The advent of Large Language Models (LLMs) has made AI more accessible to ordinary users than ever before in a spectacular fashion. The advent of agent-based or “agentic AI” opens the door to AI models that can operate autonomously, further increasing the utility of the technology, while the continuing development of older AI and machine learning techniques, such as artificial neural networks, has similarly brought additional benefits and capabilities.

In the field of cybersecurity—and especially for telecommunications, an arena where threats multiply by the minute—the promise of advanced AI agents capable of detecting and automatically interdicting threats in real time is especially tantalizing. But, like many great leaps forward in technology, these advances carry both opportunities and risks.

Let’s start with the opportunities. Threat actors are continually adapting their attacks to new environments, typically with the objective of either monetizing malicious access to systems or disrupting them. For a critical service like telecommunications—often thought of as Critical National Infrastructure (CNI)—protecting against these threats is of paramount importance.

New AI capabilities can help telecoms firms in many ways, including fraud detection, network monitoring, anomaly detection, threat identification, research, and automated response to intrusions. Many cybersecurity firms are seeking to leverage new AI capabilities and have announced the availability of security-focused chatbots, such as the Streaming Defense AI SOC (SD AI SOC), with the objective of assisting humans in the threat detection and incident response role.

So, you can imagine a scenario where an advanced machine learning algorithm detects an anomaly associated with malicious activity, and hands off to an agent which automatically remediates the threat and then flags it to the Security Team for further analysis. This is exactly the promise of Streaming Defense’s Attack Operations Theater, which combines machine learning, real-time visibility across the network, and privately trained LLMs to deliver the ability for security staff to interdict security threats as they happen.

AI assistants are often competent programmers and have a broad range of knowledge that can be enhanced through retrieval augmented generation (RAG) and fine-tuning to enhance the model’s knowledge and capabilities. They are also capable of identifying vulnerabilities in code faster than human testers and, crucially, don’t get bored doing so.

To pick a more fun example, imagine an AI agent with voice capabilities that can be used to waste scammers’ time, such as Virgin Media’s Daisy, which has been frustrating scammers since last year.

Is it therefore fair to say that with the new AI capabilities being released onto the market, the possibilities are limited only by our imagination in providing new security capabilities? In fact, doesn’t this mean the end of the deployment of complex security point products that all too often fail to deliver on their promises?

Well, sadly no. As with all new technologies, the adoption of AI into the cybersecurity role comes with its challenges. The most immediately obvious challenge is that you increase the attack surface of your organization. It is possible that an attacker will be able to get access to your AI and manipulate it into providing sensitive data, compromising your security posture, or simply take it offline, which may leave you without the resources to respond to a future intrusion.

Another major consideration is the fact that even with paid subscriptions, many AI companies will take any data put into the AI model and use it for future training. This lack of data sovereignty is compounded by the attraction of cloud-based AI systems since there is no requirement to spend money on costly AI infrastructure. This often proves to be a false economy as you lose sovereignty of any data put into the model. This lack of sovereignty poses major risks to any business, but especially to telecoms firms which are typically subject to additional regulatory attention.

Generic models such as Chat GPT, Copilot, and others have a very broad range of knowledge, but a poor level of expertise. They are easily biased by their training data, which is becoming scarcer now that most publicly available data has already been consumed, and AI companies are increasingly resorting to distillation—the process of training AI models on the outputs of earlier models—to make progress. This has the advantage of producing a much more efficient model at the expense of real expertise. Deepseek’s R1 model is a great example of both these problems; it promises extremely impressive performance on cheaper hardware than its competitors but at the cost of a lower level of expertise, with the inclusion of intentional bias toward Chinese government positions on certain matters.

Even models trained in the standard way are subject to “hallucinations” and will sometimes invent answers or guess if they do not have the correct answer. This is a particular problem when these models are being used by non-experts—a given model’s responses are often highly plausible, which could lead a non-expert user to rely on answers that are wrong. In specialist businesses, such as telecoms or cybersecurity, this could have disastrous results. This has led to the creation of new disciplines, such as prompt engineering, which are intended to drive better results from AI models. While this increases the utility of the technology, it creates new skills gaps as these functions are typically highly technical and as a new discipline, people with these skills are relatively rare.

Based on these potential risks, how can you take advantage of the opportunities presented by AI to help secure your business? There are several methods this author would recommend.

Firstly, have a clear strategy. If your business already has an overall AI strategy, whatever you choose to implement for security should align with the business strategy. You should have a good idea of exactly you want to achieve with AI, preferably aligned with an organizational threat model which can be used to derive security use cases (or more simplistically, things you want to prevent) that can then be used to identify opportunities for AI enhancement. This allows you to start small and expand. For example: don’t get rid of your Security Operations Centre and fire all your analysts in favour of an AI-based approach. Instead start the migration to an Attack Operations Theatre that combines real-time visibility, machine learning, and AI to enhance the capabilities of your security analysts, allowing them to detect threats across your network and the networks of your customers that they otherwise would simply never have seen.

It is also critical to maintain sovereignty of the data you put into AI models and to understand how your data and that of your customers will be used by the vendor. This has two main benefits: it reduces your exposure to supply chain attacks, and it reduces the risk that a breach of your AI provider will lead to regulatory action against your business. Using private models such as SD AI SOC is a great way to achieve this, with the added benefit that you can also fine-tune and customize the model with your own documentation and knowledge. By doing so, you deepen the knowledge of the model and reduce the likelihood of it improvising or inventing answers. Using a private local model also reduces the potential attack surface of your AI operations, and you can even put the model behind an airgap to minimize the threat of an attacker gaining access to your AI remotely.

Finally, consider the impact on your staff: do they require training? Do you need to bring in new skill sets to work with AI systems? Are there opportunities to reduce headcount in other areas? How will adopting AI in this way make your employees’ lives easier, and how will it improve your customers’ security? All these aspects should be considered and an effective communication plan developed to describe your implementation and the benefits it will bring.

There are great opportunities to leverage AI to improve telecommunications security, and by working with the strengths of AI systems while being aware of their weaknesses and the risks they can present, you can effectively use AI to improve your business’s security posture. The key to achieving this is implementing an AI security strategy that fits with the rest of your business. By aligning your AI implementation with a known set of security use cases, you will ensure that your security personnel can make an immediate impact.

AI is a new frontier in cybersecurity, and by leveraging its high pace of innovation in the right way, you can have something to shout about and bring benefits both to the field of cybersecurity and that of telecommunications.

The post AI in Telecoms Security<p class="company">Opportunities and Risks</p> appeared first on Business In Focus Magazine.

From the initial round of tariffs that the U.S. levied on its trade partners and neighbours Canada and Mexico, to “Liberation Day,” which saw an additional 180 countries slapped with tariffs, and retaliatory actions including a back and forth between China and the U.S., the outlook is grim. The stock market experienced its steepest plunge since 2020, currency values have tumbled, and trade dynamics have been permanently altered at the expense of economic competitiveness and international diplomacy.

CNBC’s “Closing Bell” co-anchor John Fortt said, “I’ve never seen anything like it,” of the after-hours market reaction that resulted in what he referred to as, “Worse than the worst-case scenario of the tariffs.”

The Budget Lab at Yale University estimated that a 20 percent universal tariff would cost the average household between $3,400 and $4,200, so with actual rates exceeding that, this is going to be a major blow to every nation ensnarled in the fight.

And amidst the fear and uncertainty, people continue to ask: what is President Trump’s end goal? Why has he chosen to turn economic partners, allies, and friends into adversaries? What does the U.S. stand to gain from these policies and how do we move forward?

Understanding tariffs and their impacts
A tariff is a type of tax imposed on imported goods by governments, typically used as a source of revenue, though since the Great Depression it has become a tool used to influence economic policy. Tariffs increase the costs of doing business and the price of goods paid for by the consumer, which leads to an onslaught of other challenges, as experienced during the Great Depression with the introduction of the Smoot-Hawley Tariff Act, which had negative economic impacts.

The historical absence of broad-based, sweeping tariffs like those imposed most recently means that no one can accurately determine the magnitude of the consequences, though it is all but promised that hard economic times are ahead. Tariffs produce an inflationary environment, slowed economic growth, and increased hardships for businesses and individuals, factors that are exacerbated with retaliatory efforts and only worsen the longer the trade war persists. Businesses have had to quickly assess their cash flow and supply chains, identify alternative suppliers, adjust pricing, diversify revenue streams, and consider new ways to make their businesses efficient.

Canadian manufacturers, for instance, face greater equipment costs, as many parts, components, and finished equipment comes from across the border, which will push the costs of doing business—and thus, prices—higher. As a result, the economy will experience a one-time permanent increase in price levels, and while businesses will absorb many of the costs in the short term, they will be passed on to the consumer in the long term. It becomes a vicious cycle that no economy will be insulated from, especially those who are intimately connected to the U.S. economy.

Tariffs will impact also impact government spending, investment, trade flows, supply chains, government revenues and gross domestic product (GDP), exchange rates, employment levels, and overall quality of life, challenges that become incrementally worse where non-tariffed alternatives do not exist, which creates an even more disruptive and inflationary environment.

Governments around the world are scrambling to create new trade relations as reduced export volumes and a weakened trade balance will lead to the depreciation of the dollar, and when employment levels and wages fall, the rising prices will become even less sustainable, which could trigger a recession or worse.

What is the end game?
Many factors could be motivating the tariff actions, but trying to put a finger on which one it is has proven difficult, especially given the steep costs that they come with.

Without question, tariffs offer a source of government revenue, and the U.S. government ran a $1.83 trillion deficit in the 2024 fiscal year, a deficit that, since his time in office, President Trump has vowed to reduce by reducing spending and introducing tax cuts, the Department of Government Efficiency (DOGE), and tariffs. What people didn’t expect was that the fight would begin with the country’s trade partners and neighbours. The President is using tariffs to put pressure on Canada and Mexico to halt the flow of migrants, illegal drugs, and weapons, which is the justification for the economic sanctions.

Currently, imports that fall outside of the United States–Mexico–Canada Agreement (USMCA) are subject to 25 percent tariffs, but if the fentanyl and immigration-related executive action was to end, they would fall to 12 percent. The challenge is, more of these goods are flowing north into Canada than they are permeating the U.S., which calls the motive into question, reports CBC News. If Canada is already doing its part to secure the border, what more can be done to free it from the impacts of the tariffs? Or is this just a guise to conceal the real reasons for doing so?

President Trump could also be posturing ahead of the 2026 review of USMCA, which was negotiated and signed during his first term in 2018. Unfair trade practices are the source of many of his qualms, and tariffs could be an economic edge in those talks.

One of the administration’s greatest priorities is to “supercharge” the domestic industrial base, which comes with its own set of challenges thanks to the tariffs, as manufacturers cannot simply walk away from existing cross-border supply chains and relationships. This is especially true of the automotive sector, which is deeply integrated across borders, as parts and components move back and forth across the border several times before they are assembled and ready for sale. If American automakers were to walk away from existing supply agreements, they could be on the hook for breakage fees of up to $500 million per U.S. factory, and there would be an even greater problem: the lack of an industrial ecosystem that can sustain a mass reshoring effort.

Labor supply and costs in the U.S. are over 20 percent higher for many manufacturers, and the lack of a skilled labor pool, paired with closure costs and timelines to get new facilities up and running, means that reshoring isn’t immediately viable. The only “hope” is that mass layoffs could trigger an oversupply that will reduce those costs and assemble an industrial reserve army that can be at the ready (a term used intentionally, as poor economic policy escalates the threat of war).

What is most likely to happen is that corporate investment will be reduced, causing investors to look elsewhere. This is what Chinese manufacturers have done in Mexico, which boasts lower operational costs, industrial infrastructure, and proximity to markets of choice. This is a major point of contention amongst the signatories of the USMCA, as many feel China is using this arrangement as a backdoor to the U.S. market, circumventing trade barriers by assembling and finishing goods in Mexico and taking advantage of the free trade agreement between the nations.

Since the mid-2010s, Chinese foreign direct investment in Mexico has accounted for a third of the investment in the country, and over the last five years, it has skyrocketed. Statistics published by Rhodium Group in 2023 show that $2.72 billion was invested in the Mexican automotive sector alone, accounting for 72 percent of China’s investment in Mexico that year. In 2024, those figures grew to three-quarters of China’s total investment.

Relations with China are of particular interest as retaliatory tariffs between the two continue to escalate, sending markets into an even greater frenzy, which has caught the attention of many who are accusing the President of manipulating the stock market through a “pump and dump” scheme, which will be difficult to prove but isn’t unreasonable to consider. The President, who has acknowledged in the past that he understands how to take advantage of the systems of government—including the tax code, which he understands “better than anybody that’s ever run for president,”—is a businessman after all, and there is money to be made.

The only difference is, as a businessman, Donald Trump is used to taking big economic risks that don’t always pan out, but as the President, it is a serious gamble at the expense of the livelihoods of many who depend on the economic cooperation and allyship of trade partners.

Anticipating impact and forging a united front
It has only been a short period of time, but the tariff environment is proving to be as aggressive as the President’s rhetoric, which includes the false claim that Canada’s economy is subsidized $200 billion by the U.S. government. What he is referring to is the trade deficit between nations, which was only $63 billion in 2024, a figure that changes with the value of oil, a commodity upon which the U.S. relies from Canada.

In 2023, Canada exported a record four million barrels per day (MMb/d), 97 percent of which was sent to the U.S., a big part of the reason President Trump has eyed it as the “51st state,” a threat to its national sovereignty that has been repeated on several occasions. The U.S. President has called for the annexation of Canada, Greenland, and the Panama Canal, by force if necessary, which supports the theory that the tariffs are a form of weaponized uncertainty to advance a greater agenda to secure control of trade routes in addition to supply chains.

People are not standing idly by waiting for economic collapse and are finding numerous ways to protest the tariffs. This is especially true in Canada where there is a renewed sense of national pride and changing consumer preferences. More than 80 percent of Canadians are changing their spending habits and showing their preference for Canadian products, reports the Financial Post, while some retailers have removed U.S. products from the shelves entirely. There is also a push to end interprovincial tariffs to promote more open trade between provinces, which would further improve access to Canadian products to offset any reduction in demand from the U.S. This is being met with global support and solidarity, even from U.S. consumers who are using their purchasing power to take a stand.

It’s working, too. Canadian manufacturers have already had to add capacity to meet growing demand, new trade alliances are being forged, and the pressure is on in the U.S. which is already feeling the pain of the boycott.

Canadians are not only keeping their retail dollars local, but they are also choosing to keep their holiday dollars local as well. According to data released by OAG Aviation Worldwide Ltd. (OAG), passenger bookings for flights between Canada and the U.S. have fallen by more than 70 percent in every month through to the beginning of October 2025, which is going to be a major blow to the U.S. tourism industry.

Companies owned by Elon Musk, the de facto head of the Department of Government Efficiency (DOGE), have also taken a serious hit. In addition to the physical damage Tesla dealerships and vehicles are targeted with, shares in the company fell 50 percent since their high, proof that people are irked by the actions of the government and that they are willing to do what it takes to show their displeasure.

Starlink has also taken a hit. Ontario Premier Ford ripped up a $100 million deal with the internet provider, banning U.S. companies from procurement contracts until the tariffs are lifted, and Mexican business magnate, investor, and philanthropist Carlos Slim cancelled a $7 billion Starlink order, pulling the full $22 billion investment plan in favor of Chinese and European offerings.

A new era of association
Amidst the uncertainty and negativity, there is a silver lining. The tariffs could be a much-needed opportunity to shake up the world economy, which has become increasingly interdependent, paving the way for stronger domestic investment and supply chains and new trade relations, which the pandemic demonstrated were very necessary.

Unfortunately, however, the tariffs have diminished one of the world’s most historic, dynamic, and interdependent relationships between trading nations at the expense the U.S.’ credibility and reliability as a trade partner. No one will be immune from the impacts of the tariffs, which will serve an economic blow to many and leave a great deal of collateral damage in its wake.

Many wonder what it will take to find a resolution, with many of the belief that once the President can broker deals with nations who are willing to negotiate, thus “proving” that his policies “worked,” he will pull back, but it is very difficult to gauge what is coming next when it is hard to understand what is motivating the decision-making process in the first place.

The post Betting Big, No Matter the Costs<p class="company">On the Brink of a Global Trade War</p> appeared first on Business In Focus Magazine.

As a respected residential design-build firm, Harrison Homes prides itself on handling all aspects of the building process, from initial design to completion. This includes everything from site development to architectural designs and floor plans, permitting, preconstruction services, interior and exterior selections, and vertical construction. These services, and myriad others, have resulted in Harrison Homes creating properties which are not only striking to look at but are built to last.

“Harrison Homes stands out for timeless yet forward-thinking design, and exceptional craftsmanship of our homes,” says the company’s Vice President of Operations, Andrew Hartman. “Our close-knit team of residential construction professionals is deeply committed to building homes the right way. We work with the most skilled trade partners out there, who understand Harrison’s quality expectations.”

And where other homebuilders often use outside architects, Harrison Homes has its own highly experienced in-house architect. “This allows us to offer a true design-build experience, streamlining the process for our clients,” states Hartman. “It also gives us the ability to move quickly and efficiently through the architectural phase, adapt to changes in real time, and collaborate seamlessly across teams. In the end, that saves our clients time and money without sacrificing quality.”

Established in 2007, Harrison Homes has built a reputation for creating outstanding homes featuring gorgeous amenities and superior finishes that are second to none. From living areas and kitchens to bedrooms and bathrooms, and even garages, no detail is too small. Stepping into a Harrison Homes property is an experience in luxury. One example is the East Village project in Roswell, comprising 74 upscale townhomes.

In mid-2024, Harrison Homes started vertical construction of the 74 upscale townhomes. Located along Holcomb Bridge Road, the three-story townhomes are part of the East Village suburban infill redevelopment spearheaded by ECI Group, a well-known privately owned real estate organization. The townhomes are developed by Milepost Development, and Harrison Homes is behind the design and construction of the two, three, and four-bedroom townhomes, which range in size from 1,277 to 1,996 square feet. Like other Harrison Homes developments, the East Village townhomes will appeal to a broad clientele, from singles to professional couples, and families to empty nesters.

“We included several elevated features that set this community apart: 10-foot ceilings in the main living areas, oversized kitchen islands with quartz countertops, and shaker-style cabinetry,” says Hartman. Spa-inspired bathrooms include freestanding soaking tubs and double vanities, and every home comes with a full two-car garage with electric vehicle (EV) charging capabilities. And to make everyday living more convenient, smart home technologies—including programmable thermostats and video doorbells—are included.

“Even the closets are upgraded for better organization and usability,” says Hartman. “Milepost Development’s goal was to provide a luxury living experience for renters—one that balances comfort, functionality, and aesthetic appeal—and I believe we delivered exactly that, and in a location that offers great schools and access to dining, retail, and transportation hubs.”

Inside, additional features include luxury vinyl plank flooring throughout, spacious walk-in pantries, stainless steel Whirlpool appliance packages, gas ranges, walk-in showers, and an included full-size washer and dryer. Outside, owners will appreciate the expansive courtyard views and fenced yards that come with every home.

Along with the East Village townhomes, Harrison Homes is also behind Sunland Park Brookhaven. An exciting new bespoke home design project, Sunland Park is the embodiment of contemporary living.

“A Hudson Brown LLC development, Sunland Park is a boutique collection of five luxury homes in the heart of Brookhaven, and we couldn’t be more excited about how they turned out,” says Hartman. Designed and built by Harrison Homes in collaboration with Design South Interiors, all five Sunland Park homes were thoughtfully crafted “to reflect what today’s homeowners are really looking for—function, beauty, and quality in every detail,” he adds.

Like other Harrison Homes developments, Sunland Park Brookhaven seamlessly blends beautiful design elements with day-to-day conveniences. At over 3,700 square feet, these five-bedroom single-family homes feature stunning elevated design elements including custom cabinetry, statement lighting, and show-stopping countertops. “We really leaned into mixing timeless architectural features with trend-forward touches, so the spaces feel both fresh and classic,” Hartman explains. Upon entering a Sunland Park Brookhaven home, you are struck by the open layout designed to maximize natural light and create a great flow. A dramatic, two-story foyer with a stunning chandelier greets the eye. Homeowners and guests are impressed by the spacious floorplan, fresh colors, modern lighting, and premium engineered hardwoods.

From there, further discoveries include a mudroom, a guest suite with full bathroom, a formal dining room, “and a dream kitchen that opens to a spacious living room with a built-in wet bar,” says Hartman. Gourmet kitchens include GE Monogram appliances, spacious quartz countertops, and eye-catching islands. This then leads to sliding doors and a covered patio with a fireplace for seamless indoor/outdoor living.

“Outside, the home exteriors are designed to complement each other and the natural surroundings, creating a cohesive and beautiful streetscape,” says Hartman. Upstairs, there are four additional bedrooms with bathrooms, a dedicated space for a home office or child’s playroom, a laundry room, and a gorgeous primary suite. For those wanting even more space, the basement can be finished to create an additional bedroom, bath, and flex space.

Other standout features include spa-like primary bathrooms with oversized rain showers, and custom built-ins and storage throughout the home. And as always, location is key, with the homes located a brief walk from Brookhaven’s best restaurants, shopping, entertainment venues, and a great deal more. “We’re proud to bring these homes to life,” comments Hartman. “They’re a true reflection of Harrison’s dedication to great design and quality craftsmanship.”

As a full-service design-build firm, Harrison Homes provides a streamlined approach to both single-family homes and townhome developments. This includes in-house architecture services, interior design, construction, and procurement under one roof. “This integrated process allows us to deliver a superior client experience and exceptional quality at every step,” says Hartman.

“We have some exciting for-sale communities in the pipeline for 2025/2026 and are looking to partner with more developers. We’re excited about what’s ahead and remain committed to building homes that stand the test of time in both form and function.”

The post Where Luxury Meets Livability<p class="company">Harrison Homes</p> appeared first on Business In Focus Magazine.

“Peach County continues to build on its strengths as a strategically located and business-friendly community,” says Jill Bowen, Project Manager for The Development Authority of Peach County. “Recent updates emphasize the continued development of our workforce, particularly with the ongoing success of the Peach Regional Workforce Development Center located in the South Peach Industrial Park.”

A key asset for the community, the Workforce Development Center provides vital educational programs including CDL driver training through Central Georgia Technical College. Peach County High School’s Career Center and its dual-enrollment program are also located there, and students have access to a variety of courses, from warehousing and welding to logistics and early childhood education.

County leaders are eager to keep up this support for the next generation of employees. There is a “continued focus on improving and expanding our workforce training programs to ensure that local businesses have the workforce they need,” says Bowen.

Businesses continue to view Peach County as an ideal location for setting up shop. “We’re also seeing sustained interest from businesses looking to take advantage of our prime location, excellent infrastructure, and supportive local government,” Bowen says. “The Development Authority of Peach County remains very active in recruiting and supporting new and existing businesses.”

And the county is planning ahead, with current and upcoming projects that will continue to strengthen the local business environment. “A significant focus remains on expanding our industrial base,” Bowen tells us. “We are actively working to attract new manufacturing and distribution businesses to the region and have seen significant growth at the Robins International Industrial Park.”

In November 2024, KIHOMAC broke ground on a new, 130,000-square-foot aerospace manufacturing facility within the park. The newly built Pratt Industries building located inside the park is now fully operational and employing over 120 workers. And there is an expansion underway of the greenhouse grower Local Bounti.

“We are also working on continued infrastructure improvements to support this growth, including being the recipient of a $2 million grant from the state to help construct a new road that will connect the interior of RIIP to Highway 247,” Bowen adds.

The commitment to growth does not stop there. Local leaders are focused on enhancing the community’s quality of life with a variety of projects, including improvements to parks, recreational facilities, and downtown areas, “making them more attractive to residents and visitors,” Bowen says.

Indeed, Peach County leadership has embraced a growth-centered mindset. “Our ‘open to grow’ attitude reflects a proactive and collaborative approach to economic development,” she says. “It means we are committed to providing a welcoming and supportive environment for businesses, investing in infrastructure and workforce development, [and] working closely with our partners at the state and local levels.” The entire community is fully behind the concept. “This attitude is deeply ingrained in our community, which values progress and opportunity,” Bowen says. “It represents a community that is forward-thinking and ready to embrace the future.”

Certainly, businesses will find myriad benefits to setting up shop in the area. “Peach County offers several key advantages,” Bowen says. The first is its strategic location. “We are conveniently located on I-75, providing easy access to major markets and transportation hubs, including Hartsfield-Jackson Atlanta International Airport and the Port of Savannah.”

In addition, there is a solid workforce already in place, ready to fill new jobs. “We have a skilled and growing workforce, with access to excellent training programs,” Bowen says. Equally important, the community is a business-friendly environment. “Our local government is committed to supporting businesses and providing a streamlined permitting process,” she says.

An affordable price tag is another critical advantage. “Peach County offers a lower cost of living than many other areas, making it attractive to both businesses and employees,” Bowen says. The area is also affordable for land development—and land is currently available, meaning Peach County is poised to become a substantial manufacturing center in the near future.

On June 16, 2022, Governor Brian P. Kemp announced the purchase of an economic development site in the community, over 1,100 acres in size. “The Middle Georgia Mega Site represents a significant economic development initiative for Peach County and the broader region,” says Bowen. “The acquisition of this site was a collaborative effort between the State of Georgia and the Development Authority of Peach County, and the site was selected because of its strategic location and potential for large-scale development.” It boasts close proximity to the major north-south transportation corridor I-75, the Deep Port of Savannah, and Hartsfield-Jackson Atlanta International Airport, and has access to rail service via Norfolk Southern.

Local leaders have made the development process easy for incoming businesses. “The site has undergone extensive due diligence, which streamlines the development process,” Bowen explains. “This includes assessments of environmental factors, topography, and utility availability. The flat topography of the site minimizes development costs and time, and the availability of utilities, and the work done to prepare the site, makes it very attractive to large-scale manufacturing companies.”

Peach County is eager to welcome a large OEM to the Middle Georgia Mega Site. “The arrival of a large Original Equipment Manufacturer (OEM) at the Middle Georgia Mega Site would have a transformative impact on Peach County and the surrounding region,” Bowen says, including substantial job creation. “It would generate a significant number of high-quality jobs, providing substantial economic opportunities for local residents.”

Economic growth would be another positive impact. “It would stimulate economic growth by attracting supporting industries, businesses, and services to the area,” Bowen says. And the increased tax revenue could be used to improve essential services including education and infrastructure.

As a result, the community would enjoy new opportunities. “It would enhance the overall quality of life in the community by providing new amenities, recreational opportunities, and cultural experiences,” Bowen says. In fact, the entire region would see a boost. “A large OEM would place Middle Georgia on the map as a premier location for advanced manufacturing and industrial development,” Bowen says. “It would also create a ripple effect of economic growth for surrounding counties. It would show that Peach County is a prime location for large-scale industry.”

The area is not just a great place to do business, it is also a great place to live. “Peach County offers a high quality of life with a strong sense of community,” Bowen says. “We have excellent schools, affordable housing, a variety of recreational opportunities, and a friendly and welcoming atmosphere in a rural setting with easy access to larger metropolitan areas.”

With so many assets close at hand, the future definitely looks bright and local leaders are well prepared for it. “Our vision for the future of Peach County is to continue to grow as a thriving and prosperous community,” Bowen says. Goals include the creation of more jobs and economic opportunities, enhancing the county’s educational and workforce development programs, improving county infrastructure, and preserving the community’s rural character and quality of life. “We plan to continue to be proactive in our economic development efforts, and to work closely with our partners to achieve our goals.”

The post Committed to Growth<p class="company">Peach County, Georgia</p> appeared first on Business In Focus Magazine.

The community was tested last fall when Hurricane Helene hit, leaving a wake of devastation throughout the region. “Our community has never experienced this type of hurricane,” Smart tells us. “It was a very strong category 1 when it hit us, and as far inland as we are, we’ve never experienced that kind of wind or damage.” To make matters worse, this was the third hurricane to impact the community over the past two years, “which is kind of unbelievable,” considering the county’s south-central location within Georgia. “We’re so far inland that this was not something we ever thought we would experience.”

The local pecan industry was hit particularly hard, and businesses and homes were also damaged. “We had over 100 homes that were total losses and then about another 600 homes that received damages of some sort,” says Smart. “It was widespread throughout our community and the surrounding counties. It didn’t just impact us; it impacted our entire region.”

This widespread impact meant that Berrien County residents had to take care of themselves. “It wasn’t something that had happened [only] in our county and we could run one county over and get help—there was no help. The majority of the county was without power for two weeks, and we had portions of the county that were without power for almost a month.”

Residents rose to the challenge. “The response to this disaster was unbelievable,” Smart says. As a volunteer coordinator for disaster relief, she witnessed firsthand how people lined up to offer assistance. “We had all ages of people showing up just saying, ‘Hey, what can I do? How can I help?’ And then our church community, the way they stepped forward in such a massive way to feed people, was unbelievable.”

When Smart reached out to these local churches about food donations, they told her, “We’re already doing it. We’re already cooking meals. We’re feeding the volunteers. We’re feeding people that [are] in rural communities.” This was crucial because in these rural areas, “when you’re without power, that means you’re without water also because, for a lot of people, it works off of their wells. So people had no way to cook or to feed their families. Grocery stores weren’t open. The fact that these churches were coming forward and preparing and serving meals, it was tremendous. It was very, very humbling to watch the response that was happening in our community.”

And the support didn’t stop there. “We had big industry stepping forward and giving money saying, ‘How can we go buy food? Can we bring food to these churches for them to cook?’ It was every single aspect of the community that stepped forward and said, ‘I want to help in some way.’ It was completely unbelievable to watch.”

The community has such a big heart, in fact, that its members wanted to help those who had an even greater need. “Even in the midst of what was going on here and the fact that we were dealing with things here, [people recognized that] North Carolina got hit even harder than we did,” says Smart. “And what I started seeing in our community was [a desire to] go beyond our walls. People just started fundraising and doing drives to get food to take to North Carolina. People that were still without power were saying, ‘Hey, I’ve got this.’ And we had a local farming family that started doing weekly trips to North Carolina and they’re still doing them. They did one last week where they’re loading a semi-trailer up full of supplies and taking it to North Carolina. So, it’s not just a heart for our community. We have people here that really care about people, and they want to help people.”

Community support has also extended to small businesses. “Our small businesses got hit really hard with this,” she says. “I created a 501(c)(3) so we would have a way for people to donate. And it was tremendous! We received donations from all over the country; people I’ve never heard of made donations to us.” The team invited any business in the county to apply for grants from the fund. The Berrien County Foundation distributed over $20,000 in total, with grant recipients receiving $1,200 apiece.

This might seem like a relatively small amount of cash, “but for somebody that didn’t have two weeks of income and on top of that had damages, this was huge,” Smart says. For example, one recipient was unable to pay the workers repairing her building—until that grant came in, right when she needed it the most, making it possible to complete those much-needed repairs and get back to doing business.

To be sure, Berrien County has a long history of supporting business. Buck Pegg, owner and founder of industry-leading Chaparral Boats, recognized this and relocated his business to take advantage of all the community has to offer. “When I made the decision to move Chaparral Boats to Nashville, Georgia from Fort Lauderdale, Florida, I have never looked back,” he says. “It was the best business decision I have ever made. Nashville welcomed my company and offered the best team of dedicated and hard workers I had ever known. We have grown from a manufacturing facility that began here with 32,000 square feet to facilities in excess of 1.4 million square feet. We are the largest single site boat builder in the world and have dominant national market share. We have over 600 employees and 262 boat dealerships representing Chaparral and Robalo around the world. I am proud to say we employ multi-generational families and we strive every day to give back to our employees and community by offering our support for school functions, charities, and in the form of scholarships awarded to the sons and daughters of our employees to date in excess of 1.4 million,” says Pegg.

“They have been a huge, huge asset to our community,” Smart adds. “They’re by far our largest industry, and then they bring so many more with them, support industries for them.”

Berrien County is also home to a robust healthcare sector, and its South Georgia Medical Center (SGMC) facility is in the midst of a major upgrade. “That has just been huge for us because in most places you’re seeing rural hospitals go away,” Smart says. “And here, we are doing a $15,000,000 expansion which has created a state-of-the-art ER right here in Berrien County.”

“Our hospital’s expansion and the addition of a new Emergency Department reflect a strong commitment to the health and well-being of Berrien County and its neighboring communities,” says SGMC Health Administrator Kevin Moore. “This new, two-story facility will provide 24/7 emergency services in a modern, cutting-edge environment, featuring state-of-the-art rooms and advanced imaging and diagnostic technology to deliver faster and more accurate results. We are excited for the continued growth at SGMC Health Berrien and look forward to better serving our region with enhanced care and resources.”

Looking ahead, this community is committed to maintaining a strong workforce by supporting young people. Berrien Ready, a weeklong program to help prepare students for the workforce, gives high school seniors hands-on learning opportunities, forklift certification, and OSHA 10 certification. The program also helps with soft skills. “We create a résumé for them; we do interview skills with them,” says Smart, with many students finding jobs right away. “We’ve had really good success with it.”

The closeknit community is known for its popular public events and, after bouncing back from Hurricane Helene, is already welcoming visitors again. The county just held the Berrien County Roundup Rodeo for the sixteenth year in a row. “It is a fundraiser for the Chamber and the proceeds from it go to help small businesses,” Smart explains. “We bring in anywhere from 2,500 to 3,000 people for the weekend. In a community our size, that’s huge.” The county’s harvest festival is another big annual event that brings in thousands of visitors each year.

After proving its ability to overcome major challenges, the community is well prepared for whatever comes next. “We have a very bright outlook in Berrien County,” Smart says. “We are seeing growth and we’re having expansions of local industry. We’re looking at new industry and business moving into our community. We’re excited about our future here.”

The post A Small Community with a Big Heart<p class="company">Berrien County, Georgia</p> appeared first on Business In Focus Magazine.

Yet, despite its rural delights, Welland is a thriving economic hub, and, with Toronto just one-and-a-half hours away, it provides easy access to the Greater Toronto Area and all it has to offer. With the city focused on growth, its state-of-the-art amenities and public facilities are a big draw for those looking to set down roots. Its friendly people make Welland a welcoming and sought-after address.

And it looks like people who move to Welland tend to stay. A recent tally of the city’s population count currently sits at about 65,500 and is projected to nearly double over the next decade and a half, as current projections indicate the possibility of its census hitting figures as high as 103,000 by 2041.

The city’s overall infrastructure is top-notch. Niagara College Canada is a proud, expanding tertiary institution offering over 125 programs, and St. Catharines’ Brock University has a selection of more than 100 programs. There is also a modern hospital which is part of Niagara Health. Beyond quality education and healthcare, residents also love their local, year-round farmers market, which has been running since 1907, creating an opportunity for everyone to get together and have a good time while being able to purchase locally produced food, treats, and other products.

The Welland Canal, which dates back to 1829, was built to join Lakes Erie and Ontario, and this 44.4km stretch of water became part of the city’s economic heartbeat when it was developed as an industrial shipping highway. Originally part of the St. Lawrence Seaway, the canal remains pivotal in providing cargo vessels access to the Niagara area. Although the region has a healthy economy and fabrication sector, it maintains the well-manicured ambiance of a fantastic place to visit, live in, play in, and enjoy.

As such—and with its very own rose named after it—the City of Welland is the ideal place to stop and smell these gorgeous blooms and perhaps even stay forever. The city is home to friendly, thriving communities where people are warmly welcomed, and a custom, illustrated children’s book, Wonders of Welland, available in English and French, shares with them all the fun stories, history, and awesome things to do in and around the city. Of course, this means a lot of exciting exploration for the entire family.

Written by the City’s Chief Communications & Engagement Officer, Marc MacDonald, and illustrated by a Niagara College student intern, Javier Carranza, the book was published in 2024, proving to be an invaluable resource in helping new arrivals settle in and become truly part of this dynamic place. “We were looking at the influx of families, children, newcomers and how to embrace the people who [arrive here],” Paul Orlando, Communications Specialist and the book’s editor, tells us.

As an absolute first of its kind across the United States and Canada, to the team’s knowledge, this invitation to adventure has proven as popular with longstanding locals as it has with new arrivals. Fully funded by private developers seeking to provide newcomers with a positive experience, the initiative is proving to be a real hit.

Many Wellanders are typically sporty folks who have a great love of and focus on environmental stewardship and enjoy spending time in the great outdoors. As a result, the city has become a popular tourist hub amongst sports aficionados of all kinds, especially those partial to water activities. To this end, the city boasts the Welland International Flatwater Centre (WIFC), which provides world-class facilities for everything from dragon boat racing to canoeing, kayaking, and rowing all year-round. There is also the Empire Sportsplex, which opened in 2023 and was honoured with the Parks and Recreation Ontario Park or Facility Design Award not long ago.

One of the city’s newest assets is its beloved Jackfish baseball team, and support for the team has given its stadium a new lease on life. “It’s a pretty popular ticket to get your hands on throughout the summer,” Jessica Ruddell, Director of Community Services, says with a smile. “We’re thrilled with that partnership and the investments made.”

Indeed, as several redevelopment projects are underway, the City of Welland has a future of growing excitement ahead of it. Upgrades include the redevelopment of Cooks Mills community centre and park in the east of the city. There are also talks of an arena development that aims to expand the use of existing infrastructure.

And sports are not the only recreational pursuits catered for here. There are many options for rest and relaxation, with much of the leisure activity in the city happening in and around the canal. There are also more than six well-tended parks to visit, offering hiking, biking or just basking in nature while taking in the splendid views.

Getting around is also a pleasure, as local city planners are firm in their resolve to make Welland less dependent on private motor vehicles through efficient public transport, biking, safe pedestrian spaces, and more. Robust planning in the past means that today, ample accommodation and housing options of many different types are available for people of all ages and stages of life. Whether starting up or winding down, in the middle of raising a family, or single, the city has plenty of suitable housing available for everyone.

Welland’s residential properties are balanced with commercial spaces to ensure retail needs are well served. Maintaining and strengthening the city’s cultural heritage is another priority, so the city is planning to implement a parks, recreation, and arts master plan, which promises to add even more appeal to an already inspiring place. Community participation in the program is being encouraged through a public art assessment program under the guidance of a culture advisory committee.

The city aims to develop its existing public art collection by incorporating new work in novel and functional ways—like inviting visitors to engage with such works throughout its parks—and the project is invigorating Welland’s existing asset portfolio. One example of such new public art is an oversized sculpture that doubles as seating and takes inspiration from the modern impression of an anchor. In addition, a beautiful amphitheater at Merritt Park on the canal seats a little over 700 people and is a prime location for concert season.

Many of the city’s professionals have been honoured with a flurry of awards in recognition of their good work. “To me, that signifies that Welland is being looked at as a leader,” says Ruddell. “We’re really happy with that and want to highlight our staff’s accomplishments.”

Such awards include three cooperation performance awards from Brock University and Top 100 Festivals and Events Ontario for its concerts on the canal. “We’re excited for the staff that put that event on,” shares Ruddell. “This was their first time delivering the event, and they did a really great job with it.” Moreover, the Greater Niagara Chamber of Commerce honoured Lina DeChellis, Director of Economic Development and Strategic Initiatives, for her contributions to this sector with an ‘Excellence in the Public Sector’ award last year. As a result of the vitality characterizing its team, the City of Welland has become a sought-after employer.

To further bolster this legacy of excellence, the City of Welland is generously investing in its people’s professional development. “People are our greatest asset,” Ruddell says. “There’s an ongoing appreciation for continuous improvement, learning, and pushing ourselves to be better. Even our senior leaders are participating in executive leadership development.”

In a world where the values that make us human and keep us mentally, spiritually, and physically healthy are significant parts of any progressive city planner’s priorities, investing in nurturing meaningful leadership skills goes a long way to securing the overall well-being of Welland. “As municipal leaders, we realize that we can achieve a lot more by partnering with the community. We’ve had a lot of success doing that,” Ruddell highlights.

One thing is certain: with its commitment to integrity, innovation, and people, the city’s wealth of unique natural assets, motivated business leaders, and everyday people who take pride in keeping this the outstanding place that it is, all come together to provide Welland with the most precious asset of all: a sense of community. We look forward to seeing where Welland goes next.

The post A Premium Destination<p class="company">City of Welland, Ontario</p> appeared first on Business In Focus Magazine.

This evolution is particularly evident in the restaurant industry, where sustainable practices are now seen as a key to long-term success.

At HopCat, growth isn’t just about opening new restaurants; it’s about building a company that thrives on community, sustainability, and long-term vision. From supporting internal career development to championing eco-friendly practices, the company is investing in the people and principles that fuel its success.

CEO Craig Stage has led HopCat’s evolution from a few local restaurants into a multi-state operation with a bold and measured growth strategy. Over the past five years, HopCat has experienced consistent expansion, now with exciting new locations launching in Southgate, Michigan, and eyeing new locations throughout the region.

“While we’re not trying to take over the country,” Stage says, “we’re not going to stop growing.” His philosophy centers around smart, intentional growth. “We know what it takes to run great restaurants, and we know what kind of markets we want to be in.”

HopCat is doubling down on its Michigan roots while tapping into new communities. “We’re excited to expand into areas where we can make a meaningful impact,” Stage shares. “We want to be the kind of business that feels like part of the neighborhood.”

With recent leadership changes, HopCat is walking the talk when it comes to internal promotion. Craig Stage stepped into the role of CEO, Andrew Woodruff was instated as CFO, and Michele Ary was elevated to Director of Marketing, all after demonstrating commitment, innovation, and a deep understanding of the business.

“There’s a lot of respect here for people who show up and give their best,” says Woodruff. “This is the kind of place where good ideas are taken seriously, where no idea is considered a bad one.”

Woodruff, who brings nearly a decade of restaurant finance experience, says internal mobility was a big part of his decision to join HopCat. “You want to work somewhere that believes in your growth. HopCat is that kind of company.”

Ary, who began as a social media intern in 2019, echoes that sentiment. “I’ve been supported every step of the way,” she says. “This company takes risks on people they believe in.”

Stage began his journey with the company in 2014 as a restaurant manager at a local HopCat, where his mentors nurtured his leadership potential. Over time, he advanced to Vice President of Operations before eventually stepping into the role of CEO. He shares, “I get excited when I see people grow from line cooks to general managers to directors. That’s the kind of growth that matters most.”

In fact, promoting from within has become a pillar of HopCat’s culture. It sends a message to employees at every level that hard work and loyalty are recognized and rewarded. The leadership team believes that employees who have grown with the company bring a level of insight and passion that’s hard to replicate, and this focus on internal development also helps foster a sense of ownership. Employees feel seen and supported, and that builds trust and long-term commitment. It also aligns perfectly with HopCat’s larger mission: building strong teams that genuinely care about their work and their community.

Sustainability remains a cornerstone of HopCat’s business ethos, with a leadership team that is committed to minimizing the company’s environmental impact while improving operational efficiency. “We want to be mindful of our waste and impact while still being profitable,” says Stage. “Sustainability isn’t just a buzzword, it’s a responsibility.”

This responsibility is reflected in both daily operations and long-term strategy. The company prioritizes working with local compost vendors and maintaining practices that support a circular economy. For example, compost generated by its restaurants is returned to nearby farms, closing the loop and keeping environmental impact as low as possible.

Ary, who now leads the brand’s marketing strategy, shares that the sustainability focus was one of the reasons she chose to grow her career with HopCat. “One of the things that intrigued me about the company when I first applied was how much they value sustainability,” she says. While the company doesn’t advertise these efforts heavily, the community impact is tangible. “It’s something that makes our team proud, even if we’re not shouting it from the rooftops,” she adds.

The leadership team also keeps its finger on the pulse of evolving best practices in sustainability, regularly exploring innovations in packaging, energy use, and sourcing. “We’re consistently thinking about how we can do better, not just for our bottom line, but for our people and our communities,” says Woodruff.

Post-acquisition, HopCat has refined its operations to remain agile and efficient, especially in a rapidly evolving industry. Its lean structure allows the leadership team to make faster decisions, act on ideas quickly, and stay responsive to market shifts. Woodruff emphasizes adaptability: “The restaurant industry changes constantly,” he says. “It’s about adapting to trends while staying true to your values.”

The company’s smaller, collaborative leadership model encourages initiative and innovation at every level. There is a clear emphasis on empowering team members to speak up, contribute, and innovate, and the team also places heavy emphasis on listening, both to guests and to staff. “It’s a place where you can raise your hand and say, ‘What if we tried this?’ and people will actually listen,” Ary says.

Stage sees this as essential. “Hospitality thrives on creativity, and creativity doesn’t happen in top-down systems. You have to trust your people.”

That lean, empowered approach has also helped HopCat weather industry challenges. From supply chain fluctuations to shifting consumer preferences, the company remains resilient by staying nimble and connected to its core values. Each new restaurant opening comes with a local focus. “During soft opening weeks, we donate a portion of alcohol sales and match ticket revenue to support a local nonprofit,” Ary explains. “In our last three new restaurant openings, we’ve raised over $40,000 for these causes.”

This hands-on approach to giving back has helped HopCat deepen ties in the communities it serves. Whether it’s supporting food banks, education programs, or neighborhood initiatives, the company takes pride in being more than just a restaurant group, but a true community partner. “We’re not just opening restaurants,” Ary says. “We’re creating spaces that add something valuable to a neighborhood.”

“It’s important that our growth aligns with giving back,” Woodruff adds. “When you show up for your community, your community shows up for you.”

This community investment doesn’t just happen at the leadership level. HopCat encourages its local teams to take the initiative in organizing charitable events and building partnerships with nearby organizations. It’s a model that fosters a sense of pride and ownership across the company. “Being part of a community means showing up,” says Stage. “And when we open a new location, we want people to know we’re here for more than just business.”

With new HopCat locations on the horizon and a leadership team forged from within, HopCat is building momentum. Yet, the focus remains steady: to deliver high-quality experiences, reduce environmental impact, and empower employees. “We’re growing in a way that allows us to keep our culture intact,” Stage says. “And we’re building a team that believes in what we’re doing.”

This team is optimistic about what lies ahead both for the company and for the communities it serves. As the company continues to grow, it remains committed to innovation, inclusivity, and intentionality. With dedicated leaders like Stage, Woodruff, and Ary at the helm, HopCat is carving a distinct path in the hospitality industry, one that prioritizes people, planet, and purpose.

“We’re just getting started,” says Stage. “And we’re excited to bring more people along for the journey.”

The post Shaping the Future of Hospitality<p class="company">HopCat</p> appeared first on Business In Focus Magazine.

Finding a fresh answer
Embracing the goal of making tough decisions less stressful while welcoming challenges as teaching moments, Larlyn consistently suggests fresh, original, tailored answers for every issue a client faces. From condos, multi-family, and single-family rental properties to luxury high-rises, townhouse complexes, affordable housing, commercial and industrial buildings, historic sites, and unbuilt communities, Larlyn delivers intelligence, exceptional market expertise, and a passion for improving communities, investments, and initiatives.

“We’ve been around a long time, and we’ve been pretty consistent,” says Larry Holmes, President and CEO. What started as “a hobby run amok” with Holmes managing some small properties for a group of investors evolved significantly when those investors encouraged him to make the jump into condominiums. Although initially reluctant, Holmes and his wife Lynne (hence “Larlyn”) eventually agreed, in the process creating value and building relationships—still the backbone of the company to this day. It’s an outlook that has served the company well.

“We’ve grown through referrals, a few acquisitions, and then normal, organic growth,” Holmes explains. “What we’ve had to do—and it’s working very well—is adapt. We’ve had our ups and downs, but we’ve developed a focused team approach.”

Holmes’ business strategy isn’t just one of the property manager looking after a client, he adds. It’s a whole team commitment, with the property manager also acting as the account manager, backed by a regional manager. Each account has a dedicated accounting person, and each property manager has an administrator who works with them on their portfolio, providing a backup, or buddy system, that keeps everything afloat should someone be sick or on vacation.

Building on education
For instance, Larlyn is currently managing a diverse conglomerate of properties that includes a farm, a plaza, some residential properties, and a marina, and is still expanding in an industry where there’s been an exodus of some of the more senior managers who are either retiring or not wanting to adapt. And while young people come in, they still need to be properly mentored and trained, adds Holmes. There are accredited courses available, but many of the necessary skills can only be acquired via hands-on experience in a variety of situations.

“You have to learn how to deal with people,” he says, which includes negotiating with notoriously challenging condo boards that range from “pretty experienced businesspeople” to those who are not. “You’re forever educating and mentoring boards as well as your staff,” he shares.

Education is key for Holmes, along with systems and processes into which he has invested greatly, including weekly meetings for the company’s three geographic regions of Alberta, the GTA (Greater Toronto Area), and southwestern Ontario. Each is headed up by a regional director who meets with their entire staff once a week to review what has happened the previous week and plan for the week ahead.

“We also try to have one educational program every month, whether internally or externally,” Holmes says. “We’ve been quite active in that regard recently because we have quite a few newer staff doing a great job, but the more we can help them, the better. It’s continuous team building and educating.” Senior staff supported in obtaining their MBA, or bookkeepers continuing to their CGA or CMA qualifications, for instance, is quite common at Larlyn because it’s all in the name of building a stronger team.

The company is also practised at adapting to a variety of challenges, including those that COVID threw its way, managing to pivot quickly via “extremely good computer software and systems” that allowed employees to work remotely, which partly continues today via a hybrid scenario that has reduced the number of physical branches. “Accountants who want to continue working from home still can,” says Holmes. “The new ones, we bring into the office because of the social and educational aspect,” while property managers work successfully in hybrid positions for the most part. But Holmes continues to stress the social importance of hands-on experience.

Success in relationships
“We’ll continue what we’re doing,” he says, “with a strong emphasis on relationships. I can teach almost anybody to manage a building, but it’s really tough to teach people how to deal with people. Relationships are huge, and we promote that as much as anything, and we’ll continue our emphasis on building relationships.”

In short, it’s not about what he wants, but what the customer wants, a commitment that has set the tone for Larlyn’s ongoing success and impressive history. “We consciously look at where we’re at and evaluate our systems,” Holmes says, “and where something isn’t working the way it’s supposed to, we try to fix it. We’re not perfect, but by addressing issues and developing people and keeping the focus on customer service and relationships, I think we will continue to be successful.”

That impressive history is also a result of embracing the team approach, he adds, along with a focus on building relationships and striving to always “hire good people.” Adopting smart and effective systems and processes as you grow is also vital, he adds.

“We went through a period where we were buying extra systems to attach to the existing system to try to make things better, and I eventually said, ‘let’s stop that and use the system we have,’” which, he says, is one of the best in North America, if not the world. “‘Let’s just figure out how to use it and use it well,’ and that’s what we’ve been doing. It’s made it easier for everybody, and certainly has had a good impact.”

It’s surprising, he adds, that many boards don’t know how to read their financial statements, which is a setback within the industry. While government licensing has some good points, it also has some challenges, which Holmes hopes will be ironed out over the next five to 10 years. “We used to be able to train in-house for the licensing ability, and our people, when we trained in-house, got better marks than when they go to the colleges,” he says. “The exams were still proctored, so it was the same material, but our people got higher marks and a better understanding of the various topics.”

Why was that? Holmes says that students in a classroom with people from other companies are often uncomfortable opening up about issues that might be happening within their own company. “They don’t want to look stupid, and they don’t want to share information about their company,” he says. Conversely, if they’re in a group made up entirely from one company, attending a course given by someone from the same company, their discussion will be about real-case scenarios which not only provide a better education but could make a real impact within the industry. Online courses don’t offer this true opportunity for learning and learning well.

“There’s nothing like case studies and discussions on cases to help you understand different situations that can occur,” he says. “But that’s one area that I hope they look at changing. They don’t seem to be talking about it yet, but that would improve the overall quality of people graduating and getting their licenses.”

Looking for the difference
Along with better, more useful education and hands-on experience, what else makes a difference in a successful property management company? Holmes has a few more solid suggestions.

“You have to learn to address issues. It’s not a weakness to admit you don’t understand something or you’ve made a mistake; it’s a weakness when you don’t,” he says. “If you can’t admit it, you can’t fix it.”

He has been able to grow Larlyn so well over the years precisely because he was determined to pivot and change with the times, making progress not only within his own company but also within the industry. “We try to keep an open mind,” he adds. “Nothing can be static in today’s world. You have to learn to adapt around it, to keep yourself competitive and keep your people on top of things.”

The post Adapt, Pivot, Grow—A Fresh Approach Brings Long-Term Success<p class="company">Larlyn Property Management</p> appeared first on Business In Focus Magazine.