementing eco-friendly packaging or exploring new product lines, the company remains at the forefront of industry trends.

At the heart of Minerva Dairy’s success is its dedicated team. With approximately 85 employees, the creamery prides itself on fostering a supportive, family-oriented culture. “Coming together is a beginning, keeping together is progress, and working together is success,” quotes Watts, emphasizing the company’s collaborative spirit. “Our team is truly passionate about their craft, whether they’re cheese makers, butter makers, or part of our QA and warehouse staff.”

This commitment to teamwork extends beyond the walls of the creamery. “We’re deeply connected to the agricultural community,” says Mueller. “Our responsibility is not just to our consumers but also to the family farms that supply us. By providing a reliable market for their milk, we help ensure their survival in an industry that’s increasingly challenging.”

Employee retention is a testament to the company’s positive culture. Many team members have been with Minerva Dairy for decades, a rarity in today’s workforce, and this loyalty speaks volumes about the respect and appreciation employees feel within the organization.

Minerva Dairy’s role as a balancing plant is another crucial aspect of its operation. By stepping in to process surplus milk, the creamery ensures that local farmers have a consistent and reliable outlet for their products. For example, during times of fluctuating demand, such as the COVID-19 pandemic, Minerva Dairy’s ability to absorb excess supply helped stabilize the livelihoods of numerous small-scale dairy farmers. This role not only prevents wastage but also strengthens the broader supply chain, creating a ripple effect that supports both agricultural communities and food security on a larger scale.

“We ensure that no milk goes to waste,” Watts explains. “If other manufacturers have surplus milk, we step in to process it, preventing wastage and supporting the supply chain.” This flexibility proved invaluable during the pandemic, highlighting the importance of a secure and robust food supply chain.

The creamery’s commitment to sustainability is also evident in its certifications. Minerva Dairy is SQF-certified and USDA organic certified, as well as kosher and halal certified. These credentials reflect the company’s dedication to producing high-quality, ethically sourced products.

Beyond environmental sustainability, the company is deeply invested in social sustainability. Minerva Dairy actively supports local schools, charities, and community events, reinforcing its role as a cornerstone of the Minerva community. “We’re not just a business; we’re a neighbor,” says Watts.

And the impact on the broader dairy industry cannot be overstated. By maintaining strong relationships with small family farms, Minerva Dairy ensures these businesses continue to thrive despite the dominance of larger industrial producers. The company’s advocacy for small-scale farming helps preserve biodiversity, protect rural economies, and maintain ethical farming practices that prioritize animal welfare.

With a new website launch, Minerva Dairy is poised to share more of its story with the world. The updated site will feature videos showcasing the butter-making process and a glimpse into the company’s cheese production. “We want to give people a holistic picture of who we are and what we do,” says Watts.

As Minerva Dairy continues to grow, its commitment to quality, community, and sustainability remains steadfast. “We’re not just making butter and cheese,” concludes Mueller. “We’re supporting a way of life, preserving traditions, and ensuring a future for small family farms. That’s what makes this work so meaningful.”

The post Artisanal Craftsmanship, Sustainability, and Community Impact<p class="company">Minerva Dairy</p> appeared first on Business In Focus Magazine.

Radius offers 24-hour fire alarm and sprinkler monitoring services along with a command centre staffed day and night, seven days a week, by certified fire personnel who are dedicated to keeping industrial, commercial, and multi-family residential facilities—and the people who live and work in them—safe.

Radius differs from other fire protection companies in that it doesn’t subcontract its monitoring services. If there is an issue with monitoring equipment or a fire alarm, Radius customers can call a single number for a certified Radius technician to tackle any issue immediately, protecting life and assets.

Protection from the very start
Another aspect that sets Radius apart is its fire safety division’s approach to new building projects, an approach encompassing the entire life cycle of the building, beginning in the construction phase. Radius provides security on the job site, plans fire escape routes and signage, and assists with choosing from among the different types of fire suppression systems—water, foam, dry chemicals, inert gas, or other chemicals, ensuring that what is chosen and installed fits the complex needs of the project, whether manufacturing plant, refinery, or multi-story office tower.

Employing the latest smart technology, professionals will install the alarm, sprinkler, suppression, monitoring, and emergency light systems; carry out annual inspections; review the fire safety plan if the building undergoes renovations; and modify this plan accordingly. Over time, Radius will repair equipment as needed and update it should fire code regulations change.

“From the day the shovel hits the dirt to the installation of equipment and development and review of fire safety plans, we are there every step of the way providing our customers with professional services,” says Dave Baxter, partner and director of Business Development.

Radius runs in the family
In 1948, Ed Boheme founded a fire protection company in the southern mainland of B.C. with what the company describes as “a half-ton truck and a ton of gumption.”

Baxter explains that “In the 1970s, my grandfather moved from Manitoba to B.C., purchased the company, which then had five or six employees, and ran it for 15 years. Then my father took over as president, ran it with my aunt, and built it significantly to over 100 employees.”

In the 1980s, a sister company, Radius Security, was formed, with locations in Calgary, Alberta and Dallas, Texas which focused on security, burglar intrusion, and home monitoring stations, and which we featured in our July 2021 edition.

In 2021, Mike Baxter, Dave’s brother, took over as president of The Radius Group, (which includes Radius Fire Protection and Radius Security), making it a third-generation Baxter family-owned and operated company. The business has continued to grow, with over 250 employees, a fleet of vehicles, and thousands of satisfied customers.

In 2023, the company won Richmond, B.C.’s award for Best Large Business after a thorough review of its management and employees by Chamber of Commerce representatives. “Our next goal is to be the best business in B.C.,” says Baxter.

Despite its growth and success, the company maintains a family atmosphere and cares about its employees, says Baxter. “We focus on new employees to make sure they are welcomed, but also on our long-time employees, and we observe their milestone events. We provide intensive training, and our employees know they have a career trajectory here because we have implemented a variety of internal training programs.”

Another thing that differentiates Radius is its culture. “Because we’re authorized to train people, we can hire based on attitude, meaning we hire people we know will get along with our team. Our culture includes our Radius ‘DNA – 30’ fundamentals that we rotate weekly and discuss at the start of our meetings for five or ten minutes,” Baxter explains. “This week, for example, we’re talking about how to practice blameless problem solving and discuss how we’re all going to live that DNA throughout the week,” he says.

“It’s about leading by example, and we’ve seen that DNA and those fundamental principles have a transformative effect on our company. People who feel they don’t fit in here can self-select out if it’s not working for them, and that’s ok. We have our fundamentals we’ve chosen to live by, and they work for us and our customers.”

Authorized fire technician training
Radius Fire Protection is the only fire protection company in B.C. authorized by the Applied Science Technologies and Technicians of B.C. (ASTTBC) to train Fire Protection Technicians. This means that Radius alone in B.C. can offer in-house training courses for the “Fundamental Six” (Fire Alarm, Sprinkler, Emergency Lights, Extinguishers, Electronics, and ASTTBC Code of Ethics) while at the same time inculcating the values expressed in the Radius DNA program.

Certification assures customers that their fire protection needs are in capable hands and that the technicians possess the skills and knowledge to perform critical fire protection and life safety services, including inspection and testing of various systems.

Baxter tells us that there are schools that offer such courses, but the classes tend to be theory-based, with the student technicians only gaining practical experience through on-the-job training. Unfortunately, this presents the real possibility of critical mistakes being made that could severely compromise the customer’s installation or testing protocols.

By contrast, he says, Radius Fire Protection “offers a controlled environment where students can learn without putting actual clients in jeopardy. We take students and get them to build a fire alarm system, troubleshoot it, and show us how the testing is done, and it is far more in-depth than any other course available. They spend half the day studying theory, which is a prerequisite for certification, and the other half putting the theory into practice in our facility, where they can’t damage a client’s assets,” he explains.

“What this does is give our customers confidence about what our technicians have learned and that they’ve made their mistakes in our facility and not in theirs. When our technicians go into a customer’s building, they know what they’re doing and they can work in the field mistake-free.”

An added benefit of Radius’ approach to education and training is its small class size, with no more than four trainees at a time, which leads to greater student engagement. “It’s the only school I’ve ever seen where students show up an hour early and stay an hour late because they’re so eager to learn,” Baxter shares.

In addition, student certification with ASTTBC is not a one-off achievement; registration must be renewed annually, demonstrating a commitment to staying current with industry standards and practices through the ongoing training Radius makes available to its technicians.

Supporting the community
By its very nature, Radius Fire Protection supports the community it serves, fulfilling what psychologist Abraham Maslow considered the most basic of human needs, that of safety and security, without which people and their enterprises cannot grow and prosper.

As a member of the National Fire Protection Association, Radius takes its responsibility to that organization, to the ASTTBC, and to its customers, seriously. But beyond that, Radius Fire Protection reaches out to the community by making donations to the B.C. Professional Fire Fighters Burn Fund, founded in 1978. Each year, approximately 1,000 children and adults are treated for burn injuries in B.C. and the Yukon, and the Burn Fund assists with their recovery.

Burn Fund operations include the Home Away Centre located in downtown Vancouver, which offers burn and trauma survivors and their families—including firefighters—accommodation while receiving medical treatment if they must travel more than 100 kilometres to access it. Burn Fund also offers camps and retreats for families and individuals of all ages.

Meanwhile, Radius Fire Protection’s sister group, Radius Security, supports the Pacific Community Resource Society. Since 1984, this organization has been providing social services across B.C. related to education, employment, housing, substance abuse, mental health, and youth and family support services. The organization’s Youth Hubs offer drop-in support, access to food, programming, and life skills development. “Protecting our community is central to what we do,” Baxter says. “It is all-encompassing.”

Indeed, Radius Fire Protection’s dedication to safety, training, and community service makes it a leader in the fire protection industry. From its comprehensive, in-house technician training to its commitment to smart technology and full-service fire monitoring, Radius sets the standard for excellence. Rooted in family values and guided by a strong company culture, it continues to grow while staying true to its mission of protecting lives and property. And with a deep sense of responsibility to its customers and the broader community, Radius Fire Protection is more than just a service provider—it’s a trusted partner in safety, today and for generations to come.

The post Protecting People and Property<p class="company">Radius Fire Protection</p> appeared first on Business In Focus Magazine.

Drinking in a creative manner means “challenging the status quo,” says Chief of Staff Toni Shelton. “Consumers make a choice every single day when they pick up a drink. By picking up a Collective Arts drink, you’re supporting artists, you’re supporting the local economy, you’re supporting your neighbours, you’re supporting innovation.”

The company matches this celebration of creativity with business acumen and a commitment to quality. Collective Arts sources natural ingredients and utilizes a huge variety of hops to add flavour to its craft beers. The team sells its products worldwide, operates brick and mortar locations in Toronto and Hamilton, Ontario, and maintains a broad, entrepreneurial vision.

Collective Arts primarily works within three product categories: craft beer and RTD products (this segment includes canned cocktails and the like), non-alcoholic beverages, and cannabis-infused drinks.

Craft beers from the company include Collective Lager, Ransack The Universe, Life in The Clouds, and Jam Up The Mash, a “juicy, sour, and extremely refreshing” beer. RTD offerings range from a Blood Orange & Lime Margarita to Skinnycap vodka sodas and beyond, while Guava Gose, Hazy Pale Ale, and Emerald Stout comprise some of the brand’s non-alcoholic brews. And all beverages come in wildly illustrated bottles and cans featuring unique artwork.

The company originated in 2013 when Matt Johnston, who worked for independent Canadian brewery Moosehead, joined forces with Bob Russell, who worked in the art and design sector, to create a craft beer brewery.

Initially, the business sold “one or two SKUs” (it’s first product was a craft beer called Rhyme or Reason), recalls Shelton. Soon, the company also began to branch out and started making cider as well as craft beer. It now offers Local Press Apple Cider and Local Press Apple & Cherry Cider, with 5.6 percent and 5.8 percent ABV (Alcohol by Volume) respectively.

From there, the company expanded into spirits, particularly gin, and then non-alcoholic wares. Gin offerings include Lavender & Juniper Gin (containing botanicals such as orris root, juniper, coriander, heather, chamomile, and lavender), artisanal dry gin, and Rhubarb & Hibiscus Gin. And once more, there was a strong emphasis on quality and creativity.

“We felt we could be experiential and creative and disrupt that premium [spirits] category with art on bottles. So, we developed a unique system where all of our bottles are painted. You can peel the label off, and you get a beautiful bottle,” explains Shelton. Artists can submit their work to Collective Arts for possible inclusion on a bottle, store wall, merchandise, or another surface. If the company selects an artist’s work, they will be offered a licensing deal, with Collective Arts reserving one percent of revenue to pay for this service.

The company’s Toronto and Hamilton locations offer patrons a full-on Collective Arts experience. The Toronto facility consists of a taproom, kitchen, café, music venue, and retail space. It features “rotating music—we have jazz nights, piano bar nights,” and other special events, says Shelton. The Hamilton locale offers a slightly different mix; in addition to a 10,000-square-foot event space, retail store, and beer garden, the Hamilton branch also houses the company’s manufacturing operations.

Collective Arts’ fun and well-conceived marketing strategy centres around community building and storytelling. The team attends trade shows, maintains an active social media presence, and celebrates its relationships with artists to get its name out, as well as relying on proactive email campaigns. “Email marketing is where we really thrive,” says Shelton. “We have a really strong database. We’re up to 80,000 consumers on our database, and communicate with them weekly.”

It’s all about the product here, and Collective Arts takes a huge amount of pride in its brewing, distilling, and mixing processes. “On the beer side, craft breweries in general are going to be using higher quality ingredients than macro breweries… I think we may be one of the top hop buyers in the country… It’s all about the quality and quantity of the hops,” says Shelton, referring to one of the main ingredients in beer-making.

In terms of RTDs, Collective Arts “procures real ingredients” including “real blood oranges from Italy and real mango juice that we use in our cocktails. We also use real spirits, where a lot of companies will use a neutral grain spirit.”

And the company takes the same approach to its energy drink line. This line—called Wide Eyed Energy—includes Blood Orange Vanilla BOOST, Lemon Berry BOOST, Raspberry Lime MAX, and other drinks made without sugar, preservatives, or artificial sweeteners. Shelton compares Wide Eyed Energy drinks to sparkling water, adding, “We’ve actually steeped all the fruit and ingredients to give them a bold flavour without having to add in all that extra stuff.”

The company’s non-alcoholic beer (a rapidly growing category for people who are wary about intoxicants), is tastier than the competition’s, claims Shelton. Most breweries simply remove alcohol from their brew to create non-alcoholic beer—a process that can result in lackluster suds. Collective Arts, by contrast, relies on a controlled fermentation process involving a type of yeast “that slowly ferments the beer so you can control the flavour” while keeping alcohol content to a minimum, Shelton explains.

The company also offers a line of cannabis-infused beverages, which are sold in Canada under the brand name Collective Project (the brand separation stems from Canadian regulations that aim to keep alcohol and cannabis companies apart). Products include a cherry and vanilla sparkling juice called Cosmic Cowboy and White Peach & Cardamom seltzer.

“We’re the top selling cannabis beverage in Canada. We have about nine SKUs on the market. It’s very much based on the Collective Arts non-alcoholic portfolio: juices, sparkling waters,” says Shelton.

The company’s devotion to taste and innovation has been recognized by the beverage industry. Rum and gin from Collective Arts have earned gold, silver, and bronze awards at the London Spirits Competition in the UK while the company’s Lavender & Juniper Gin was named Best Flavored Gin at the 2021 San Francisco World Spirits Competition. Last fall, non-Alcoholic Guava Gose took home a Gold at the 2024 Canada Beer Cup Awards (a competition for independent breweries), while Stranger than Fiction Porter earned a Bronze at the World Beer Cup 2016. The company was also named Brand of the Year in 2020 by Strategy magazine, which covers the Canadian marketing and advertising sectors.

Today, Collective Arts has approximately 100 employees, including staff at the manufacturing plant in Hamilton and sales teams in Canada and the United States, and the company’s website contains a detailed code of conduct for its workers that prohibits bigoted and toxic behaviour. This code of conduct is a reflection of the fact that creativity requires diversity, says Shelton. At the same time, the company also wants “passionate folks who are entrepreneurial… When it comes to finding the right people, it’s a mix of what I call ‘head up’ and ‘head down,’” she continues.

In simple terms, this means staff members who can look into the future, watch for trends, and help with planning without losing sight of day-to-day operations and any areas or processes where the company can improve.

Going forward, Collective Arts is “very much in test phase on the non-alcoholic innovation front. We’re still trying to learn and find out what’s resonating with consumers, what needs to be tweaked here and there. Ultimately, we’re bringing out new flavours, new formats,” states Shelton.

Asked what the company’s goals are for the next few years, she tells us that “it’s to be a global leader in the three categories that we are currently in… We want to create a brand where consumers can open their fridge and it all be Collective Arts. That’s going to be an amazing thing.”

The post Where Art, Creativity, and Beverages Meet<p class="company">Collective Arts</p> appeared first on Business In Focus Magazine.