“We’re always working to be more than just a place where people live,” says Bowers. “We want to be a place that people choose because of what we offer, whether that’s the lifestyle opportunities or the sense of community that we offer.”

She emphasizes that every project and policy decision in La Porte is tied to the goal of creating long-term value for residents. That includes upgrades to city infrastructure, beautification efforts, and quality-of-life enhancements that ensure people don’t just live in La Porte—they thrive there.

One prime example is the city’s focus on connectivity. “We’re making investments every day like expanding our hike and bike trail to connect neighborhoods, schools, and downtown,” Bowers explains. “We’re updating parks with modern play equipment and adding public art that celebrates our heritage.” These improvements aren’t just aesthetic; they’re designed to bring people together, enhance public spaces, and foster a deeper sense of belonging. Parks, trails, and open spaces are seen not just as amenities, but as essential tools in building social cohesion and improving mental and physical health.

The city has also committed to large-scale infrastructure improvements. A massive $28 million investment in flood protection is helping to safeguard homes and neighborhoods, providing peace of mind for families and boosting property values across the board. “It really is a reflection of how seriously we’re taking long-term infrastructure improvements,” Bowers says. “It will help both our current residents and future residents.”

A cornerstone of La Porte’s revitalization is the transformation of its historic Main Street district. Since 2022, the city has been executing a comprehensive Main Street Master Plan focused on walkability, aesthetics, and support for local businesses. “We’re trying to create a place where small businesses can thrive, where residents, visitors, and entrepreneurs feel welcome. And we’re already seeing momentum.”

Over the past two years, 13 new businesses have opened downtown, including coffee shops, boutiques, and service-based establishments. The story of Texaco Snow Cones and Ice Cream stands out as a local success. “This business started as a food truck at our monthly Main Street trade days,” Bowers shares. “They gained enough of a following to open a brick-and-mortar store downtown and they recently celebrated their one-year anniversary.”

This kind of story is becoming more common as La Porte builds a reputation as a city where small businesses are seen, supported, and celebrated. The affordability and community-oriented culture of the downtown area make it a compelling place for entrepreneurs looking to test new ideas or transition from mobile to permanent locations.

To sustain this momentum, the city is working with an engineering firm on a report that will guide future improvements—everything from sidewalks and lighting to parking and flexible spaces for events. These changes aim to make Main Street not just a place to visit, but a place to linger, to discover, and to return to.

“For a small business owner who wants to open a storefront but without the steep cost of downtown Houston, our location is the ideal spot,” Bowers tells us. “It’s the perfect place for outreach and community support.”

Beyond Main Street, La Porte is preparing for transformative growth along the Highway 146 and W. Fairmont Parkway corridor. This major thoroughfare connects La Porte with the Port of Houston and downtown, making it a prime target for commercial investment. The highway is currently being expanded from two to three lanes in each direction, a move Bowers describes as a game-changer. “It’s going to improve traffic safety and increase our accessibility to major economic hubs. That alone makes La Porte more appealing for commercial development,” she says.

New projects are already underway along the corridor, including a retail development at the former Wells Fargo Bank site. “It’s being developed by the Edifice Group out of Houston and will include a Chipotle and two additional pad sites. We’re affordable, we have highway access, and we’re seeing growing interest from the greater Houston area.”

The ripple effect of this development is significant. As more national brands move in, they bring with them traffic, visibility, and increased market activity, which in turn benefits the city’s small businesses and property owners. It also signals to investors that La Porte is on the rise and ready for broader commercial participation. The corridor is becoming more than just a pass-through; it is being reimagined as a place to stop, shop, dine, and invest.

La Porte’s waterfront lifestyle, community events, and charming downtown have also laid the foundation for a growing hospitality industry, and the city is making sure local businesses have the tools they need to compete. “Our hospitality businesses are more than just a place to eat or stay,” says Bowers. “They’re a big part of what makes our city feel like home.”

To support them, La Porte offers a range of initiatives. One standout is the Enhancement Grant Program, which reimburses business owners for half the cost of visual improvements like signage and façade upgrades. “It’s a way to help smaller businesses stay competitive and stand out, especially alongside larger national chains.” And behind the scenes, the city is working hard to ensure that starting or growing a business isn’t a bureaucratic nightmare. “We’re focused on making things easier, streamlining permitting, offering one-on-one support, and helping business owners navigate the steps to open or grow their operations without getting bogged down in red tape.”

Marketing, of course, is another critical piece of the puzzle, and tourism campaigns, social media promotions, and event partnerships help shine a spotlight on La Porte’s distinct appeal. From beachfront festivals to cozy downtown markets, the city ensures that its hospitality businesses are never far from public view.

“As bigger brands move here, we’re just trying to make sure our small businesses aren’t left behind,” says Bowers. “We’re creating partnership opportunities that help local entrepreneurs grow and stay competitive.”

All these initiatives, from beautification to business grants, are built on one crucial foundation: listening to the people who live in La Porte. Community input isn’t a formality here; it’s a strategy. Through surveys, town halls, advisory committees, and regular public engagement, the city continuously adjusts its trajectory based on resident feedback. “Our decisions are shaped by the people who live here,” Bowers tells us. “That way, we’re preserving what makes us special and growing in a way that reflects the needs of new families and industries.”

This feedback loop has helped ensure La Porte grows with intention. The city already boasts strong public schools, a diverse job market, and a supportive business environment, all anchored by a coastal lifestyle that’s increasingly rare and sought after.

For residents and visitors, La Porte’s location offers a rare combination of natural beauty and urban convenience. Its waterfront setting, something that can’t be manufactured, adds a unique charm, while its proximity to downtown Houston means residents enjoy both small-town appeal and easy access to one of the nation’s largest cities. This is crucial, as La Porte’s leadership understands that economic development is not just about job numbers or GDP; it’s about building a place people are proud to call home. From thoughtful infrastructure investments and a thriving Main Street to strategic commercial corridors and empowered small businesses, the city is creating a model of balanced, intentional growth.

“We’re growing and evolving,” Bowers says. “And it’s really fun to keep the charm and the things that make you who you are, while also moving forward.”

For businesses and individuals alike, La Porte represents a rare blend of opportunity and community, a place where your investment can take root and your values can thrive. “I would like to extend an invite to all readers to come and visit La Porte,” says Bowers. “See what makes this city so great, whether you’re looking for new business opportunities, thinking about relocating, or just looking for an awesome coastal community. We have a lot to offer, and we’re excited to connect with people who share our vision.”

La Porte isn’t just investing in infrastructure or economic growth; it’s investing in people, in place, and in possibility. With deep roots and a bold vision for the future, this coastal Texas city is proving that thoughtful planning, community spirit, and strategic opportunity can come together to create something truly special. Whether you’re looking to build a life, start a business, or simply discover a hidden gem, La Porte is ready to welcome you.

The post A Coastal City Blending Heritage with Forward Momentum<p class="company">City of La Porte, Texas</p> appeared first on Business In Focus Magazine.

WBE Canada also plays an integral role in providing customized support for its corporate and government members as they not only implement but grow their inclusive sourcing strategies. These efforts result in measurable gains that contribute to increased innovation and agility, reduced supply chain risk, enhanced market access, a stronger brand image, and improved corporate financial performance through higher ROI.

As a non-profit organization, WBE Canada certifies, develops, and promotes Canadian businesses that are at minimum 51 percent owned, controlled, and managed by women. Certification is a rigorous process aligned with global inclusive procurement and supplier diversity standards that strengthen credibility and mitigate risk for corporations. A WBE Canada Certified Women Enterprise (WBE) is recognized by top Canadian and global corporations and government organizations including RBC, BMO, TD Bank, Manulife, Bell, TELUS, GM, Hyundai, City of Toronto, BDC, CBC, SaskPower, and Enbridge, to name but a few.

Travelling the width and breadth of Canada to connect in person creates the energy the team strives to achieve by inspiring large groups of women in business and learning from their experiences at the same time. WBE Canada’s wealth of resources means that its team can pivot quickly, adapting to market conditions and leading change from an informed perspective. By maintaining clear communication, this group of passionate and fearless women act as the core of Canadian women-owned businesses, keeping everyone informed, connected, and well-nourished with valuable data.

Considering the sheer volume of its knowledge and expertise developed and collected over nearly two decades, the council is exceptionally well-positioned to help shoulder the weight of what Canada and its businesses must now achieve in terms of economic growth and sustainability. “What we do is really important for both women-owned businesses seeking opportunities and for corporations operating in Canada and governments looking to mitigate the ever-evolving risks to their supply chains as tariffs disrupt historic trade patterns,” says Danielle Barkman, Director of Marketing & Business Growth.

“WBE Canada’s database is key to how both our Corporate Members and our Certified WBEs are sourcing suppliers,” says Jennifer Popowycz, Director Certification & Community. She further notes that recognizing that women make up a large percentage of all minority groups, the database is now being used in many different ways than before. “The searches are becoming more unique as the Corporate Members are searching by specific keywords, industry, service area, and many other filtered fields. In addition, our Certified WBE community is also now sourcing from our database as they see collaboration with each other is key to their success.”

Another key strength of the council lies in its ability to rapidly cultivate strong relationships and strategic partnerships across various industries and sectors. This agility allows the council to gain fresh insights into emerging market segments and quickly translate those learnings into actionable data. By tapping into these shared resources, members are empowered to refine and elevate their market strategies, improving both reach and effectiveness.

“Everyone uses systems differently, so being able to train them within our platforms is key,” explains Charli Law Jury, Director of Finance and Operations. “We’re not just providing information—we’re enabling our members to apply it in a way that’s tailored to their specific operational environments. That kind of hands-on support makes a real difference when it comes to adoption and impact.”

This approach underscores the council’s broader mission: not just to disseminate knowledge, but to ensure it is both accessible and actionable for every member, regardless of their starting point.

Alongside securing access to data, WBE Canada considers the nature of continuously evolving roles and teams within a modern context. By having its finger on the pulse of real-time change, WBE Canada supports and engages its business partners in keeping in stride with relevant trends. “We support and get those resources to you quickly so that new team members can be onboarded and successful in their role sooner. That engagement, relationship, and rapport are imperative to business growth,” Barkman adds. “WBE Canada’s communication and networking efforts are more valuable because we complement our virtual events with in-person events that allow us to strengthen our connections.”

As part of this mission, the WBE Canada team started this year’s annual Supplier Diversity Days: Cross Canada Tour in Regina, Saskatchewan. The WBE Canada team visited several cities, including Vancouver, Toronto, Montreal, and Halifax for the second time to follow up with guidance and valuable workshops, sharing skills and business development knowledge. Visits to new places like St. John’s, Newfoundland are set to become a regular feature on its itinerary. By facilitating workshops where people share their ideas and solutions, the team then improves and develops its material and refreshes its approaches to adapt to changing needs. These in-person events provide opportunities to develop and nurture relationships with suppliers and buyers in local regions across the country that enable future opportunities.

Wrapping up this year’s tour in Calgary and Winnipeg in September, this team will have crossed thousands of miles by the end of the year. The distances stand testimony to the thorough and dedicated work that goes into making the council thrive as it does. “[On these journeys,] by bringing together women-owned businesses and our corporate and government members, we uncover the challenges created not just by geography but by special needs from regional industries such as agriculture and resource mining,” Popowycz explains.

Another important subject of discussion with women business owners across Canada includes the obstacles and barriers to entry that they face not only in the process of gaining access to, but in marketing their businesses in their specific areas. As each region has its unique challenges, which are often geographic in nature, these topics are expanded on and become the fertile substrates for new course materials including mentorship programs in regions such as Atlantic Canada that help guide businesses to overcome and thrive.

Many times, removing hurdles is as simple as providing more information on, for example, obtaining certifications to trade across provincial borders—things that may appear intimidating at first.

WBE Canada is also gearing up for its Annual Conference and Tradeshow, this November 12^th to 13^th at the Delta Hotels Toronto Airport & Conference Centre in Toronto, Ontario. From celebrating with this year’s Awards of Excellence, to inspiring keynote speakers, hot topics, in-depth panel discussions, interactive workshops, a Tradeshow presenting unparalleled opportunity to create new partnerships, meet prospective buyers, and broaden connections, and limitless networking opportunities, WBE Canada’s National Conference is not just an event—it’s a catalyst for growth, empowerment, and economic inclusion within Canada’s supplier diversity ecosystem.

Following reflection and attendee input from last year’s incredible 15^th National Conference, the WBE Canada team has created two days dedicated to an atmosphere of learning, interaction, and connection. Following on the heels of last year’s successful Tradeshow, this year’s event features women-owned businesses, corporate and government procurement teams, and partners all coming together to unlock visibility, showcase and sell innovative products and services, and provide a platform for lead generation and even successful business transactions.

WBE Canada is committed to supporting its communities of certified women-owned businesses, corporate and government membership, and partners through education and resources. This year’s conference focuses on the most relevant topics to Canada’s women entrepreneurs and inclusive procurement ecosystem including the future of DEI in today’s constantly evolving world, growing sustainable business strategies, insight to AI in business, hiring practices in today’s social media landscape, and, for procurement teams, the latest on ramping up your diverse spend and creating a win-win culture within corporate supplier inclusion strategies. “There is endless opportunity at this year’s Conference under the theme Focus Forward, that invites exploration and encourages people to think, plan, and advance,” says Popowycz.

As an indelible part of the Canadian business world, all of WBE Canada’s efforts, including both in-person and virtual events, matchmakers, workshops, and webinars, combine to create power-packed opportunities for both its WBE and corporate members to benefit from for months and even years down the road as they use what they have gleaned to innovate, leverage opportunities, and grow. In addition to providing events and resources that are relevant and current to its community, WBE Canada Toolbox is an incredible library for WBEs and Corporate Members, providing valuable learning materials, webinar recordings, affiliate courses, latest news, and updates. As inclusive procurement evolves as an integral contributor to Canada’s economic sustainability and growth, WBE Canada is dedicated to supporting its community in its journey to succeed through education, knowledge sharing, and connection.

By continuously reviewing and reflecting on its direction, mission, and how it can make a difference, WBE Canada contributes an enormous service to the Canadian economy through its support of female entrepreneurs across the country. Keeping up the good work means staying in stride with the times, its members, and one another, and Law Jury is clear about the organization’s mission. “We’re united,” she says. “We share the same purpose. We’re steady, we’re strong, and we want the community to feel that.”

WBE Canada’s certified women-owned businesses, corporate and government members, its partners, and advocates are all part of an incredible network dedicated to building strong, innovative and inclusive supply chains, contributing to Canada’s economic self-sufficiency and growth. By driving its focus forward, WBE Canada is committed to continuing to spread this message—that women’s entrepreneurship and empowerment are not only vital but essential to Canada’s economy—from coast to coast and beyond.

The post Empowering Canada’s Women-Owned Businesses: WBE Canada Driving Inclusive Procurement<p class="company">WBE Canada</p> appeared first on Business In Focus Magazine.

“It is something really special, and not lost on us,” says Ana Lopes, Vice President of Sales and Marketing, Beacon Design. “And our customers see tremendous value in U.S.-made products.”

The company’s slogan, “Where Quality Drive meets the New England Way,” says it all. For ChemArt’s many customers, there are countless benefits that come from working with a proud New England company. “Made in the USA means quality craftsmanship, dependability, and our ability to react to demand,” says Lopes. “And it gives you outstanding service, because you’re not having to deal with lag time from working with somebody overseas. There is comfort in knowing you can execute a project on time, on budget, and with consistent communication along the way.”

Investing in people and products
ChemArt has come a long way since it was founded by research chemist Richard Beaupre. Serving in the Navy in the 1950s, he earned his BS degree in Chemistry from the University of Rhode Island in 1962, which fueled his passion for innovation. Soon, Beaupre worked for several companies, including Dynachem Corporation. Highly inventive, he developed and patented several unique core chemistry processes, including dry film resist polymers, still in use today. Created under a work-for-hire arrangement, Beaupre didn’t get into the royalty stream, but is listed on the patent; when he left Dynachem, he received a check as a gesture of appreciation. This became the seed money for ChemArt, which he created with his wife, Barbara, in 1976.

“When ChemArt first launched, it wasn’t a big company,” says Nick Jones, Vice President of Operations. “It was a small location in an old ice cream shop.” Within two years, Beaupre moved the business to its current Lincoln, Rhode Island site, and in 1998 created an additional building. ChemArt was profitable in its first year and every year since, allowing it to grow entirely on internally generated cash flow, which meant there was no outside funding. “This is a very rare accomplishment,” notes company CEO Hamilton Davison.

Planning for the future, Beaupre saw the benefits for the company and its customers of having everything—from initial concept to manufacturing and packaging—under one roof. This allows control over entire projects, from the initial phone call to getting products out the door. “That’s important to our customers,” says Lopes. “It allows us to meet emerging trends, optimize inventories without risk of shortage, and ensure consistent quality.”

ChemArt’s customers include government agencies, military, and historical organizations, as well as medical and aerospace, and for these clients and others, working with a well-established, U.S.-based business has its advantages; Beaupre developed many of the company’s innovations, such as dry film technology, plating recipes were internally created, and the company was vertically integrated long before its competitors. A trusted list of local suppliers and vendors from area companies completes ChemArt’s capabilities to allow the company to make most anything fathomable out of metal, finished in 24 karat gold or other finishes, then hand assembled and packaged in stock or custom boxes.

“Even today, we continue to innovate,” says Jones. Before he passed in 2018, Beaupre realized the importance of investing in technology to produce high-quality products at a reasonable cost. “A Christmas ornament only sells at a certain price point, so we have to figure out how to keep making it for less, given our price point and increasing cost inputs,” Jones explains. “So we’ve combined 3D printing as a form of tooling, rather than paying for traditional hard tooling, and use 3D printers in some of our processes. We’ve added automated cutters instead of hand-cutting, and digital printing instead of just screen printing. And we’ve automated basically through micro-controllers that allow data gathering, improved safety, robotics, and automated press forming, among other advances.”

Along with incorporating robots and updating equipment, the company has also improved its wastewater treatment facility, which has an excellent record. Protecting the planet is important to the company and its clients alike, who value ChemArt’s commitment to the environment compared to more far-flung manufacturing locales.

“Since everything ultimately drains to the Atlantic Ocean, there are very stringent discharge requirements imposed on all companies in this area, especially regarding metals, and we continuously monitor our discharge, sample it, and send it off weekly for chemical analysis,” says Davison. Occasionally, members of the Narragansett Bay Commission, the regional wastewater operator, show up unannounced, take samples, conduct their own analysis, and compare the two to ensure accuracy. In 2023, ChemArt had a perfect record; in 2024, it had just a single incident, due to employee error. “We take employee health and safety and environmental stewardship very seriously,” adds Davison. “We’ve got a great track record, and that’s something we’re very proud of.”

Constantly refining its processes and procedures, ChemArt continues to improve efficiencies and reduce waste and setup times. In the two years he has been with the company, Davison has seen significant improvements. “By being vertically integrated, we can bring different disciplines together to ideate and problem-solve in a way you don’t find in other non-vertically integrated shops,” he states. “They just have a piece of the process; we can look holistically across the whole production flow and optimize the entirety, not just individual pieces.”

“Three brands. One legacy. Made in the USA.”
ChemArt is proud of its three brands, which focus on distinct market segments. Beacon Design is centered on creating custom brass ornaments for clients including religious organizations, universities, non-profits, and fundraising programs across America. B Luxe creates tags, wraps, labels, and other custom luxury packaging solutions “designed to elevate high-end retail presentation.” And ChemTecUSA manufactures precision metal components for industrial and aerospace applications.

“Most of the products we make at Beacon Design support missions of non-profits, by giving them program income while deepening their donor basis allegiance and affiliation with the charity,” Davison explains. “That’s really the lion’s share of our business.” In fact, most of the company’s products are for non-profits. This includes educational and religious institutions as well as local and municipal government agencies and entities.

“The idea with Beacon Design is that we are creating products that reflect the missions of the organizations we are working with to create sustainable annual programs where they are turning their supporters and donors into lifelong collectors,” says Lopes. One of the company’s many long-time relationships is with the White House Historical Association, which furthers its mission to promote a deeper understanding of the Executive Mansion through millions of dollars annually in proceeds from the ornament.

ChemTecUSA, the company’s precision division, sells very tight tolerance parts to industrial clients that are used in subassemblies in medical, energy, transportation, defense, aerospace, and oil & gas. Products include filters, flow measuring components, connectors, springs, sharps, encoder disks, and critical components. B Luxe, meanwhile, uses its capabilities to make luxury attachments and accessories, which helps elevate and differentiate brands in the crowded consumer marketplace and create shelf awareness in retail spaces. Made of metal, these attachments and accessories can be configured to be attached to a box, handbag, perfume bottle, or other containers.

America’s jewelry state
Known as the ‘Ocean State,’ Rhode Island is famous for its striking coastline, rich history, Newport mansions, seafood restaurants, thriving arts scene, and jewelry industry. A leader in the state, ChemArt has made more than 70,000 unique projects in the past 20 years and has some 400 SKUs representing everyday items sold through its open line for retail.

Averaging about 120 full-time staff, the team expands leading up to Christmas, with its increased ornament production. “We can be at over 200 employees at peak season,” says Jones of the company’s roster, which includes manufacturers, assemblers, designers, engineers, and sales. In addition, it has about 150 independent field representatives supported by Beacon Design. These talented staff members, and a commitment to quality and service, continue to put the company ahead of the competition.

“We are lucky to have a highly skilled, collaborative workforce on projects both big and small,” says Lopes. “All those pieces of the puzzle are really important. And to say we have the largest output in the country, being the smallest state, is super impressive.”

CEO Davison joined the company about two years ago. Today, ChemArt’s former CEO remains active as head of the retail division. The transition brought an influx of strategic investments as well as experience and increased sophistication in certain areas.

“Having been through these sorts of transitions in the past, I can honestly say this has been one of the best—maybe the best—I’ve seen in terms of combining incredible history and capabilities with new ideas and technology in a seamless, productive way,” says Davison. “We have not lost any of our executives or managers in that process. There has been a great transition and melding of capabilities, which has been a lot of fun.”

When Davison arrived, he saw the company’s 17 distinct manufacturing steps and how they were precisely sewn together. “I was full of wonder and amazement—and I still am—on a daily basis here,” he says. “And I realized how hard it is to do, to come up with a quality product; maybe we are the only people silly enough to try it? It is really hard!”

When customers and others visit the company, they are often in awe of ChemArt’s dedication to quality and the intricacy involved in the products it produces. “I think for anyone trying to recreate this, the barrier to entry would be huge,” says Davison.

The manufacturing process varies depending on the project: the shortest time from initial conversation to production can be as little as six weeks, while high-volume, large-scale projects with many components can take months or more. Many clients do projects with the company year after year.

Although potential customers can choose to deal with cheaper offshore companies, ChemArt’s clients prefer consistent American quality, accountability, and timely turnaround. This is especially crucial during peak seasons, when customers can’t wait weeks or months for shipping from overseas. “And buying locally allows customers to purchase from us and not have to hold large inventories,” says Lopes.

The ChemArt advantage
Offering design, cutting, plating, advanced manufacturing, assembly, and packaging all in-house, ChemArt continues to attract new clients. “There are other companies that do everything we do—they just don’t do all of what we do,” says Davison. “If you were to go elsewhere, you would be paying three, four, maybe five companies, plus an artist or engineer. And each one of those companies or contractors would have their costs, plus their markup, whereas we just have one markup at the end, so that also keeps us competitive. And because we are vertically integrated, if something goes wrong, you don’t have people pointing the finger at each other, and saying, ‘that wasn’t me, that was your other supplier.’ We take a lot of pride in our quality here, so everyone views themselves as an inspector. When it shows up at their department, they make sure it looks like it’s supposed to look.”

Experienced in running plants in the U.S. and one in Canada before coming to ChemArt, CEO Davison says, “I would put the Northern Rhode Island workforce up against any that I’ve worked with. There is such a sense of craftsmanship, pride, and commitment to quality here, and it’s multi-generational. It’s really cool, and a great asset.”

Lopes, meanwhile, has been with the company for 26 years, and is continually impressed by the company and its staff’s dedication to their craft. “We take great pride in our ability to produce beautiful ornaments and keepsakes all year long for our customers,” she says.

“When you walk out on the assembly floor it’s like walking into Santa’s workshop. The joy and amazement you see in our employees while they handcraft beautiful product for our customers is inspiring.”

The post Crafting Ornaments, Luxury Packaging Accents, and Precision Components Since 1976<p class="company">ChemArt</p> appeared first on Business In Focus Magazine.

By intentionally including businesses owned by women, minorities, and other underrepresented groups, organizations can gain access to fresh perspectives, foster economic growth, and build more sustainable futures. In Canada, this movement is gaining momentum thanks to organizations like WBE Canada, which is dedicated to opening doors for Canadian Women Business Enterprises (WBEs) across North America and globally.

Supplier diversity involves ensuring that businesses from diverse backgrounds have equitable access to procurement opportunities. This approach goes beyond corporate social responsibility; it is a business strategy designed to enhance performance and adaptability. When supply chains rely too heavily on a narrow set of suppliers, they become vulnerable to disruption. By including women-owned and diverse businesses, companies build redundancy and resilience into their operations, which has become especially critical in the wake of global supply chain crises triggered by the COVID-19 pandemic.

Moreover, supplier diversity fuels innovation. Women entrepreneurs often bring unique perspectives and solutions to the table, informed by lived experiences and diverse networks. Their involvement in supply chains sparks creativity, challenges conventional practices, and leads to new products and services that better reflect evolving consumer demands. Women-owned businesses can identify gaps in the market that traditional suppliers may overlook. This ability to identify unmet needs and develop tailored solutions allows companies to innovate faster and respond to changing consumer preferences with agility.

In Canada, supplier diversity is still an emerging concept, and many businesses have yet to fully embrace its benefits. That is where WBE Canada plays a transformative role. As the country’s leading nonprofit dedicated to supplier diversity, WBE Canada connects Canadian women-owned businesses with corporate and government buyers who are committed to inclusive procurement.

WBE Canada not only certifies women-owned businesses but also advocates for systemic change. Through conferences, training, and networking events, it empowers women entrepreneurs with the tools and connections they need to succeed. The organization also celebrates the accomplishments of WBEs, amplifying their stories as evidence of the value that diverse suppliers bring to supply chains.

For women entrepreneurs, WBE Canada’s work is a gateway to opportunity. Certification opens access to corporate supply chains that may otherwise be difficult to penetrate. In turn, corporations benefit from a vetted pool of innovative suppliers who bring agility and fresh ideas to their business models.

Supporting women entrepreneurs within supply chains is not only about fairness, but also about economic impact. Women-owned businesses contribute significantly to job creation and community well-being, yet they continue to face systemic barriers, including access to financing, mentorship, and procurement opportunities. According to a 2023 report by the Government of Canada, only 15.6 percent of small and medium-sized enterprises are majority-owned by women, highlighting the need for stronger support systems.

By prioritizing women-owned businesses in procurement strategies, organizations take a tangible step toward leveling the playing field. This leads to more inclusive economic growth while ensuring that supply chains reflect the diversity of the markets they serve. Working with women entrepreneurs can also improve alignment with consumer values, as today’s consumers increasingly prefer brands that demonstrate authenticity, inclusivity, and social impact.

The inclusion of diverse suppliers also fosters a competitive environment, encouraging all suppliers to improve their efficiency and creativity. A supply chain that embraces competition and innovation is more resilient to disruption, whether technological, economic, or environmental. Women entrepreneurs frequently operate with lean teams and nimble structures, enabling them to pivot quickly in response to market shifts, a capability that is invaluable during times of uncertainty.

While certification through WBE Canada provides credibility, additional support ensures women entrepreneurs can fully leverage procurement opportunities. Mentorship programs, training workshops, and networking events equip WBEs with the knowledge and skills needed to succeed in complex bidding processes. Guidance on negotiation, compliance, and strategic growth empowers women-owned businesses to not only win contracts but also scale sustainably.

Case studies illustrate the real impact of these programs. In Atlantic Canada, WBE Canada partnered with the Centre for Women in Business to provide mentorship to 40 women entrepreneurs. These participants secured contracts in sectors ranging from professional services to specialized manufacturing, demonstrating how structured support can transform potential into tangible success. These stories highlight that supplier diversity initiatives do more than check a box; they actively drive business growth and economic empowerment.

Despite the clear advantages, supplier diversity in Canada faces challenges. Many organizations mistakenly believe that the pool of qualified women-owned suppliers is limited or that working with diverse suppliers requires additional resources. WBE Canada addresses these concerns by providing access to a certified database of businesses that meet rigorous standards, ensuring buyers can find capable suppliers ready to deliver at scale.

Another challenge can be embedding diversity into procurement policies. While companies may express public support for inclusion, without structured frameworks and executive sponsorship, supplier diversity efforts can remain symbolic. It is essential for leadership teams to actively integrate supplier diversity into their long-term strategic planning, establishing metrics, accountability, and incentives to ensure meaningful results.

On the supplier side, outreach and education are critical. Many women entrepreneurs are unaware of opportunities or lack confidence in navigating corporate procurement processes. Sharing success stories, providing training, and offering mentorship can empower women-owned businesses to compete effectively and grow within supply chains.

Supplier diversity is not just a Canadian concern; it is a global best practice. Studies from the United States and Europe show that companies with diverse supply chains enjoy increased innovation, higher revenue growth, and stronger market responsiveness. By learning from these international examples, Canadian businesses can develop programs tailored to their unique economic and cultural context.

Global integration of supplier diversity also positions WBEs to access international contracts. Certification through WBE Canada signals credibility and readiness to multinational corporations, opening doors to global supply chains. This competitive advantage allows women-owned businesses to scale and contributes to Canada’s overall economic growth and innovation capacity.

The broader impact of supplier diversity is felt across communities and economies. When women-owned businesses gain access to procurement opportunities, they create jobs, stimulate local economies, and foster entrepreneurial ecosystems. Inclusive supply chains also contribute to wealth distribution, ensuring that the benefits of economic growth reach a wider demographic. Companies that invest in diverse suppliers not only improve their bottom line but also strengthen the social fabric of the communities in which they operate.

Moreover, inclusive procurement supports corporate reputation. Organizations that visibly champion supplier diversity signal their commitment to equity, social responsibility, and ethical business practices. This can enhance brand loyalty, attract top talent, and create stronger relationships with stakeholders.

The future of supply chain resilience and competitiveness depends on embracing diversity and inclusion. Supplier diversity is no longer a peripheral initiative; it is a strategic imperative. By embedding women-owned businesses into procurement practices, Canadian organizations can unlock innovation, mitigate risks, and build sustainable, adaptable supply chains. WBE Canada’s model demonstrates the power of structured support, certification, mentorship, and direct connections to buyers, creating an ecosystem where women entrepreneurs can thrive. As more organizations adopt these principles, the Canadian economy will benefit from stronger, more resilient supply chains, vibrant local businesses, and greater equity in economic opportunity.

Indeed, supplier diversity is a catalyst for innovation, resilience, and growth. Women-owned businesses offer unique perspectives, agile solutions, and untapped potential that can transform supply chains and drive economic prosperity. In Canada, WBE Canada is leading the charge, providing women entrepreneurs with the tools, networks, and recognition necessary to compete at the highest levels.

For corporations, the message is clear: inclusive procurement is not just socially responsible; it is a business advantage. By embracing supplier diversity, organizations can secure competitive benefits, foster innovation, and support the development of thriving communities. The path forward is one where businesses, women entrepreneurs, and society as a whole succeed together by building stronger, more resilient, and more equitable supply chains for the future.

The post Strengthening the Supply Chain<p class="company">A Strategic Imperative</p> appeared first on Business In Focus Magazine.

In order to develop a highly trained workforce, SWANA offers a wide range of technical training courses and credentials, publishing and research, and technical education to industry experts. By bringing together members to discuss important topics, exchange knowledge, and strengthen industrial ties in all facets of integrated waste and resource management, the organization strengthens the waste and resource management sector.

“Safety is our top focus across the board,” says CEO Amy Lestition Burke, MA, FASAE, CAE. “We want to make sure people come home at the end of the night to their families.”

This means a constant search for new and improved technology to help achieve this goal. “There are trucks and heavy equipment in every part of our industry, and technology advancements are really important. It’s also important to keep pushing the industry in terms of finding solutions to challenges,” says Lestition Burke.

Technology helps with this, she says, because it can make the industry safer and has already done so in many areas, with cameras, sensors, and advancements in equipment used at facilities. “That’s really important as we look ahead to protect workers and those safeguards. It’s not only thinking of protecting our workers and our team on a day-to-day basis but also the public coming into our space: what’s the best way for them to drive throughout our recycling center, and if they are getting out of their vehicle, what’s the safest solution?”

Unfortunately, most fatalities within the industry occur on collection routes when a vehicle is speeding around one of the collection trucks and fails to see the worker. In August 2025, OSHA (the Occupational Safety and Health Administration), the National Waste and Recycling Association, and SWANA committed to working together to create greater safety resources and disseminate information to ensure the public slows down around vehicles to help avoid potentially fatal interactions.

That’s another area where technology can help, Lestition Burke says. “The more we can modernize the trucks, the more we can keep people safe,” she says. “At SWANA, we make sure we’re providing ongoing safety—and we do that in a variety of ways, but one way is through Safety First, a weekly newsletter we put out.”

One recent major concern is the advent of lithium-ion batteries and their direct impact on causing fires, whether at landfills, MRFs (materials recovery facilities), recycling centers, or in the trucks themselves. “We’ve done a lot around that issue with trying to get more technology to protect and detect batteries. We also need more technology to put out the fires,” says Lestition Burke.

This calls for workforce training and a lithium-ion battery working group with several subgroups. “We’ve been working with other like-minded groups, including fire chiefs, to cooperate and learn from each other, because that’s the only way we can solve it,” she says. “We can’t work in a silo. It’s not just our industry; it’s broader than that, and that’s how we’ll make a difference, by bridging gaps and finding synergies together.”

Another SWANA focus is addressing the full lifecycle of products and packaging within the industry, something Lestition Burke has focused on since coming to SWANA, building on her previous role at the Consumer Brands Association representing Grocery Manufacturers, where she learned about packaging sustainability.

“We’re also talking about PFAS (per- and polyfluoroalkyl substances) and EPR (extended producer responsibility),” she explains. “All of those issues I had knowledge of from the manufacturing side, and I was able to bring that into SWANA when I became CEO, which was really exciting. This has been a way for SWANA to initiate conversations with brands and have a more open dialogue about the design of plastics and the products we can support the design of for recycling, composting, and reuse.”

From the products’ beginning of life to their end-of-life use, SWANA and the industry can more effectively manage recycling when working together. “We’ve had some fantastic conversations with brands about how we can work and bring that together.”

Lestition Burke is also excited about the U.S. Plastics Pact, which will host its in-person Activator Action Summit event as part of SWANA’s RCon conference in November, bringing brand owners and packaging designers together in the same room as the municipalities and companies running the recycling programs. “We’re looking to this to start driving things forward with greater collaboration, versus working separately.”

Unfortunately, SWANA is disappointed that an agreement was not reached with the UN negotiations on the International Plastics Treaty. While the last run of negotiations was slated to take place in Geneva at INC-5.2, they did not reach a conclusion. “The positive is that a lot of conversations did happen around INC-5.2 and brought stakeholders together proactively to try to find solutions.” SWANA hosted a roundtable in Washington, DC before INC-5.2 to bring key stakeholders together; people left wanting more of that conversation, something SWANA is committed to continuing.

“Our industry is a huge solution to ending plastic pollution, and we need to play a larger role,” Lestition Burke says. “If you’re going to end pollution, you need our industry to be part of that.”

But what exactly does that look like? Plenty of answers can be found at SWANA’s upcoming RCon, a brand-new conference taking place November 12^th to 15^th in Columbus, Ohio. “We’re really embracing SWANA’s mission, which is to advance waste to a resource,” Lestition Burke says. “The R primarily stands for resource, so that can mean recycling, reuse, or repair,” she explains.

“The waste and recycling industry and resource management industry really are essential workers,” she continues. “If we were not moving forward in terms of the work we do, it would be of grave concern to the public. I love the conference; it’s brand new, so everyone’s a first-timer,” and it’s also a bit of a “build your own adventure. There are lots of options for how someone can craft their day.”

These options include technical deep dives, leadership sessions, and SWANA training courses that will focus specifically on PFAS, how to manage a landfill, and dealing with landfill gases with some exciting new technology.

“We heard from members that they want to sit down and have a peer-to-peer exchange with different people, hear their challenges and solutions, and hear what they’re doing,” says Lestition Burke. “We have lots of roundtables set up, we’re doing facility tours throughout the entire conference, and if you don’t want to sit in the convention center in a concurrent session, you can tour a landfill, an MRF, or a PFAS treatment plant. We also have a sustainability tour of the zoo and the Ohio State University stadium.”

There’s even a behind-the-scenes tour of the greater Columbus Convention Center, which offers “outstanding” sustainability efforts. “We’re also looking at unexpected, thoughtful experiences for attendees. I’m calling them ‘surprise and delights,’ so we can create some memorable, positive, long-lasting impressions for attendees.”

Billed as “more than an event,” RCon is an experience like no other, she says. The Expo Hall has been expanded due to demand, displaying solutions for everything from the different technology on trucks to PFAS to advancements in bio-solids. A wide range of companies will be showcasing solutions for municipalities.

“I’ve been to a lot of conferences, and I just want people to learn a lot but to have fun along the way; you can have both. We do need to sit and digest the information, but then we can have a really fun break. We can have a dynamic general session speaker and have information presented in a unique way. All of that can be combined, and that’s what the team at SWANA is working hard each day to deliver on.”

When SWANA made the decision to sunset its two previous events and move to RCon, it knew it had to differentiate the conference not only from what was done in the past but from others in the market. “We want attendees to keep coming back year after year, and it’s going to be different each time,” with facility tours, museums, technical content that will mirror current trends, and practical information the industry needs.

SWANA has also been working to update its educational offerings with trainings and courses, meaning that certification is available in specific areas such as landfills, recycling, landfill gas, or PFAS. “As a membership organization, SWANA is also working on bringing to life the community and recognizing volunteers, members, and the people,” Lestition Burke says. “We wouldn’t be here if we didn’t have the people and what they do.”

This means a focus on highlighting their stories and accomplishments. “We’re thinking about that long-term—getting more people into our profession and our industry. If we can get more stories and people out there, I think that will really drive the difference going forward.”

The post From Rubbish to Resource: SWANA Takes Trash Seriously<p class="company">The Solid Waste Association of North America (SWANA)</p> appeared first on Business In Focus Magazine.

Known as the ‘Silver State’ and the ‘Battle Born State’—owing to it achieving statehood in 1864 during the Civil War—Nevada is famous for its history, rugged landscape, and diversified economy. Renowned for travel and tourism, mining, manufacturing, ranching, and construction, Nevada continues to attract a growing range of businesses and industries.

For many reasons, including an ideal location in the center of the United States, Nevada is fast gaining popularity as a warehousing, logistics, and distribution hub. Companies are choosing Nevada for its road and rail access and extremely reasonable tax rates, which are largely thanks to gold. Nevada is not only the leading gold-producing state in America; its output often exceeds that of entire countries. In 2024, one company alone—Nevada Gold Mines, a joint venture of Barrick and Newmont—produced 2,698,701 ounces.

Gold, and plenty of it
For decades, gold has been one of Nevada’s greatest assets. Not only has it helped keep taxes low, but it has also created a stable environment in the area, even in some troubling times. “When the 2008-2009 housing crisis collapsed everything, we were fine—nobody even noticed here,” says Executive Director of the Northeastern Nevada Regional Development Authority (NNRDA), Sheldon Mudd. And when COVID-19 hit, there were few slowdowns in the area compared to the rest of the world.

“I’ve always said this area is not recession-proof, but we are recession-insulated,” says Mudd. “That’s the thing that has been a blessing in this part of the country: we have an industry that always keeps our heads above water. When things are good, we’re doing good; and when things are bad, we are usually doing great. Fortunately, there are hundreds of years of resources still left in the ground.”

Mining and related activities remain a key economic driver in the four counties— Lander, Eureka, Elko, and White Pine—represented by the NNRDA. Just last year, Great Basin College and NORCAT (formerly the Northern Centre for Advanced Technology) announced plans for a new, state-of-the-art Mine Skills Training facility. Receiving $823,239 in funding from Workforce Innovations for a New Nevada (WINN), the new Mine Skills Training facility “will offer a diverse range of corporate training services tailored to meet the evolving needs of the Northern Nevada mining sector,” said a joint announcement. “Through a blend of hands-on instruction, cutting-edge virtual reality, augmented reality, and industry-leading education, participants will gain essential skills and knowledge vital for success in the mining industry.”

Building an environment for business
Executive Director since 2017, Mudd is passionate about Nevada and the NNRDA. Established in 2012 in response to the state’s economic development plan, “Moving Nevada Forward: A plan for Excellence in Economic Development 2012-2014,” the NNRDA encourages and coordinates “diversified development and economic growth of the Northeastern Nevada region and all of its entities,” with the vision of ensuring Northeastern Nevada’s economic stability.

The NNRDA comprises public and private members. Although its regional footprint consists of just the four counties combined, it occupies approximately 40,000 square miles, the largest geographic Development Authority in the state. According to the NNRDA, it is single-handedly responsible for a third of Nevada’s economic development pursuits. “These four counties are pretty aligned with each other, and between geography and logistics, it just makes sense,” says Mudd.

Known for their many established mining and related companies, the four counties and surrounding areas continue to welcome new businesses, one of the most recent being Aultra Tank & Equipment. A leader in steel tank refurbishment, this company has seen increased demand for its services brought about by new tariffs and shifting trade dynamics.

“We are thrilled to welcome Aultra Tank to Wells,” says Mudd in a recent media release. “Every time we attract a company to our rural communities, we strengthen the economic stability of these towns and increase the likelihood of long-term prosperity.”

Aultra’s Co-Owner and Head of Operations, Adam Gazapian, initially reached out to the NNRDA in May 2024, after discovering the organization’s website while searching for possible western expansion sites. “With our Midwest operations thriving, it made sense to establish a western hub,” said Gazapian. “Northeastern Nevada sits at the geographical heart of the region and offers excellent logistical access.”

Some reasons behind Aultra’s decision to locate its business at the junction of I-80 and US-93 in Wells Industrial Park include the fast permitting processes and support from Wells’s municipal leaders. The company plans to invest $8 to $10 million to build a 23,000-square-foot facility, creating 20 to 25 full-time jobs.

With its longstanding, worldwide reputation for mining, other corporations are also choosing Nevada to launch or expand their operations. Last year, London-based Capital Mining Services chose Elko for its American headquarters, citing its ideal location and business-friendly environment. According to Capital, the company, which has over 30 worldwide locations, will conduct mine drilling operations and geochemical analysis in Elko, deploying “groundbreaking X-ray assay technology, known as Chrysos PhotonAssay™, an environmentally friendly replacement for fire assay on-site and in the laboratory.”

Along with Capital’s arrival in Nevada, last year also saw the establishment of the new Epiroc USA National Competency Center in Elko. “The opening of the Competency Center in Elko is a pivotal strategic goal for Epiroc USA,” said Jon Torpy, President and General Manager of Epiroc USA, on the company’s website. “This facility embodies our commitment to helping customers build the mines of the future, delivering reliable, trustworthy expertise. It signifies a major step forward in our mission to extend fleets’ longevity and contribute to the industry’s sustainable development.”

Among the two-story, 48,000-square-foot Competency Center’s amenities are a 4,000-square-foot training center, 8,000 square feet of office space, a 16,000-square-foot warehouse, and a well-equipped 20,000-square-foot workshop with an outdoor staging area and multiple bays. Epiroc received the NNRDA’s 2024 Economic Development TOP GUN award for its role in advancing sustainable mining practices at the Competency Center.

Although the state has sales and property taxes, residents do not pay individual income tax or state tax on income derived from salaries or wages. And since no commerce tax is charged for businesses with a gross revenue under $4 million in a fiscal year, Nevada is extremely attractive to smaller companies. “As far as business taxes and individual taxes go, that’s one of the beautiful things about Nevada: we don’t have to pay those state income taxes,” says Mudd. “We try to get people to move here from Idaho or Utah, because with not having to pay that state income tax, it’s almost immediately a seven to nine percent wage increase.”

Welcome aboard
In 2024, multinational mining solutions company Sandvik announced the construction of a massive new campus in Elko. Representing the Swedish company’s biggest investment in the U.S., the $51.6 million campus will grow from 6,000 square feet to 24,000 square feet. Warehouse space will triple to 45,000 square feet, and workshop space will expand by over 50 percent to 22,000 square feet.

“We are creating a new, modern work environment for our people, and in turn, for our customers, who operate in rapidly changing market conditions with fast-evolving technology,” said Victor Tapia, Vice President, Sales Area USA, Sandvik Mining and Rock Solutions, in a media release. “The new building will facilitate increased collaboration opportunities and enable us to better serve our customers for years to come.”

Says Mudd: “The project is quite impressive, and they see a [bright] economic outlook for the future of the area and have invested millions of dollars.” Earlier this year, several Swedish companies came to Nevada on a trade mission to investigate opportunities.

One of the latest success stories for the NNRDA is welcoming online retail giant Amazon to Wells, with a new distribution center. The move will see Amazon expand its delivery network into Northeastern Nevada, which will support approximately 100 jobs. “This is going to be one of our biggest wins in the office,” says Mudd. “We’re talking about a community of 1,200 people, so it’s going to change the dynamics of that community.”

Wells is about an hour’s drive east of Elko, at the crossroads of Interstate 80 and US Highway 93. A new coffee shop riffing off local themes opened up there called the Buckaroos Hitching Post and Coffeehouse, owned by retired military special operations veterans from the Marine Corps. “Seeing the growth coming, they decided to invest some cash and put together this coffee shop, which is really nice,” says Mudd. “So it has added to this tiny town, and if you ask me, it’s that first spark that’s going to help build things up. I anticipate that we’ll see a lot of projects like that coming to fruition.”

Another area success story is KADRI. Frustrated by the lack of adventure-tactical clothing designed for women, KADRI sells multifunctional products developed by female special operations veterans. Items like the KADRI Valkyrie Field Pants are best-sellers for this women-owned and operated business, and the business complements target sectors such as defense and aerospace.

Making connections
Mudd is optimistic about the future of Northeastern Nevada, and the NNRDA continues to make the area attractive to existing and new businesses alike. “People are seeing opportunity and making investments in our little towns,” he says, adding that they will soon see a new hotel come to the region.

All industries—including mining, agriculture, aerospace, defense, and warehousing and distribution—need roads and rail to receive and move product. Owing to its prime location, the NNRDA is targeting these sectors, which will benefit from expanded rail access. “We have the Union Pacific mainline that comes right through the area, east to west, through three of the four counties,” Mudd explains. “From a logistical standpoint, it’s a huge asset.”

The challenge, however, is that railway spurs are full. Lander County, on the far west, has allotted over $10 million to begin construction on a rail siding that will go into some county-owned land, roughly 300 acres that they hope to turn into an industrial park. “The idea that they have a rail-served industrial park right in the area should be a pretty attractive asset for any logistics company.” The next phase will see a developer come in once the rail is in place. “Usually, about 20 percent of people reaching out to our office are requesting rail,” Mudd tells us.

He believes that the region’s story is one of resilience, opportunity, and forward momentum, and is looking forward to what the future will bring. Rooted in a proud mining tradition that continues to underpin the state’s economy, Nevada is also embracing diversification, innovation, and sustainable growth. With its strategic location, business-friendly environment, and communities eager to welcome new investment, Northeastern Nevada in particular is becoming a magnet for industries far beyond mining, from logistics and aerospace to retail and advanced manufacturing.

As more companies recognize the value of setting down roots in the Silver State, Nevada is poised to shine even brighter, building on its heritage while charting a dynamic path for the future.

The post Silver and Gold – At Home in Northeastern Nevada<p class="company">Northeastern Nevada Regional Development Authority (NNRDA)</p> appeared first on Business In Focus Magazine.

Air Canada, Porter Airlines, WestJet, and Flair Airlines (seasonally) account for 80 percent of passenger traffic while Bearskin Airlines, North Star Air, and Wasaya Airways provide vital service to northern First Nations communities. Ridership continues to grow since the lows of the pandemic, as has the airport’s investment in serving its customers and its community.

With determination, a commitment to innovation, and collaboration with the city of Thunder Bay and Indigenous partners in the region, the Thunder Bay International Airport is fulfilling a three-year strategic plan that will transform the airport’s operation and brand, as well as its role as an economic driver in the region.

Ready for takeoff
In April 2024, the airport came under new leadership with Graham Ingham assuming the role of President/CEO, and with this change came new energy, enthusiasm, and a path forward.

“When an organization experiences a change of leadership, with that comes a revitalization of mission, vision, values, and priorities which feed our goals for the duration of the strategic plan—in this case, for three years,” explains Ryan Brading, Director of Airport Operations under the airport’s new three-year strategic plan that came into effect on January 1, 2025. The strategic plan establishes a framework to shape and guide operational improvements, investments, and management practices toward clearly defined and measurable goals, leading to a complete re-brand that better embodies these strategic intentions.

The new brand, inclusive of a new logo, was unveiled during Thunder Bay’s inaugural drone show in partnership with the City of Thunder Bay, which highlights an example of how the airport is working with the city to be a true community partner. Designed to reflect not only the airport’s contributions but also the beauty, culture, and heritage of Northwestern Ontario, the new brand serves as an ode to the region—its nature, its people, and its rich traditions—while emphasizing the importance of involving the community and shaping its identity.

Director of Business Development Jackie MacDonald notes, “Instead of carrying forward a corporate logo, we wanted our brand to embody our role as a community partner and highlight our deep connection to Northwestern Ontario and the North. Our new identity reflects the region’s natural beauty, rich culture, and the enduring spirit of travel.”

Expanding the runway to success
The growth and improvements that are being instituted at the Thunder Bay International Airport in accordance with the strategic plan focus on five target areas: driving economic development, ensuring operational excellence, championing environmental sustainability, fostering community and Indigenous partnerships, and investing in its workforce.

The plan is multifaceted and promises to impact the operation and culture of the airport while fostering the growth in size and vitality of the community of Thunder Bay and the many Indigenous communities it serves. The overarching goal of these efforts is to become a regional hub from which economic strength and partnership flow and to establish Thunder Bay International Airport as the premier aviation gateway and key economic driver for Northern Ontario.

Growth of the airport, in this case, means not only expanded routes, carriers, and increased passenger numbers, but also unique opportunities to leverage non-aeronautical revenue streams through retail and real estate opportunities on the property.

“We currently have about 47 hectares of developmental area that’s available and shovel ready, 20 of those hectares being airside development, such as FBOs, airside maintenance and repair, and aircraft hangars,” says MacDonald. The remaining lands are earmarked for light industrial uses like logistics, transportation and cargo, and commercial and retail opportunities like hotels and restaurants.

A leading aviation planning and engineering firm was retained to conduct a comprehensive feasibility study of the available land, which confirmed its suitability for strategic development and diversification. “Diversifying our revenue to include non-aeronautical streams is important because it makes airports less dependent on airline traffic, as we know from COVID and our experience of recovering and rebounding from that. It also supports growth by tracking investment, enhancing passenger services, and positioning ourselves as a stronger community and economic hub.”

MacDonald explains that this drives growth and additional tax revenue for the city and promises more sustainable growth for the airport in the long term.

Future-focused investments
In addition to optimizing land use—and thus, revenue growth—the airport will continue to make necessary upgrades to capacity and amenities in accordance with the strategic plan to increase passenger satisfaction and loyalty and strengthen the regional transportation network and tourism industry through a focus on enhanced operational efficiency, safety, and security.

To achieve this, the Thunder Bay International Airport is also investing significantly in modernizing the airport infrastructure, which includes projects to improve the terminal, airside infrastructure, and parking and roadways. There is also the implementation of a robust risk management and maintenance program that will extend the life of the airport’s assets, minimize downtime and related costs, and maximize return on investment.

From expanded runway infrastructure—which will improve safety for large, narrow-bodied aircraft—to check-in counters equipped with updated technology and Indigenous art that reflects the region and the brand, this complex project effectively represents a complete makeover that will position the operation well for the long term. For Brading, it is a matter of “aligning the airport’s strategies with a revitalized vision of where we want to be in the future and making sure that we’re doing so in alignment with best practices and ever-changing regulatory compliance,” he says.

“The [Canadian Aviation] regulations are changing almost as fast as we can keep up, which emphasizes the importance of ensuring we’re moving forward with a solid plan, a vision, and a clear path to get to where we need to be.”

Sustainability, for instance, is not only important from an economic perspective, but also from an environmental one. The Thunder Bay International Airport seeks to be a good steward and champion of environmental sustainability by minimizing its impact, which will be achieved through emissions reductions, improved waste diversion, and other eco-friendly initiatives that will measurably affect future generations for the better.

Strengthening relationships is another significant part of the pillar of sustainability. This is especially true of the airport’s desire to be an employer of choice in the community, one that is committed to creating a positive, diverse, and highly skilled workforce to replicate its success time and again. In this case, success can be measured by the satisfaction of employees, passengers, and partners alike, and to continue to be successful, investments have been made in employees’ growth, well-being, and professional development.

Referring to the employees of the airport as the “engine of the organization,” Ingham notes that investing in its people and its capacity as an employer helps the airport to “make sure that our people have the resources and the tools to do the job and to help support our new direction through our strategic business plan. At the end of the day, we want to be recognized as a great place to work.”

A strong business case
As with any business, the goal of all this collaboration, of so many strands coming together, is to be profitable by growing revenue in the long term, which includes expanding services for passengers as well as optimizing land utilization on the property to better integrate those services for the benefit of local communities.

“That’s really important, not only from the airport’s perspective, but also from the community’s perspective, because with that comes jobs, with that comes tax revenue for the city of Thunder Bay, and also a stable and reliable source of income,” says Ingham. He believes the new developments should insulate the airport from any repeat pandemic-like interruptions to service.

Furthermore, the strategic plan serves as a strong succession planning tool to ensure that knowledge transfer and the structural and organizational changes that have taken place are entrenched in the airport’s culture as it grows.

Looking ahead, efforts will continue to be made to strengthen regional and global connectivity by securing new routes (with at least one route serving the U.S. to optimize competitiveness) and finding new ways to enhance the airport’s level of service delivery and its reputation in the market. We’ll be looking forward to clear skies ahead as this regional travel and economic hub takes off.

The post Where More Than Just Planes Are Taking Off<p class="company">Thunder Bay International Airport</p> appeared first on Business In Focus Magazine.

Poor waste management has an impact on the environment that goes beyond ugly landfills; it also greatly increases greenhouse gas emissions, contaminates soil, and harms wildlife. Environmentally friendly waste management, meanwhile, can increase waste collection efficiency, promote recycling practices, and encourage community and corporate participation in waste reduction programs, creating a radical change in direction toward sustainability, with waste seen as a resource rather than just trash.

SWANA (The Solid Waste Association of North America) is positioned at the forefront of waste and resource management, with its premier conference, RCon™, taking place this November 12 to 15 in Columbus, Ohio. RCon™ aims to transform the field by bringing together experts to address the challenges of resource and waste management, while attendees can learn about the latest trends and innovations aiming to transform.

Garbage collection is just one aspect of waste management, encompassing energy recovery, recycling, composting, safe disposal, and trash reduction at the source. When implemented properly, smart management transforms linear systems into circular ones where materials are recycled instead of thrown away, with valuable resources collected, repurposed, or converted into energy rather than ending up in landfills, says OneStop ESG.

Around the world, this strategy is being embraced in a variety of ways. Creative nations are setting the pace by promoting innovation in infrastructure, material processing, and even the design of products. In Mexico, for example, the use of bioplastics—using fruit waste to replace plastic—is one such feat. Biodegradable polymers are made from banana peels, an invention that offers a natural remedy for food waste in addition to replacing plastics derived from petroleum.

India is literally paving the way with plastic, incorporating plastic garbage into road construction to create longer-lasting, more affordable, water-resistant roads, a technique that calls for melting plastic garbage and mixing it with asphalt. Meanwhile, coffee waste is being used by furniture designers in the UK to generate fashionable interior pieces, creating long-lasting panels for tables, cabinets, and decorative finishes. By mixing discarded coffee grounds with natural resins, this method gives post-consumer or industrial trash a new, frequently more valuable life and demonstrates that circular designs can be both aesthetically pleasing and useful.

In Sweden, incinerators burn non-recyclable waste using high-efficiency technology before collecting the heat to create electricity and power district heating. Thanks to this unique method, Sweden sends less than one percent of residential waste to landfills, according to OneStop ESG.

In Canada, the need for ecologically friendly waste management systems appears to have grown during the last 10 years, says Environmental Business Review. Industries are being urged to reevaluate trash management and take into account more environmentally friendly options, resulting in more companies looking to adopt the concepts of the circular economy.

The issue of contamination—when specific non-recyclable products become mixed up with residual recyclables, ultimately increasing landfill waste—has been improved with new sorting technologies like robotics, machine learning algorithms, and AI-powered systems. Waste-to-energy (WTE) technologies have also become more popular, processing materials that cannot be recycled through basic recycling and instead converting non-recyclable garbage into electricity. These sophisticated systems transform environmental impact into renewable energy, advancing chemical recycling procedures to make better use of plastics.

In order to advance sustainable waste management techniques and usher in a new era, technology is essential, writes MD Shipon Hossain for Daily Green Life Ideas. Smart trash cans, for instance, interact with trash management services in real time thanks to Internet of Things (IoT) technology. Sensors installed in each bin keep an eye on capacity, guaranteeing that collection routes are optimum, lowering fuel usage and greenhouse gas emissions related to waste collection in addition to improving operational efficiency.

Waste-to-energy technologies like anaerobic digestion and incineration provide clear benefits in tackling the expanding garbage problem and producing energy. Through the biological process of anaerobic digestion, organic waste is broken down by microbes without oxygen, producing biogas—mostly methane—and using it to create fuel or electricity for vehicles, as well as reducing the amount of landfill space used. Incineration, on the other hand, reduces waste volume and produces thermal energy by carefully burning garbage at high temperatures.

Chemical recycling, which breaks down plastics and other materials using chemical processes, is becoming more popular as a practical substitute for mechanical recycling, writes Hossain, allowing plastics that have been polluted or are too complicated for traditional recycling procedures to be recycled to create premium materials that are reusable in a variety of applications.

Pyrolysis is another innovative technique that uses heat to break down organic materials without the presence of oxygen, with waste transformed into useful items like fuel, wax, and char. Both plastics and organic garbage can be handled efficiently by pyrolysis, enabling a dual strategy for sustainable waste management.

Urban mining, the process of recovering valuable resources from urban waste—especially electronic waste (e-waste), which builds up in cities all over the world—calls for creative approaches to sustainable waste management in order to reduce negative impacts on the environment and effectively recover valuable resources. These resources—metals such as gold, silver, copper, and even rare-earth elements—can be mined using cutting-edge hydrometallurgical technologies that maximize recovery rates and reduce environmental damage.

In recent years, composting has also advanced significantly, especially with the advent of contemporary technologies that improve the efficacy and efficiency of digesting organic waste. Aerated static heaps and in-vessel composting systems are two examples that provide a sustainable waste management option that enhances the organic materials’ decomposition process. By introducing air into a compost pile through a network of pipes, aerated static piles promote aerobic conditions that hasten the decomposition of organic materials, not only producing higher-quality compost but also significantly cutting down on composting time, preventing unpleasant smells and greenhouse gas emissions.

In-vessel composting uses enormous cylindrical containers to process organic waste in a confined environment and is appropriate for urban settings and densely populated communities with limited space, as they can deal with a variety of organic matter, including yard waste, food scraps, and agricultural waste.

Ultimately, stresses Hossain, collaboration between sectors will be vital for global success. Businesses, local communities, governments, and non-governmental organizations (NGOs) all have special assets and capabilities that can be used to develop creative answers to waste management problems. In addition to improving efficiency, these partnerships foster a sense of shared accountability for environmental stewardship. One notable example is the city of San Francisco’s partnership with local businesses to reach zero waste by 2030, a program that has successfully decreased the amount of waste dumped in landfills by about 80 percent by combining stringent restrictions, business incentives, and public awareness programs.

As the globe continues to struggle with the effects of pollution and trash, new technologies are being developed to address this urgent problem directly. Utilizing a clever fusion of various trends to provide solutions that add value is key to achieving success, while striking a balance between innovation and pragmatic operational demands will satisfy increasingly complex regulatory obligations. Businesses that successfully take advantage of advancements will reduce their expenses, increase compliance, obtain a competitive edge in their markets, and position themselves for long-term success.

Smarter waste management systems, using data-driven insights to inform blockchain, IoT, and AI-based technologies, can enhance output while reducing environmental impact, and by adopting these innovations, waste management stakeholders can actively promote a circular economy that prioritizes material reuse and waste reduction, transforming society’s relationship with garbage.

Waste management in the modern world means going beyond just picking up trash: it involves posing insightful queries, developing more intelligent systems, and repurposing existing items to create new value. The way forward lies in altering our relationship with trash, not in completely avoiding it. What we discard today might become the innovation we depend on tomorrow.

The post Revolutionizing Resources Through Technology<p class="company">Waste as a Resource</p> appeared first on Business In Focus Magazine.

This isn’t just about building products; it’s about building them right the first time through a tailored, collaborative process that anticipates customer needs. By prioritizing open communication and a servant leadership culture, Cirtronics acts as a direct extension of its customers’ operations, allowing them to confidently reallocate internal resources toward innovation, research, and design.

Cirtronics also offers a tremendous number of upfront services such as documentation preparation and handling, as well as engineering reviews, making the process significantly easier for its customers. Serving the New England area along the East Coast, the company has been expanding its reach to include the Southeast and Mid-Atlantic regions. Soon, the team will also attend their first exhibition on the West Coast at the MD&M West Show. This strategic expansion aims to bring the benefits of a true manufacturing partnership to a wider customer base.

Investing in technology for customer advantage
Cirtronics’ commitment to continuous improvement is backed by strategic investments in both hardware and software, designed to give customers a competitive edge.

The company recently invested $2.5 million in advanced manufacturing equipment, as well as new software for enhanced quoting accuracy and improved cybersecurity. These investments ensure Cirtronics has the leading technology necessary for the future of manufacturing, providing customers with superior quality and efficiency. Focusing on tightly integrated compliant systems will allow Cirtronics to leverage single points of entry to inform systems both up and downstream of activities and changes. They have carefully chosen leading software partners who have a firm grasp of the needs of today’s high-tech manufacturers and systems that communicate with each other and the equipment within the facility. These investments will help streamline current processes to gain efficiencies throughout the organization from quote to cash.

The company is also introducing AI-integrated software upgrades this year. These technologies will streamline operations and provide a new level of efficiency, enabling a faster response to changing market demands. This dual focus on advanced hardware and intelligent software allows Cirtronics to offer a truly seamless and secure manufacturing experience.

A partner for growth and scale
Customers trust Cirtronics not only for its quality but for its ability to scale. The company’s employee-owned (ESOP) model ensures every team member is directly invested in customer success, fostering relationships that in some cases span more than two decades.

This unwavering commitment to the customer is demonstrated by the company’s ability to scale rapidly. In one example, Cirtronics took a customer’s production from a small run of PCBAs and assemblies to building 172 SKUs (totaling 37,000 boards and box assemblies) across five product lines in just two years. This is a clear example of Cirtronics’ agility and its capability to grow alongside its customers, adapting to their evolving needs.

The company’s commitment to superior quality has earned it a reputation for excellence, fueling its expanding presence within the medical and military sectors. “Our products are integrated into a vast range of applications where first-time functionality is non-negotiable,” says Stephanie Gronvall, Director of Marketing, underscoring the critical role Cirtronics’ components play in the field. This ethos drives the team’s unwavering dedication to quality and accuracy.

Gronvall emphasizes the bespoke nature of the company’s customer relationships: “Customers have unique requirements; some may need a more guided approach.” The Cirtronics team proactively tailors its services to each customer’s specific needs, engaging in a consultative process to align on product complexity and project parameters, thereby cultivating trust from the outset of every partnership.

A partnership built on trust and transparency
For Cirtronics, every customer relationship begins with a Precision Engagement process. The initial introduction phase, which can include in-house tours and consultations, focuses on building trust and a deep understanding of the customer’s unique needs. This is not a transactional business, but a true partnership built on transparency and a culture of service.

The company’s approach of finding a good cultural fit and creating a supportive environment extends to its internal culture as well. This dedication to serving its employee-owners, community, and customers creates a wholesome servant leadership style. This fosters a connection to the human aspects of the business, ensuring every relationship is reciprocal and every product is built with pride and care.

Committed to treating employees well since it opened its doors nearly five decades ago, being a great place to work goes beyond just good salaries and benefits. Personal and professional development go hand-in-hand with building a culture of care among staff members.

Stephanie Girard, Marketing Communications Specialist, agrees. “We seek to serve and continuously improve,” she says, pointing out that the company is committed to developing its technological capabilities, its teams, and all the other aspects that enable it to treat its customers with the respect and consideration they deserve. “We take pride in what we do,” she adds. “I think that’s a huge piece of why we work so well together.”

Cirtronics welcomes two or three startups annually, believing that a successful partnership is a two-way street. By working as an extension of a customer’s operations, Cirtronics builds products and relationships that last.

Cirtronics’ mission is clear: to be a leader in contract manufacturing by relentlessly serving its partners, its team, and its community. By combining decades of experience with a forward-thinking investment in next-generation technology and AI-integrated systems, the company is building a foundation for sustainable growth. Cirtronics proves that a commitment to both human values and technological advancement is the key to delivering exceptional results. For companies ready to scale and partner with a manufacturer as invested in their success as they are, Cirtronics is the clear choice.

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