Warming a home on a cold morning can feel effortless, but it involves an intricate system most people never see. Long before natural gas reaches a home or the electrical plant that energizes that home, it travels through infrastructure that connects natural gas producers, pipeline operators, equipment manufacturers, and utilities. Across that chain, safety and reliability depend on materials, equipment, processes, and people working from common frameworks.

That same premise extends across the entire oil and natural gas industry. When companies, equipment and service suppliers, technical experts, and regulators all work with the same set of objectives using a common framework, projects move forward efficiently. And when they don’t, projects are delayed, work is duplicated, and risks escalate.

This is the essential role technical standards play. They are the shared reference points that bring consistency to a vast and diverse industry.

Since its founding more than a century ago, the American Petroleum Institute (API) has helped provide those necessary reference points. Its portfolio of more than 800 standards covers every segment of the oil and natural gas industry, underpinning the safety, quality, efficiency, and interoperability of equipment and operations that depend on consistency, even as the industry and world around them changes.

The foundational standard
In the oil and natural gas industry, the need for that kind of consistency became especially clear during World War I, when mismatched pipe sizes, threads, and couplings caused delays and equipment shortages, revealing the consequences of inconsistent technical requirements.

Pipe manufacturing offered a practical place to begin. In 1924, API published its first standard, Specifications for Steel and Iron Pipe for Oil Country Tubular Goods. More than a hundred years later, that same standard—since renamed API Specification 5L (API Spec 5L), Line Pipe, now in its 47^th edition (as of June 2026)—still provides a consistent technical baseline for the manufacturing of steel pipe used across the industry.

But API Spec 5L’s century of relevance was never inevitable. Without careful maintenance, a technical standard can become fixed in the assumptions of the era that produced it. API Spec 5L has endured because it has been revisited and strengthened as knowledge deepened, technologies advanced, and the demands on infrastructure grew. Across its 47 editions, the standard has kept pace with developments in pipe manufacturing, the shifting realities of pipeline operations, and the rising expectations placed on energy systems. Its latest edition, published in June 2026, adds important new requirements across more than 15 topics, including pipe used to transport carbon dioxide, an application its original authors could never have imagined.

That is what standards do at their best. They give the industry a disciplined, trusted way to carry accumulated experience into the challenges ahead. API Spec 5L has remained foundational for a century precisely because it was built to evolve.

The standards development process
The strength of an API standard lies not only in its technical content, but in the collaborative, consensus-based process behind its development. API is accredited by the American National Standards Institute (ANSI), which verifies that its development process is transparent, provides an opportunity for a balance of interested stakeholders to participate, and ensures that due process is followed.

A standard begins with a real need, such as a new technology, a regulatory demand, an operating challenge, or an emerging area existing documents do not yet address. From there, a committee of volunteer experts drafts the document through a process built on technical rigor, public review and comment, and the careful resolution of different viewpoints and objections. Depending on the complexity of the subject, that work can take months or even years. For the 47^th edition of API 5L, subject matter experts from more than a dozen countries shaped the revision, lending it both technical depth and international relevance.

While not the same as unanimity, consensus demands broad support across stakeholder categories, giving the finished standard legitimacy beyond any one participant, company, or jurisdiction. Once published, standards are reviewed and updated on a regular cycle, so they remain accurate, useful, and responsive to changing needs.

A common language for a global industry
As projects, supply chains, and regulatory systems increasingly span multiple countries, consistent technical expectations become essential. A length of line pipe may be manufactured in one country, inspected in another, and installed in a third. And operators, contractors, and regulators may each play a different part in the same project. The requirements they rely on all need to mean the same thing. Otherwise, discrepancies can delay projects, increase costs, impede trade, and introduce avoidable risk.

API standards help provide consistency on a global scale. API’s latest international usage report identified 1,395 references to API standards across 40 international markets (in laws, regulations, technical guidance, national standards, and operational manuals), a 20 percent increase since the previous report in 2022. Those markets span Europe, the Americas, Central Asia, the Middle East, the Indo-Pacific, and Sub-Saharan Africa.

That breadth of adoption gives a fragmented global industry a single, widely recognized reference point. A manufacturer in any market can build to an API standard, and a regulator can reference existing API standards that are already being used. For operators purchasing equipment across borders, it means confidence that what they buy meets a trustworthy benchmark. And countries building or modernizing their energy infrastructure gain too, drawing on practices the global industry has already tested and refined.

In a period shaped by geopolitical uncertainty, supply chain pressure, and rising energy demand, that kind of consistency helps reinforce supply chains, improve efficiency, and manage costs, all in support of energy security.

Putting standards to work
While API standards give the industry a common foundation for safe and consistent operations, API’s Global Industry Services (GIS) division helps translate that foundation into practice through certification, training, licensing, and safety programs.

API’s certification and licensing programs help companies demonstrate that standards are being applied consistently. The API Monogram Program licenses manufacturers to apply the Monogram mark to equipment produced in conformance with applicable API standards and specifications, giving operators greater confidence in the products they purchase. The API Repair and Remanufacture Program and API Quality Registrar (APIQR) extends that same standards-based approach to repaired equipment and to companies’ quality management systems.

GIS programs also directly advance safety. The Center for Offshore Safety promotes the highest levels of safety for the U.S. offshore sector, the Process Safety Site Assessment Program sends independent experts on site to gauge the health of process safety systems in refining and petrochemicals, and the Pipeline Safety Management System Program helps operators of every size measure and improve their safety performance.

And because standards depend on the people who apply them, API Training gives professionals opportunities to build standards-based expertise through instructor-led courses, self-paced learning, customized group training, and API-approved global providers. The API Individual Certification Programs (ICP) complement that training by offering an independent way to evaluate the knowledge and experience of technical and inspection personnel. Since 1989, ICP has issued credentials that strengthen industry safety and consistency.

While these programs differ in focus, each rests on the same premise: a standard delivers its full value only when it is applied consistently.

Ready for what comes next
Throughout its history, the oil and natural gas industry has been defined by change: new technologies, shifting supply chains, and evolving operating environments. And along with each transition, expectations around safety, environmental performance, and reliability have only grown. What has remained constant is the need for common ground.

For more than a century, API standards have provided that common ground. From the first standard written to resolve the problem of mismatched pipe to a 47^th edition addressing the transport of carbon dioxide, the story of API Spec 5L is the story of standards themselves: enduring because they are built to evolve.

And wherever and however the industry moves next, API standards will continue to advance with it, providing the technical guidance needed to meet change with shared knowledge, disciplined processes, and aligned expectations.

Anchal Liddar is Senior Vice President of API’s Global Industry Services (GIS) division, where she leads global operations delivering standards, certification, training, publications, and safety programs that support safe and efficient industry performance worldwide. Prior to API, she spent nine years at The Boeing Company, holding leadership roles across supply chain, finance, and program management. She earned a Bachelor of Science from the University of California, Irvine, and an MBA and Master of Science in Information Systems & Technology from Claremont Graduate University.

The post The Standards That Keep Energy Flowing<p class="company">American Petroleum Institute (API)</p> appeared first on Business In Focus Magazine.

The county’s big picture growth strategy is achieved in various ways. In its efforts to draw and retain private investment, the Wells County Economic Development Corporation (WCEDC) focuses on continuous infrastructure improvements while actively reaching out to prospective new arrivals who are handsomely incentivized to establish themselves here. The cumulative outcome of the corporation’s economic development efforts has been a significant improvement in local utility supply, transportation infrastructure, and broadband connectivity.

With shovel-ready sites, Wells County’s location, infrastructure, and access to major transportation veins all contribute to its appeal as a future-forward location with the means and business savvy needed for further development.

Where business booms
Home to around 10,000 people, its county seat, the City of Bluffton, was once a gas boom town and one of the first to have paved roads, leading it to become known as “The Parlor City” for being “as clean as a parlor” during a time when most streets were commonly either dusty or muddy. Wells County’s other fast-growing towns include Ossian and Markle, amongst others. And while its communities are expanding at an impressive rate, the county really takes care of prospective businesses looking to relocate here by providing state-based, dollar-for-dollar cashback credits and a county-based relocation cost abatement and workforce assistance, plus low equipment investment taxation.

As a result, Bluffton, Ossian, and Markle have seen impressive changes over the past few years. Poised for the significant growth of its industrial park, workforce, and wages, the town of Ossian is proud of two new housing developments that are underway as a result of a powerful regional economic upsurge.

Moreover, the state’s fastest-growing town, Markle, is known for its beauty and higher wages. Markle also happens to be divided by the borderline of the counties of Wells and Huntington. The happy outcome is that, with fabricators relocating from Illinois and Michigan, much of Allen County’s growth is positively impacting Wells County.

In response to this economic boom, Wells County’s housing sector is also expanding. In particular, its section of Markle is experiencing high housing demand. With Wells County offering low taxes, a lower cost of living, and quality schools and amenities, the town of Markle has responded to the demand with a considerable housing development, of which phase one is already fully occupied. It is now moving into phase two of the project.

If you build it, they will come
In its early days, Wells County was under the management of Allen County before establishing itself as an independent entity in the late 1830s. While the town of Zanesville now also spans both counties, the friendly neighbors regularly join forces on regional advocacy and infrastructure.

Now, following the implementation of numerous well-executed strategies to develop its many sectors and overall infrastructure, leaders in logistics, agribusiness, and advanced manufacturing find Wells County an ideal location for their facilities. To accommodate growing demand from industry, Bluffton Industrial Park is working on a new 100-megawatt electrical capacity that will be rolled out in 2028 alongside its existing 249 acres of available land.

The county has also invested $16 million in its water supply and other infrastructure, with a specific focus on improving food production capacity. Ossian’s industrial park has had significant drainage improvements to improve the quality of its shovel-ready sites within five miles of local railway access, and the town also has large-scale electricity and natural gas infrastructure in place.

Of course, it helps that the local workforce has a longstanding reputation for being particularly industrious. Public statistics show just under 20,000 resident workers, of whom just under 15,000 live and work in the county, with nearly 2,700 commuters entering the county daily from elsewhere, actively contributing to the local economy.

As a result, forward-thinking businesses choose Wells County for its capable workforce, integrated and proactive leadership models, competitive overhead costs, and quality of infrastructure. Wells County is also superbly accessible. Situated right on Interstate 69, and connected to U.S. Highways SR1 and 224, the county has direct routes to all corners of the United States, within a day’s truck drive of around half the American population.

It also has international access to important ports on the Great Lakes at Indiana-Burns Harbor; in Toledo, around two hours away; and in Detroit, roughly three hours away. Its dependable rail service offers national connectivity, and Wayne County Airport, Detroit Metropolitan, Indianapolis International Airport, and Fort Wayne International Airport are all within a three-hour drive.

Amenities for all
Committed to creating quality of place, Mayor Scott Mentzer is leading with the idea that for communities to remain healthy, they must have access to what he calls good, safe, and affordable “third places”—places beyond work environments and home—where people gather and meet. “I think we’ve become isolated. And I’m trying to create momentum about breaking down that isolation and having people gather again, connect again, and create connectivity,” Mayor Mentzer says.

“The quality of our public places signals what we believe we deserve,” he adds. Based on this maxim, the county is continuously recreating itself in ways that make people want to stay.

One such new landmark amenity is the Wells County Community Aquatic Park in Bluffton. As a county-wide effort, the park was funded by a number of visionary stakeholders and designed to be accessible to all demographics, with a design that is modern, fun, and packed with activities. The best part is that it is unbelievably popular, with attendance in the first weeks surpassing the previous year’s visitors’ volumes of its original 51-year-old swimming pool by 40 percent. This year to date, it has gifted 3,600 tickets sponsored by generous business owners to local residents.

The generous people of Wells County also ensure that every child has access to all its wonderful amenities and extra-curricular opportunities. The Wells County Foundation assists families in covering the costs of children’s participation in sport, the arts, and school activities, while other organizations with similar missions include Women in Leadership, The Women of Light, and the Wells County Chamber of Commerce.

Furthermore, the economic development team also endeavors to provide the local workforce with quality job opportunities. These efforts include preempting investors’ workforce needs and curating and developing local talent through workforce training and related partnerships in ways that complement prevailing industries.

Diversifying the economy
In the process, the team is looking to further expand the county’s economic prospects by diversifying its industrial profile. By focusing on providing suitable sites with high-volume water and power supply and other business resources, it aims to draw more companies serving the defense, agricultural technology, and aerospace industries.

“With our collaboration with local governments and utility partners, we have improved transportation, utility, broadband, and shovel-ready sites to keep supporting our growth,” says Jessica Beste, Director of Economic Development.

As a historically agricultural region, a considerable part of Wells County’s existing gross domestic product is derived from crops like wheat and soybeans and their subsequent food processing facilities and value-added agricultural products and services.

Thanks to its expansive technical education offerings, strong logistics and storage industries, and accessibility, alongside generational fabrication expertise, advanced manufacturing, precision machining, and cleanroom facilities, medical fabrication has also found a comfortable home here. From automotive OEMs and metal and plastic fabrication to wood and food production, Wells County is known for innovation and a proud tradition of craftsmanship.

Building the future
As the region continues growing, expediting housing development and redevelopment is a priority, as is providing affordable childcare in order to maintain its workforce as a family-oriented region. To this end, two three-year aid pilot programs assist families with childcare bills from state-registered providers. On the trishare plan, one-third of the cost is settled from regional Northeast Indiana funds, while employers cover one-third and employees another. On the coshare plan, higher-income employees equally divide the cost of childcare with their employers.

In the county’s bid to provide sufficient, quality affordable housing, the WCEDC collaborates with multiple stakeholders on work that dovetails with establishing its Skilled Workforce Pipeline. As part of this initiative, students from the school districts of Bluffton-Harrison, Southern Wells Community Schools, and Norwell Community Schools all receive a K-12 education informed by local business requirements to ensure that they develop the necessary academic and technical acumen they need before choosing from a selection of post-secondary institutions where they can further their studies.

“While industries evolve and markets change, one thing that has remained constant in Wells County is our culture of people who believe in building for the next generation. That commitment to innovation, stewardship, and community is what continues to make Wells County a place where businesses don’t just locate to, but they put down roots and grow. Wells County Economic Development (WCEDC) is proud of that,” says Beste.

As part of the development of adult learners and young students alike, the corporation has built alliances with local trade schools and colleges and the towns of Southern Wells, Norwell, and Bluffton Harrison, alongside Area 18 Career & Technical Education (CTE), which has proven tremendously successful over the past half-decade. The greater education system also accommodates employer engagement through curated training, apprenticeships, internships, and other means.

As Indiana’s biggest, this local CTE cooperative provides students with current, industry-relevant training and experience. High standards are maintained by interest groups engaging directly with industry and collecting relevant information, which is then processed and applied in coursework to ensure that student education remains relevant and in stride with the times.

A separate exploratory group gathers all manufacturers in Wells County to identify areas for improvement in employee education, and the CTE cooperative responds with relevant training for students and employees. This is followed by on-site, hands-on skills training in local manufacturing facilities.

The organization also gives students from eight high schools across Wells, Blackford, Jay, and Adams counties the opportunity to earn dual college credit and industry certifications toward their qualifications. There were 6,007 students enrolled in the program for the 2025-26 school year, with areas of study including Public Safety, Business, Agriculture, Health Sciences, Information Technology, Automotive Technology, Construction Trades, Precision Machining, Welding, and Advanced Manufacturing.

Beyond its school districts, Wells County benefits from Northeast Indiana’s wide choice of post-secondary institutions. These include Ivy Tech Community College, Indiana University Fort Wayne, Purdue University Fort Wayne, Indiana Wesleyan University, Huntington University, Manchester University, Indiana Tech, Trine University, and the University of Saint Francis. Considering the vast selection of study fields these schools collectively offer, Wells County residents enjoy incredibly high standards of education, especially for a rural community.

The local Chamber of Commerce is equally proactive in the county’s career exploration and readiness mandates, providing convocation days in collaboration with the WCEDC alongside career expos, influencer tours, manufacturing day tours, career readiness preparation, internships, and more.

Northeast Indiana is not all about work, however. It also invests generously in the development of the arts, as proven recently when a combined $65 million in READI 2.0 Arts and Culture grants were awarded to nearly 50 statewide projects from Lilly Endowment funds. Sources claim that these projects are forecasted to earn the local arts economy just under $370 million. Northeast Indiana received just short of $11 million of the overall grant for six projects, one of which, the Parlor City Digital Projection, was initiated in the city of Bluffton. A permanent digital installation used as a regional arts and mapping tool is being projected onto the front of one of its oldest buildings. The project received $354,062 from the READI Award and cost around $478,000.

The WCEDC is clear regarding its vision for the future, and with so many incredible partners on board, the path ahead looks promising. As Beste says, “Wells County Economic Development Corporation believes economic development is about creating a future worth investing in. We are committed to supporting responsible growth, expanding opportunities, strengthening our workforce, and building communities where businesses succeed, families thrive, and future generations choose to stay, return, and invest.”

The post Rooted in Community, Driven by Progress<p class="company">Wells County Economic Development</p> appeared first on Business In Focus Magazine.

A leader in the North American geoexchange market, Geosource Energy is a relatively small second-generation Canadian operation that is having a significant market impact by providing Earth Powered Solutions™ to clients across North America and beyond.

Using geothermal energy, which is generated and stored beneath the Earth’s surface, the company’s geoexchange systems provide cost-effective and highly efficient heating, cooling, and hot water for new construction and retrofit projects that seek to set the bar for sustainability and performance.

Backed by proprietary technology and a unique approach, over its 20-plus year history Geosource Energy has drilled over six million linear feet for more than 400 successful projects across Canada and the United States, establishing itself as a leader in the field and a true champion of geothermal.

Why choose geothermal?
An investment in geothermal is an investment in reduced energy use, and thus, lower demand on the grid, fewer emissions, lower life cycle costs, more predictable monthly rates, and optimal year-round comfort; it’s a win for both people and the environment, which is why a greater number of utilities and government entities are doubling down on these investments.

Geothermal systems are proven more sustainable versus conventional HVAC systems, while also being more cost-effective over the long term. In fact, users can experience 25 to 50 percent lower energy costs as a result of the investment, while the underground infrastructure can outlast the structure itself. As CEO Stan Reitsma notes, studies have shown that, “For every dollar that’s saved there, there’s nine dollars saved on the grid.”

In a market marred by volatility and unpredictability, particularly where energy is concerned, the untapped potential of geothermal to add capacity to the grid is something worth exploring. Studies are underway to better understand how geoexchange systems can be used to support the grid as it faces unprecedented demand, particularly in the wake of mass data centre expansion.

Naturally, a big driver in the U.S. is from utilities as they seek to meet this growing demand—more specifically, they are investigating the role of geothermal in cooling storage and demand side power management for data centres as they continue to come online at an impressive pace. “If they can start proving out geothermal for data centres, that’s going to create a whole different type of expansion in the market,” says Vice President Kate Cheng, an area that Geosource Energy is prepared to undertake.

Why choose Geosource?
With more than 20 years of experience offering utility grade construction services and best-in-class drilling and expertise, Geosource Energy is not only a leader in geothermal but also a technology leader who sets the bar and continues to drive the industry forward.

“One of the big differentiators we have is our drill rigs. Geosource has worked with Novamac, our drill manufacturer, for many, many years now and we have only one type of drill rig that we use across our entire company,” says Cheng of the highly flexible dual rotary drill rig which enables work to be done in even the most challenging conditions.

Since 2008, Geosource Energy has been positioning the bore field below a building’s footprint, a proprietary process referred to as At Grade, which allows the drilling to take place before excavation starts (though it can come at any point during new construction or retrofits thanks to angle drilling). Angle drilling enables Geosource Energy to go beneath infrastructure like roadways, buildings, or greenspace without disturbance, using a central location and a concentrated workspace to minimize the impact of its operations.

“When you’re in urban environments drilling next to multifamily buildings with balconies five feet from where you’re drilling, we really limit the acoustic impact of our drill rigs and we’ve developed specialized equipment that allows us to containerize all of our operations so we’re not a big messy site with spoils and grout flying around in the air,” Cheng explains.

This enables the team to get maximum capacity from a limited area, which is particularly useful for retrofit projects like 240 Markland in the Greater Toronto Area, where geoexchange not only improved overall energy efficiency, but also reduced the property’s energy reliance.

“We try to limit the amount of space that we’re actually using to do the geo by putting them very close together at surface and then spreading it out underground,” explains Reitsma, who notes space requirements can be reduced by upwards of 95 percent. “If we had not angle drilled, they would not have been able to retrofit those buildings. They didn’t have enough space.”

This patent-protected process optimizes the trade sequence and drives value from a project’s outset, and to ensure that the benefits of its use are not limited by Geosource’s own capacity, which has been tested by growing demand, the company will license out the technology to other drillers to ensure that industry best practices are being implemented.

This drive to advance geothermal is part of the company’s DNA. According to Cheng, “Our core innovation tenets being equipment innovation, process innovation, and data-driven operations means design improvements based on real performance data, new tools for geothermal field analysis, and intelligence for operational systems,” which enables the company to undertake industry-leading projects that move the needle forward for geothermal and sustainable construction.

Setting the bar
Geosource Energy has a rich portfolio of projects highlighting the value it brings to the market. At the University of Toronto’s St. George campus, Geosource Energy drilled 372 boreholes at 250 meters per borehole (approximately half the height of the CN Tower) to complete the largest operational urban geothermal/geoexchange system in Canada. The project boasts an energy capacity with a storage equivalent of 250,000 electric vehicle batteries and it has cut greenhouse gas emissions by up to 17,000 tonnes annually.

The demonstrated value for institutional operations is incredible, which is why more and more such clients are integrating geoexchange into their projects. There is a desire to reap the long-term benefits, deemed worthy of their upfront costs.

This was also the case recently at the new Western Memorial Regional Hospital in Corner Brook, Newfoundland and Labrador where Geosource designed and installed the geothermal system, which included 375 boreholes spanning 600 feet below the parking lot. Recognized as North America’s largest hospital geothermal system, the geoexchange system provides 100 percent of the hospital’s heating, replacing electric baseboards with a more efficient system that has resulted in a 50 percent reduction in electricity use.

These are the kinds of results Geosource has delivered in Canada over its 20-plus year history, and now it continues to make history south of the border as well. Selected by Lendlease for the 1 Java Street project, a residential development in Brooklyn comprising 834 rental units—30 percent of which are designated as affordable housing—as well as nearly 13,000 square feet of neighbourhood-oriented retail space, Geosource’s expertise and ability to execute is in high demand, and for good reason.

Upon completion, 1 Java Street became the largest geothermal residential project in the United States, thanks to Geosource Energy’s vertical closed loop geoexchange system comprising 321 boreholes at a depth of 500 feet. This system will reduce annual carbon emissions from heating and cooling by 53 percent compared with typical residential systems and as an all-electric building, emissions will be eliminated.

This project also set the stage for additional work in the U.S. and as such, Geosource made the decision to establish a U.S. headquarters in Manhattan to support growth in demand.

For instance, Geosource recently partnered with Honeywell on the John F. Kennedy Elementary School project in Boston, the city’s first geothermal retrofit of a school in the area. Certainly, the geology of the area presents unique challenges, but Geosource was up to the task.

Cheng credits the rigs as “a big part of what makes us so flexible in different geologies because no matter what the geology is, we can tool up to do rotary drilling.”

It’s a good thing, too, because interest is being generated out west with other major projects like Oracle Global Headquarters in Nashville, which means neither geology nor geography is going to stop the company’s success.

The growing push for decarbonization
For clients, geothermal can serve as a component part of achieving net zero/low-carbon outcomes and Geosource Energy, with its acute awareness that only a percentage of the market has been spoken for, continues to push on.

“We all work together trying to decarbonize the industry and we have a solutions mindset related to that,” explains Cheng, which is why Geosource continues to experience growth in demand for its expertise around North America, and even the world.

According to Cheng, “We have the practicality and work ethic of a field-driven construction company but with the analytical approach of an engineering and technology organization.” This is backed by an unmatched depth of experience in the field, actionable data, and technology leadership that enables the company to find success no matter where projects may take it.

With interest even being generated overseas, where there is growing recognition of the potential impact of geoexchange, Geosource Energy is a Canadian company who has become a global authority in geothermal. This is a team that continues to advance the market through exceptional projects and unmatched performance, raising the bar for an entire industry in the process.

The post Raising the Standard for Geothermal<p class="company">Geosource Energy</p> appeared first on Business In Focus Magazine.

At Specialty Technology and Research, Inc., better known as STAR, Inc., licensees are cared for like family and supported at every step. Founded in 1986, Columbus, Ohio-headquartered STAR has long worked on a licensee model. With a web page dedicated to Owning a STAR Seal Plant, the company outlines the many benefits of becoming a licensee. These include the provision of plant layout details, detailed engineering drawings, research and product development, technical support, quality control and assurance, technical training, and even marketing.

“It’s like a big family, and we always value the support of the licensees that we have,” says Girish C. Dubey, STAR Seal’s CEO and Founder. Dubey continues overseeing the company’s success in the pavement preservation industry and today, STAR has about 150 staff members in North America, 15 plants, and three international facilities, in Australia, China, and Mexico.

Designed for success: technology licensing
Compared to conventional franchising, STAR’s unique Technology Licensing program is much more cost-effective and is designed to set up licensees for success. As the company states, “Our sole responsibility is to support our member companies and their customers. STAR’s diversified management capabilities and strategies are highly focused and specifically designed to serve our members ensuring their future growth.” Backed by the strength of STAR, licensees benefit from negotiated prices for equipment and raw materials, connections with suppliers, directions on plant layout, equipment, staffing, and more.

“We always listen intently to all our licensees,” states Dubey of STAR, which holds monthly telephone conferences with all plants, discussing product and process development, equipment and raw material requirements, industry demand, and suggestions for improvement. These meetings are always productive, with plenty of ideas on how to prioritize projects. “There is nothing flowery; it is all meat and potatoes,” says Dubey, which makes sense because STAR licensees are on the front lines. The first to receive customer feedback, they receive full technical support and production processing support. Like a big family, every aspect of the business is discussed openly and honestly.

Built on sealcoating expertise
Long before founding STAR, Dubey studied chemistry, earning Master’s Degrees in Inorganic Chemistry from India’s Upadhyay Gorakhpur University and Polymer Chemistry from Wright State University. This saw him take on the role of technical manager at marine paint specialist Hempel before creating STAR and launching his first basic sealcoatings. These were followed by a line of additives to boost sealcoating performance and other products like STAR Supreme, STAR Aviator, and Better and Best.

“STAR Seal is the basic workhorse of the industry,” explains Dubey. “The Better grade is professional grade with better performance, and then there is Supreme. Our specialty product, STAR Aviator, is designed to meet FAA (Federal Aviation Administration) specifications for airports.”

Today, STAR is behind about three dozen different products, including sealcoatings, color coatings, crack fillers, traffic paint, primers and specialty products, and additives. Knowing its market extremely well, STAR doesn’t sell sundries like brushes, brooms, nozzles, or cleaning compounds. “Our focus is on technologically superior products in coatings and additives. That’s our main business,” states Dubey.

Along with legacy products like STAR Triton, STAR Spectrum, and STAR-Seal Refined Tar Sealers, the company has introduced two exciting products. One of them is Star LTCA, which stands for Low Temperature Cure Additive. This unique product is formulated to optimally cure in cooler temperatures, when sealcoating is usually not done. “With this additive, now you can take it down to 40°F, so that opens these seasons a bit more and gives a couple of weeks on both ends,” says Dubey. “The industry is so seasonal that this gives contractors a big advantage, having more weeks to do work early spring or late fall.”

Last year saw the company introduce STAR MAX-GRIP. An additive, STAR MAX-GRIP is based on specialty polymer latex and bonding agents and “is designed to reduce drying and cure times by 50 percent or more and improve adhesion of sealcoatings. Additionally, STAR MAX-GRIP improves the oil and chemical resistance of the sealcoating.”

As its name implies, STAR MAX-GRIP demonstrably improves the adhesive properties of sealcoating, especially in challenging areas like polished aggregates. Parking lots and driveways are asphalt mixed with aggregates and paved; over time, with age and usage, aggregates in the pavement become polished or slick, and it is hard for coatings to bond to slick surfaces. A polymer latex-based additive fortified with bonding agents, STAR MAX-GRIP is ideal for areas that must be resistant to chemicals and oil.

“It’s like painting a mirror,” Dubey explains. “Nothing will stick to it. This additive is great in those areas and all over, especially in areas experiencing more traffic, like exits and entrances.”

Marketing moves
STAR, Inc. and Girish Dubey have always excelled at marketing. Going back to the beginning, the company presented at industry conventions and shows and had a presence in magazine and print advertising. And as a sealcoating specialist, Dubey has written many technical papers. With marketing shifting largely away from print media, STAR has stepped up its online presence through its blog, which discusses advances in sealcoating, explores new products, and highlights projects completed by licensee plants. “People are talking more about our products, and it is working,” comments Dubey. “We have sharpened our marketing strategy and are putting more focus into certain aspects of that. We are launching a branding campaign for our name, which will be synonymous with quality, service, and integrity.”

As part of the branding program, the company is launching a new website dedicated strictly to persons interested in expanding into manufacturing, https://starsealmanufacturing.com/. People in the sealcoating industry tend to start small, keep growing, and, with the right support, reach a point where they have sufficient volumes of sealcoating and want to manufacture themselves, with STAR’s strong support. Others being approached include companies who do paving and subcontract the sealcoating to others. “So there are two pathways,” says Dubey. “People who do paving maintenance is a natural extension, but with hands-on experience in the industry.”

With considerable international turmoil at present, the company is emphasizing licensing opportunities in the United States instead of overseas, and is targeting locations along the eastern seaboard, the west coast, and the Midwest. There are many U.S. opportunities, and STAR is eyeing areas where it doesn’t currently have representation.

Another way STAR Seal supports its licensees is through its internal online magazine, which is distributed to all plants. The magazine showcases products and licensee activities, and contains articles on technical aspects of sealcoating, plant operations, and equipment. Plants are encouraged to share the magazine with their customers so they know about new products and activities.

At present, about 90 percent of STAR’s business is in commercial products, with the remaining 10 percent residential. Some businesses using STAR sealcoatings include big-box stores, commercial properties, industrial complexes, and homeowners associations. “Our aim is to enhance the performance of sealcoating, with very effective add-on offerings to the sealcoating,” states Dubey. Incorporating the right additives—even comprising just one or two percent of the product—makes the difference between a sealcoating performing and not performing. As Dubey explains, “We are always looking to do things in a different way and take full advantage of the known chemistry of ingredients.”

Proud of STAR Seal’s 40^th anniversary, Dubey and his team are planning promotions and celebrations, which will include recognizing the company’s many plants. “STAR is like a big family, and we always value the support of the licensees that we have, and we definitely want to show our appreciation,” he says. “2025 was one of our best years, and 2026 is tracking to be even better than last year. We are in the process of promoting for new plant locations, so I’m hoping we’ll have a couple of new plants next year.”

The post Protection and Preservation: The Importance of Sealcoating<p class="company">STAR, Inc.</p> appeared first on Business In Focus Magazine.

Based in northeast Edmonton, Alberta, QPP is a 100 percent Canadian-owned manufacturer of polyurethane pipeline pigs and pigging accessories. Its product range spans sizes from compact-diameter water and chemical lines right up to the large-diameter transmission pipelines that cross North America. The company serves customers in oil and gas, mining, water and wastewater, and industrial process sectors. And since 2016, it has operated as a subsidiary of Suncast Polytech Inc., a strategic acquisition that changed the scope of what QPP is capable of, and what it aspires to be.

What’s in a name?
The name raises eyebrows in boardrooms and on job sites alike. Tim Canete, President of Quality Polly Pig Ltd., is used to the question. “A pipeline pig is essentially a device that travels inside a pipeline, pushed along by the flowing product or by water or air, to do a job,” he says. “The main function is cleaning the inside of the pipe during new construction, for ongoing maintenance, and for prepping lines ahead of inspection.”

Beyond cleaning, pigs serve two other primary roles. Batching pigs separate different products travelling through the same pipeline so a transmission operator can move bitumen down the line one day and switch to a different fluid the next, with a pig acting as a physical buffer between the two. Foam swabs, meanwhile, are used to dewater newly constructed lines before they enter service.

QPP manufactures its pigs exclusively in polyurethane (PUR), in both solid-cast and medium-density foam configurations. The choice of material is deliberate—polyurethane is a family of materials whose properties can be tuned by adjusting prepolymers, curatives, and processing conditions.

QPP engineers select and blend formulations to suit specific duties including harder compositions for aggressive mechanical scraping, softer ones for sealing inside slightly out-of-round pipe, more chemically resistant grades for refined product lines, and highly abrasion-resistant versions for slurry applications in mining.

“Polyurethane provides the combination of properties that pigging demands,” Canete says. “It needs to be soft and flexible enough to conform to the pipe yet tough and durable enough to clean the pipe.”

Partners in success
QPP began operations in 1996. For its first two decades it operated as a focused pig manufacturer, building a reputation for quality across the Canadian oil and gas sector. The transformative moment came in 2016, when Suncast Polytech Inc., an Edmonton-based manufacturer of large-scale polyurethane wear parts for mining, oil sands, industrial, construction, and forestry applications, acquired QPP and brought it under its roof.

Suncast itself had been founded in 1998, driven by a technology it developed in-house, ReCast™. The premise of ReCast is straightforward in concept and technically demanding in execution. New polyurethane is bonded directly to worn, cured polyurethane, rebuilding the original part to its design specifications. The result is a restored component that performs like new. Suncast spent years perfecting this process in some of the harshest industrial environments on the planet, including the oil sands operations of northern Alberta.

“Suncast has been doing ReCast since around 2000,” Canete says. “Initially it was focused on pipeline pig components for Suncor, then it expanded into larger wear parts. The 2016 acquisition of QPP was really about spreading that technology into the broader pigging world.”

Today, QPP and Suncast share a single 22,000-square-foot facility on 3.3 acres in northeast Edmonton. Under one roof sit five automated pour machines, multiple curing ovens, lathes, a coordinate measuring machine (CMM), and a large-format 3D printer added in recent years for rapid prototyping. The combined team numbers around 15 people, small by industrial standards, but deep in expertise.

What the acquisition gave QPP was access to Suncast’s accumulated materials science. Where QPP once operated with a handful of polyurethane formulations, the combined operation now works with approximately 30 distinct recipes, each developed through years of real-world application.

“We’ve gone from a three-recipe company to 30-plus recipes,” Canete says. “All of that knowledge in materials, processing, and parts design, goes into every QPP product.”

The role of ReCast™
In most industrial contexts, a worn polyurethane part follows a familiar path: removal, disposal, replacement. A pig cup that begins its working life with a sharp, precisely dimensioned sealing edge gradually rounds with use. Traditionally, the logical endpoint is the landfill.

ReCast interrupts that cycle. The worn component becomes a core onto which new PUR is cast, creating a permanent bond between the new and cured material. The rebuilt part is restored to full specification dimensions and, based on more than two decades of oil sands service history, performs equivalently to a new component.

The numbers behind the program are significant. Suncast has processed more than 3.5 million pounds of polyurethane since 2000, with nearly half of that volume accounted for by ReCast rebuilds. The program has, by the company’s calculation, kept over one million pounds of polyurethane out of landfill, and ReCast parts cost approximately 30 percent less than new equivalents.

Until recently, however, ReCast remained largely unknown outside of the oil sands sector. “We have a proven rebuilding technology with decades of empirical evidence behind it in one of the toughest industrial environments in the world,” Canete says. “Sustainability is moving from a talking point to an actual procurement criterion in a lot of sectors. ReCast is well positioned for that shift, and we want to get the message out.”

The timing appears right. Canete observes that pipeline operators are increasingly incorporating lifecycle emissions, recycled content, and end-of-life material handling into supplier evaluations. What was once a value-add is becoming a differentiator that procurement teams actively seek.

Home-grown expertise
One of the less visible dimensions of what QPP and Suncast have built is the depth of manufacturing knowledge held within their team and the degree to which that knowledge had to be developed from scratch.

Polyurethane manufacturing for industrial wear applications is a niche with no formal training pathway. There are no degrees in pipeline pig formulation, no certification programs for oil sands-grade PUR wear parts. Everything QPP and Suncast know about the craft—every formulation, every processing technique—has been developed internally over nearly three decades. “There aren’t schools you can pull from. It’s all on-the-job development, and some of our people have been processing urethane parts for more than 20 years,” Canete says.

That institutional depth has a practical consequence and QPP now operates as a recognized engineering house, not merely a manufacturer. Its team uses advanced 3D modelling software for part and mould design and can either develop custom engineered solutions independently or collaborate directly with customer engineering teams. The large-format 3D printer added in recent years compresses the prototyping cycle significantly; where custom pig development once took months of design iteration, the team can now have prototypes in hand within a day in some cases.

The quality assurance program reflects the same discipline. QPP maintains strict vetting criteria for material suppliers, recognizing that formulation consistency starts at the raw ingredient level. Every finished part is inspected against customer specification before it leaves the facility.

The 3.3-acre Edmonton site sits on the CANAMEX trade corridor, with direct rail access via CN’s intermodal yard to the Port of Vancouver and the Port of Prince Rupert, connecting QPP and Suncast to Asia-Pacific markets. The corridor runs south to the U.S. border, giving the operation efficient access to its largest export market.

Canete frames the location in terms of what it makes possible with raw materials arriving from global suppliers and finished and rebuilt PUR parts moving out to customers across Canada, the United States, and international markets. The facility, which QPP and Suncast moved into in 2023, expanded the combined manufacturing footprint and production capacity at a time of growing demand.

The proximity to the oil sands region of northern Alberta, particularly the Municipality of Wood Buffalo, is equally deliberate. Suncast has supplied Suncor and other oil sands producers as an OEM polyurethane supplier for over two decades, and QPP, for its part, manufactures approximately 12,000 pipeline pigs and components annually, most of which are deployed within Alberta’s pipeline network.

For Canadian operators, the 100 percent Canadian ownership of QPP and Suncast carries supply chain implications that have become more salient in recent years. For U.S. and international customers, it represents a stable, allied-jurisdiction supplier with no cross-border complexity.

An industry in transition
The pipeline industry is in the middle of a period of convergence as aging municipal infrastructure is reaching design-life limits, smart pig technology is generating new demand for clean lines ahead of inline inspection, and emerging applications including hydrogen pipelines and CO₂ transport for carbon capture are creating requirements that no established pig formulation was designed to meet. Canete sees all of these as QPP and Suncast territory. “Companies that own their materials capability will be able to respond quickly. That’s exactly where we sit,” he says.

On the product side, QPP manufactures a complete range of solid-cast pigs including Utradisc, Powerdisc, Ball pig, Bell-cup, Dyna-flex, Multi-cup, and Pig-valve configurations; foam pigs including balls, squeegees, and swabs; component pigs for batching, bidirectional, construction, and brush-cleaning applications; and a full accessories program covering brushes, magnets, pigging poles, and transmitters. The intent is that a pipeline operator can source a complete pigging package from a single supplier.

Longer-term priorities include broadening the ReCast program to cover a wider range of pig components, expanding into water and wastewater applications where aging municipal infrastructure is generating increasing maintenance activity, and continuing to invest in the Edmonton facility as both product demand and technology capabilities evolve.

When Canete is asked what he most wants readers to take away from QPP’s story, he steers away from the product and toward the foundation underneath it. “When you buy a QPP pig, you are tapping into 30 years of urethane materials science, an Edmonton-based engineering team that solves real-world wear problems, and a sustainability story, through ReCast, that costs less and wastes less than the alternative. We are not trying to be the biggest pig company in the world. We are the company you call when the challenge is difficult.”

It is a precise articulation of a deliberately focused position. QPP and Suncast occupy a narrow slice of the industrial world—Canadian-owned, built on materials expertise accumulated over three decades without a textbook in sight. The pipeline operators, mining companies, and municipal water authorities that rely on QPP’s products are betting, ultimately, on the depth of knowledge behind each pig that leaves that 22,000-square-foot facility. By most measures, it is a solid bet.

The post Pigs, Polyurethane, and Purpose<p class="company">Quality Polly Pig Ltd.</p> appeared first on Business In Focus Magazine.

When brothers Orville and Wilbur Wright made the first engine-powered flight near Kitty Hawk in North Carolina back in 1903, they never could have predicted how that day, Dec. 17, would birth the entire aviation industry. Long afterwards, Orville quipped, “After all these years of experience, I look with amazement on our audacity in attempting flights with a new and untried machine under such circumstances.” The bicycle shop owner was on the mark referring to their “audacity,” especially considering the first flight traveled just 120 feet at 6.8 miles per hour. Despite the flight lasting a mere 12 seconds, it changed the world forever.

For many, the short flight was a novelty. For others, it presented genuine business opportunities. In 1914, just over a decade after the Wright Brothers made history, Percival Elliott Fansler helped create the world’s first scheduled airline. A Florida entrepreneur skilled in marine diesel engines and electrical engineering, Fansler worked with airplane designer Thomas Benoist on an air service between St. Petersburg and Tampa. Dubbed SPT Airboat Lines, the flight cost $5 one-way, $10 return. Although the trip lasted just 20 minutes, it proved that aircraft could be routinely routed and scheduled like locomotives or ships.

Early airports were focused on government and military use, eventually expanding into transporting cargo and civilian passengers. While there are still countless small private and public airports worldwide, major cities such as Chicago, Montreal, London, Paris, Dubai, and Shanghai are home to “airport cities.” The 1930s saw the rise of massive, multi-terminal airports in cities like New York and Chicago to handle larger amounts of passengers.

By the 1960s and ’70s, airports were becoming larger, sleeker, and modernized. Some, like the San Francisco International Airport (SFO)—which turns 100 next year—started as airstrips in the middle of a field. Back in 1927, SFO served 19 passengers in its first month, according to the SFO website. “Today, as a major international gateway to more than 125 destinations, SFO is one of the nation’s most innovative and busiest airports, serving more than 53 million passengers per year.”

Over the decades, airports have evolved from places where we meet or drop off family and friends taking a trip to something much bigger and more elaborate. Tired food and drink options have been replaced by Starbucks, VIP lounges, and big-name celebrity-led restaurants from Guy Fieri, Wolfgang Puck, and Lynn Crawford. Don’t feel like a fast-food burger? No problem, since spots like LEE Kitchen at Toronto Pearson International Airport (YYZ) have Asian and French-inspired dishes to please practically every palate.

Instead of sitting on an uncomfortable chair while waiting for your flight to board, why not take advantage of a cozy sleeping pod, or get a massage at a relaxation station? Still a few hours until takeoff? Major airports like Singapore’s Changi Airport (SIN) and India’s Indira Gandhi International Airport (DEL) have movie theaters, while Hong Kong International Airport (HKG) is home to the world’s first airport IMAX theater. And although not every airport has an onsite fitness centre, some, like the Dubai Airport (DBX) and Qatar’s Hamad International Airport (DOH), boast gyms, saunas, steam rooms, pools, hydrotherapy tubs, and even golf simulators.

Becoming increasingly commercial, airlines came up with now-legendary taglines to convey warmth. One of the most iconic, “Fly the Friendly Skies,” a multi-million-dollar ad campaign created for United Airlines in the mid-Sixties, and resurrected in 2013 to appeal to today’s travellers.

Indeed, the economic impact of major airports is enormous. A 2024 report prepared for the San Francisco Airport Commission stated the award-winning airport was a major employer, handling 153,000 tons of cargo in 2024, worth $42.8 billion USD. Cargo operations alone supported about 97,000 jobs in logistics, warehousing, freight, and other related areas. All told, SFO was responsible for almost a quarter of a million jobs and added $52.5 billion USD to the U.S. economy.

There are almost 20,000 airports across the United States, ranging in size from the sprawling Denver International Airport (DEN) at 52.4 square miles to small local airports with basic amenities, like Wi-Fi and grab-and-go food.

As airplane travel grew and became more commonplace, airports worldwide have expanded to keep pace with more cargo and travellers. Jets have become larger, requiring new airports to be built to handle planes like the Airbus A380. At 73 meters in length and with a wingspan approaching 80 meters, the A380 carries over 850 passengers (in an all-economy layout).

But, although airports are often responsible for thousands of direct and indirect jobs and are essential to today’s travel and movement of cargo, citizens often oppose their construction. Citing loss of farmland, noise and air pollution, increased traffic, and other reasons, some airports have had expansions delayed or projects entirely halted.

Back in 1972, Canada’s federal government expropriated about 18,600 acres in the then-Township of Pickering, Ontario, planning to build an airport. Protests were immediate, and the proposed Pickering Airport was in limbo for over half a century. Finally, in early 2025, it was announced that most of the land would be transferred to Parks Canada with the goal of expanding the Rouge National Urban Park. “Following our Government’s engagement with community members, we’re thrilled to announce that an airport will not be built on the Pickering Lands,” stated Jennifer O’Connell, Member of Parliament for Pickering-Uxbridge, in a media statement at the time.

Located about a 40-minute drive from Pickering, Toronto is experiencing an airport controversy all its own. Politicians, the public, and businesses have repeatedly stated the need for Canada’s largest city to be “world-class,” with airports driving the economy, accessibility, innovation, and tourism. And while many support downtown airports, they have more than their share of detractors, especially local residents.

One of the most controversial is the proposed expansion of Billy Bishop. On Toronto Island and operated by the Toronto Port Authority, Billy Bishop Toronto City Airport (YTZ) services over 20 cities in Canada and the U.S. Several groups, including concerned citizens and No Jets T.O., have long opposed jet aircraft at Billy Bishop. Some reasons cited include more air, water, and noise pollution, traffic congestion and gridlock, and the potential cancellation of thousands of new home builds.

The Province of Ontario passing legislation in June to acquire City-owned airport lands made talk of expansion even more controversial. Opinions are mixed, with The Globe and Mail recently publishing articles about the benefits of a larger downtown airport. One recent editorial, Toronto’s island airport should be allowed to grow, stated it was unrealistic for anyone buying or renting homes near the airport (which was established in 1939) not to expect growth. “It’s not reasonable for them to demand the airport be frozen in time, or to limit its financial viability by preventing growth.” And while critics cite increased noise pollution, the editorial says smaller jets, like the Airbus A220, “are on par or quieter than regional turboprop planes that currently fly into Billy Bishop.”

The population of the Greater Toronto Area (GTA) is about 7.8 million, with 3.3 million residents in Toronto itself. The fourth-largest city on the continent, Toronto is a major economic centre. Owing to this, the Toronto Region Board of Trade strongly favours airport expansion. In late 2024, the Board stated that Billy Bishop serves over two million passengers annually and injects $2.1 billion into the local economy.

“From Bay Street executives to emergency medical flights, from Windsor and Thunder Bay, Halifax and New York, this airport connects our city to 20 North American destinations and supports more than 4,450 direct jobs,” stated the Board on its website. “In an era when Toronto’s productivity is faltering and our reputation for livability is under scrutiny, can we really afford to be tepid about such a crucial piece of infrastructure?”

While the future of Billy Bishop’s expansion is unclear, the value the world’s airports bring to travellers, shippers, and the overall economy cannot be underestimated. Yet the debate unfolding in Toronto also reflects a broader question facing cities around the world: how do we balance the economic benefits of aviation with the environmental, social, and quality-of-life concerns of the communities that surround these hubs?

More than a century after the Wright brothers’ 12-second flight at Kitty Hawk, aviation has become so woven into everyday life that it is easy to forget just how remarkable it is. Airports are no longer simply places where planes land and take off. They have evolved into economic engines, employment centres, shopping and dining destinations, and gateways that connect people, cultures, and commerce on a global scale. Every year, tens of millions of flights carry billions of passengers and vast quantities of cargo, making modern airports as essential to the global economy as seaports and railways once were.

As passenger numbers continue to climb and aircraft technology advances, airports will almost certainly keep evolving. Some will expand, others will modernize, and still others will face fierce public opposition. The conversation will continue to centre on competing priorities—economic growth, environmental stewardship, urban planning, and the needs of local residents. If history is any indication, airports have never stood still.

The post Opportunities Taking Flight<p class="company">The Business of Airports</p> appeared first on Business In Focus Magazine.

Proudly sharing “One State, Many Voices” as its motto and offering a varied and inclusive network that includes economic developers alongside industry partners within utilities, legal, construction, financial, higher education, and more, IEDA buoys Indiana’s unified voice by supporting individuals who are creating the future of the state.

Ensuring that economic development concerns remain at the top of Indiana’s agenda by building partnerships with the Indiana Economic Development Corporation, state and federal agencies, and elected and appointed officials, IEDA is committed to supporting Indiana’s vital economic development strategies, boasting a straightforward, fundamental conviction: to create vibrant communities, there must first be investments in the leaders that tirelessly serve those communities.

Member benefits are plentiful, such as ongoing education to learn about industry trends; networking opportunities for the vital sharing of best practices; and direct access to state authorities and legislators. IEDA also serves as a reliable champion for issues that membership believe should be at the forefront of legislative debates.

IEDA was first formed in 1968 as the Indiana Area Development Council when 16 dedicated professional industrial developers came together with a shared vision: to provide continuity and structure to a statewide community development effort. In 1982, IEDA was incorporated as a non-profit organization and expanded into the vital network it is today. Over the years, it has broadened its mission by expanding educational initiatives, taking a more active role in group advocacy, and, since 2005, retaining a specialized lobbying firm to efficiently monitor, create, and advocate for important state legislation.

With more than 400 experts as members, IEDA continues to expand today, taking great pride in its tradition of bringing together and assisting those who drive prosperity across every part of Indiana.

“We’re soon to celebrate our 60^th anniversary, and we’re super excited about that,” says Ewing. “From 60 members in 1983 to 450 today, IEDA began as a networking association only but naturally evolved to strategically support membership in the areas of education and statewide advocacy for economic development.”

The association remains true to its networking core, and brings people together in a variety of formats, from conferences to workshops to virtual meetings, covering topics ranging from housing and utilities to data centers, marketing, and best practices for hosting site visits. “We offer three conferences a year for members to gather in person, we do around six webinars, and then we have one smaller professional development opportunity that we usually cap at about 25 people, an intimate deep dive gathering of all things dynamic development where we bring in experts for three days,” Ewing explains.

Later this month, for instance, will see IEDA host its 2026 summer conference, featuring sessions such as The State of BR&E in Indiana: Foundations, Frameworks, and Forward Momentum; From Strategy to Street Level: Real‑World BR&E Practices Across Indiana; AI-Ready Communities: Building Capacity From the Inside Out; Aligning Voices for Talent: How Workforce and Economic Development Win Together; SEA 1 in Practice: What EDOs Need To Know and How To Prepare; and Building the LEDO Voice: Grassroots Messaging That Earns Public Trust. The opening day of the conference also offers a lunch and panel discussion on Women in Economic Development: Real Estate and Economic Development: Insights from Indiana Realtors, offering perspectives from experienced Indiana real estate professionals, a deeper look at how real estate trends impact local economic growth, and opportunities to engage, ask questions, and build connections with fellow professionals.

“IEDA has a recognized legacy of supporting economic developers and partners throughout the state; throughout our history, our programming and resourcing evolve, as they should, to ensure we remain relevant and impactful by intentionally meeting the needs of members across the state,” adds John T. Launius, Senior Vice President and Chief Economic Development Officer. “We’re really proud of the IEDA’s history but couldn’t be more optimistic about the future of the association. I hope the spirit and the mission of the organization never change, but how we support members and what that looks like can and should evolve alongside our members’ needs.”

When it comes to education and training, a broad range of topics are explored, including childcare becoming an urgent priority in the workplace. “We’re constantly listening to our members and those who attend the conferences, workshops, or webinars we put on,” says Ewing. “We’re always engaging and assessing where the value points and topics need to be for our members and that intentionality drives our content and ultimately our value. This member-driven dynamic is key to ensuring we keep things fresh and make sure it’s relevant.”

Changes to IEDA over the years have included a major rebrand in late 2024, complete with a new logo that reflects the association’s energy and impact, including the tagline of “One State, Many Voices,” capturing and emphasizing the statewide reach the association leverages.

The IEDA plays an invaluable role as the home for economic developers in the State of Indiana, and Launius says there is real power and value in the convening of practitioners from around the state. “As a state with a large geography and a diverse range of resources, assets, and industries, it’s critical that we regularly connect and complement regional economic development activity statewide,” Launius shares. “You can feel that connectivity and camaraderie when you go to any of our conferences; there’s an expectation that you will see old friends and partners and make new ones all while elevating the overall quality and competitiveness of the entire state.”

IEDA has a rich history of impactful advocacy work centered around educating elected officials and empowering members with the information and relationships to support their shared priorities. This work is vital, he adds, and an area in which IEDA, through its members, spends a lot of time and energy, ensuring its collective voice is unified and at the table. “This collaborative results-oriented approach requires expertise, patience, and perseverance, all attributes abundantly available through our statewide membership,” Launius says.

Strategically navigating an ever-changing and evolving landscape is one key to success, particularly in light of domestic and international dynamics, where changes are taking place at a “different kind of scale and pace. It positions our advocacy work to be much more active, responsive, and across an even larger area of impact and value to our members,” he says.

Looking ahead, he anticipates ongoing industry and ecosystem shifts around the country—and indeed the world—while IEDA remains steadfast and committed to meeting member needs. “There have been evolving dynamics at the local, state, federal, and international levels for economic developers, and we’re always trying to position Indiana communities as competitive and welcoming environments for businesses and employees,” he emphasizes.

“As economic developers, we have a duty to tell our local, regional, state story of not only our operational advantages but also the quality of people and diversity of perspectives that we embrace. Many of our members have felt a growing need to communicate that narrative externally more broadly and consistently—that we are a welcoming environment and open for business—so we have found ourselves as a professional organization responding to member needs in those areas.”

Responding to those needs has resulted in new areas of involvement such as the U.S. Department of Commerce’s SelectUSA program, a federal initiative that aims to increase awareness of the vital role economic development plays in the U.S. economy and to facilitate business investment that creates jobs in the country. SelectUSA has supported more than 270,000 jobs in the United States by facilitating more than $400 billion in investment since its founding.

“This year, the IEDA, alongside state, regional, and local economic development partners, collaboratively and successfully represented Indiana. This effort brought efficiency and energy to our presence while generating hundreds of foreign direct investment contacts and leads for our members,” Launius says of the evolution and type of event IEDA prides itself on embracing.

Collaboration like this is key to success in economic development, he adds. “We can’t just work as IEDA alone. Relationships and trust are imperative to ensuring excellence and accomplishing these types of initiatives. We were honored and proud to meet the needs of our members and bring our marketing and logistics expertise to guide the effort.”

He also stresses the importance of the role volunteers play in the association’s ongoing success. “We are heavily supported and run by a lot of volunteers with very active committees,” he says. “Whether they’re vetting and selecting content for workshops and conferences, developing or monitoring policy priorities, or recruiting and cultivating members, we benefit from the passion and experiences of our membership.

As for accomplishments, one that Ewing is most proud of in the past year and a half is IEDA’s revamping its member engagement committee and dividing it into three subgroups of new members, current members, and prospective members.

“Our New Member Committee welcomes members as they come in with personal phone calls and emails, seeking them out at conferences and inviting them to either dinners or lunches before conferences start so that they can come in, meet people, and not just be walking into a room with no one they’ve ever met,” she says. “We’re constantly having these touch points so they don’t feel like they’ve been forgotten and are never seen or heard.”

The Prospective Member Committee reaches out to non-members who attend conferences to try to pull them in, ensure they stay engaged, and eventually become a member. Finally, the Current Member Group evaluates what to offer to members to ensure ongoing networking opportunities, adding regional networking receptions and giving updates on the association. And the initiative is working.

“We had a 98 percent member renewal rate last year, which I think was amazing,” says Ewing. “We hit our new member goal by 168 percent, and those three groups working together have also increased attendance at our conferences. Seeing those numbers grow helps the association become fiscally sustainable, but it’s also bringing so much more to everybody who’s attending. They’re getting more out of it as well.”

One of IEDA’s biggest challenges, she adds, is the ever-changing profession of economic development, such as the evolution of the need for childcare. “I’ve been with the association for almost 20 years, and childcare never came up,” she says. “It was just not something talked about, and now at every conference we’re talking about it. It’s at the state level at the legislature that we’re talking about it.” IEDA gladly takes on the challenge because it wants to help on every single level, so the more it can do to provide for its members, the better.

Additionally, the association is currently focusing on updated strategic pillars developed through membership engagement and input. These pillars position leadership to strategically evaluate and direct operations and value. This ongoing process means being proactive in different ways, including recognizing different types of member feedback and looking ahead. Ultimately, though, the goal is IEDA making Indiana stronger and more cohesive by empowering professionals through connection, education, and advocacy.

“What’s been a theme, and critical to IEDA’s past and future success, is to take an education-based approach and bring diverse thoughts together,” says Launius. “We want to continue to be the ‘go to’ resource for our members and stakeholders, particularly with some of the emerging topics the industry is facing. We garner credibility on both sides of issues when we take a thoughtful, education-based approach.”

As Indiana continues to compete for investment, talent, and long-term economic resilience, IEDA will remain an essential force in equipping the people who shape the state’s future with information and insights they can trust. By nurturing collaboration across industries, championing informed advocacy, and ensuring members are prepared to meet emerging challenges, the association continues to strengthen not only individual communities but the state of Indiana as a whole.

The post One State, Many Voices: Stronger Communities through Education, Connection, and Advocacy<p class="company">Indiana Economic Development Association</p> appeared first on Business In Focus Magazine.

But more and more younger employees—Gen Z and younger millennials—are bucking this trend and choosing public transit instead. There are a few reasons behind the shift, one being a different way of thinking about getting to work or anywhere else. Unlike previous generations, it’s not about how they get there, it’s just getting there that matters. To that end, they move through a mix of ridesharing, e-scooters, buses, trains, and more. They see themselves as users, not owners, of transportation.

The auto industry is already responding, pivoting from manufacturing singular products to diversifying into commercial vehicles like electric buses, delivery vans, and autonomous shuttles.

Beyond the options now available to commuters, there’s also the matter of cost: getting to work by car puts real financial strain on the workforce. In fact, commuting has become unaffordable for some American workers, says Nick Bloom, an economics professor at Stanford University and an expert in work-from-home trends. He tells CNN that the share of days worked from home ticked up to an average of 26.2 percent in March and April 2026, compared to 24.6 percent in January and February, according to the Survey of Working Arrangements and Attitudes.

“It’s just allowing employees here and there to take an extra day at home,” says Bloom. This reflects real economic pressure; employees are becoming willing to look for another job if they’re required to come in every day, simply because they can’t afford to.

It may not be commuters’ first concern, but there’s also the environmental impact of the transportation we choose. It’s hard to argue that roadways clogged with single-occupant cars do less damage to the environment than trains moving large numbers of people to and from city centres.

Of course, transportation done right doesn’t just help commuters and the environment; it delivers real economic benefits. Reliable transit can expand labour markets and drive a city’s economy, because better transit doesn’t only move people; it helps cities make the most of their districts and neighbourhoods. That includes commercial corridors, where businesses cluster together so people can reach multiple destinations from a single stop. There’s also a supply chain benefit: more transit running efficiently means fewer cars congesting the streets, which improves deliveries to businesses.

Those are some of the impacts for individual cities, but what if we took one giant step further?

In North America, transit planning is largely focused within individual cities. What if we expanded that thinking beyond single systems and connected our major cities through fast transit, making it feasible to live in one city and work in another? This goes well beyond suburbs or sleeper communities close to a larger hub. What about connecting two major urban centres through true high-speed transportation? What would the benefits look like?

It’s really a story of scale. Benefits like a larger labour market ripple outward, impacting both family finances and the environment. Economists call this the agglomeration effect: clusters of businesses and people coming together as a network. As that network grows, costs go down while efficiency and productivity improve. The interesting catch is that these benefits have limits when confined to a single city, even a large or mega-sized one, because gridlock eventually caps the economic upside of supporting all those workers.

Removing that gridlock through high-speed travel could unlock significant expansion of all these benefits while also cutting the environmental cost of mass transit. It already works elsewhere: countries around the globe are integrating advanced transit into their economies to boost productivity and move people efficiently over long distances.

One of the best examples is the shinkansen, Japan’s bullet train and the world’s first high-speed rail system. It dates back to 1964, when the country hosted the Olympic Games, and now carries hundreds of millions of passengers across Japan’s main islands.

The system is famous for two things: speed and punctuality. The trains reach speeds of up to 320 km/h and run no more than two minutes off schedule, even including weather-related delays. It’s a remarkably high-performing, efficient way to travel between cities, and it also holds a zero-fatality safety record.

Translated into North American terms, a similar bullet train system would make the trip from Chicago to New York take about four hours on an optimal route. Right now, that same trip takes roughly 22 hours by Amtrak.

Because all that speed comes from electricity rather than fossil fuel, there’s a climate benefit too, especially when comparing the costs and emissions of high-speed electric trains to regional flights. That comparison is often measured in passenger miles traveled (PMT), or passenger kilometers traveled (PKT), which combines the number of passengers in transit with the distance they travel to gauge how effective a transit system is. As an example: a city bus carrying 20 passengers over five miles equates to 100 passenger miles traveled. A plane carrying 150 passengers across 2,500 miles adds up to 375,000 PMT.

Right now, airplanes are the undisputed champions of PMT in North America, accounting for nearly 100 billion PMT—240 times more than trains. But that comes at a real cost.

For short-haul flights, generally between 600 and 900 miles (much like our Chicago-to-New York example), carbon dioxide emissions run as high as 255 grams per passenger kilometer, or about 14.4 ounces per passenger mile traveled. That’s largely due to the extra fuel burned during takeoff and climb to cruising altitude. Compare that to high-speed electric trains, which produce only six grams per passenger kilometer over the same distance.

Another Japanese innovation is maglev (short for magnetic levitation) now in development for a potential route between Tokyo and Nagoya.

A maglev train doesn’t use traditional fuel at all. Instead, superconducting magnets levitate the train roughly four inches off the ground and accelerate it with a magnetic field. Without friction between wheels and track, much higher speeds become possible—maglev is projected to reach up to 500 km/h. That’s how a 22-hour Chicago-to-New York trip could become a two-hour-and-25-minute one.

Enerpac notes the trade-offs involved in the infrastructure: “While Maglev requires less physical maintenance, it relies on specialized equipment and precise alignment which may require advanced solutions. Traditional rail, by contrast, requires more intensive maintenance to replace physical components, so these trade-offs need to be weighed carefully when calculating long-term costs.

So what could this mean if North America adopted high-speed trains or even maglevs?

A network of maglevs or other high-speed trains could solve the problem of short-haul flights for routes where the distance is too far to drive but too short to justify flying. Beyond boosting productivity and efficiency, such a system could reshape how we manage aviation altogether. Airlines could scale back short-haul flights, which aren’t particularly profitable, and focus on maximizing long-haul routes. Even better, none of these systems would run on fossil fuels; they’d draw from a grid powered by nuclear energy alongside solar and other clean sources. In essence, we could move millions of people between cities without leaving behind a large carbon footprint. On the ground, road maintenance could also drop as fewer semi-trucks haul materials over long distances.

Most people would benefit from no longer needing a vehicle just to hold down a job and no longer being stuck in the gridlock that hampers travel in and around cities. As younger consumers reshape conventional travel patterns, North America has an opportunity to operate differently, in a way that better protects the planet.

The post Going the Distance<p class="company">Next-Gen Riders Push Transit Beyond the City Limits</p> appeared first on Business In Focus Magazine.

In his book, Hightower discusses the countless lessons he learned from his parents while working for their janitorial company—navigating racial barriers, financial hurdles, and underscoring the importance of keeping your word to employees, industry partners, and customers. “There are a lot of people who want to be in business but don’t really know how, and don’t think that it’s possible,” he shares. “Having been in business my entire life, I just thought that, at my age, I need to leave something behind.”

Prior to building his petroleum business from scratch, Hightower worked at his mother and father’s business, Hightower’s Janitorial Service, in the Middletown, Ohio area. Before he even entered his teens, Steve Hightower showed up at work early on as a child with his Mother and Father, cleaning offices and commercial and residential properties. By the time he was 16, he was a crew leader with adults working under him. Ambitious and with an eye on the future, the young entrepreneur grew the family janitorial business from Middletown to Dayton, Cincinnati, and then statewide. “I was that generation who took a baseline family business and developed it into something more,” he says.

From fundamentals to finance
Watching his parents closely—and accustomed to hard work as a youngster—Hightower was a fast learner. Even today, he believes you need to create a solid foundation to be successful, no matter the enterprise. “Business is basic; you have to understand finance, pay your bills, and know how to invoice,” he states. “And whatever product or service you are offering, that has to be delivered, and delivered on time. Get a product that a company has to have to execute, versus a product that people may want to have—product that is moving every day even while you sleep.” He cites the supply chains of paint (“without resin, there is no paint”), gasoline (“without crude oil, refineries would shut down”), and consumer goods (“you can’t ship or sell without packaging) as examples. Critically, Hightower says, “Trust is built, not assumed! People have to know that they can trust you, and it always helps if they like you.”

Taking on more responsibility managing others, Hightower grew the janitorial business and connected with big players. This included selling industrial materials to the Ford Motor Company in Sharonville. He took advantage of a statewide program, HB: 584, which afforded companies owned by persons of African American, Hispanic, Native American, and Asian descent the ability to bid on certain contracts in Ohio. Other opportunities presented themselves, and Hightower pursued more procurement contracts. This included a huge opportunity when Landmark Supply Co LTD, wholly owned by Steve, bid a fuel contract which energy giant BP had held for 32 years.

Hightower knew how to find a supplier. “If you have an opportunity big enough, you can find a supplier for it, as long as he knows he can be paid,” he says. His first fuel contract was for the entire State of Ohio in 1982, and to this day, Hightower credits the late Don Lykins of Lykins Oil, who quoted him as his supplier, providing product and a credit instrument that secured the sale to the state of Ohio.

The contract revealed Hightower’s confidence. “I did not know anything about petroleum. I did not come from the industry, I did not work for a petroleum company,” he says. “And at that particular time, he remembers saying to his people—even though it was only two or three people at the time—‘Whatever our part, we need to do that well.’ “Thus the beginning of learning the business.

Thanks to Lykins, Hightower learned about a credit instrument that allowed the company to gain credit by utilizing a “lockbox.” This, he says, was the key to his ability to grow in the business, because he could secure funding to his suppliers by having customers send checks to the bank’s lockbox; once the check arrived, the bank was instructed to send the money to the supplier, i.e. Lykins, initially under the name of Landmark supply Co LTD.

“The bank had no liability, because they only had instructions to transfer the dollars to my supplier,” he says. “I could not get a bank loan for petroleum. None of the local banks would trust me to be in the oil business. To them I was just a janitor… I was told by a diversity professional of a construction company in Cincinnati to stay in my lane. How I was able to get to doing hundreds of thousands of dollars in business was through the use of the lockbox.”

Hightowers Petroleum continued to grow, and the business reached $235 million after many years, before HPC got its first commercial bank loan. “No one believed that I should be in the petroleum business, but you learn how to manage with what you have. You’ve got to be creative, and you’ve got to deliver, and most importantly you have to have the courage to succeed. We were able to deliver, and that’s how I really got started.”

The evolution of energy
Following the initial contract years later with the State of Ohio, the company was called to Cleveland and won an opportunity to haul jet fuel to Government locations BP was fulfilling. “They selected us to become a ‘Contract Carrier’ for BP after they supported and help secured our PUCO (Public Utilities Commission of Ohio) status, which allowed the company to transport jet fuel to various government entities within the state for BP.” It was at that point that Steve incorporated “Hightowers Petroleum Company” in 1984 and had the credentials to officially be in the fuel industry.

Today, Hightowers Petroleum remains a leader in energy solutions. A safe, environmentally responsible wholesale fuel supplier, the company’s reputation is unparalleled, with a 99.9 percent on-time delivery rate. The company’s Focused Energy Model is unique and “designed to minimize energy spend, maximize energy efficiencies, and optimize your company’s success by having a trusted single source manage all of your energy requirements.”

Establishing its reputation as a trusted supplier of traditional fuels in the downstream such as gasoline and diesel fuels, today the company is moving upstream to include crude oil, liquefied natural gas (LNG), and supplemental products such as diesel exhaust fuel (DEF), additives, and lubricants. Hightowers Petroleum keeps investing in the future of energy. Our “HPC Mastercard® Fleet Card” is nationwide serving every state in the USA with discounts at the pump for our commercial customers, both fleet and Class A vehicles,” says Hightower. “Additionally, we follow our customers and provide alternative fuels which include renewable diesel and hydrogen for fleets produced on site; emerging technologies such as nano nuclear reactors; small-scale reactors; carbon credits; and electric vehicle (EV) charging station infrastructure,” he says.

“EV is a Johnny-come-lately,” says Hightower. It is a piece of the company’s automotive business, which includes General Motors, Volvo, Nissan, and Mack Trucks. “When your automotive customers are moving toward EV and electric, you don’t want to be the last horse and buggy on the street, so you get ahead of the game. That’s why we went toward EV.”

The company’s construction arm, Hightower EV Solutions, is growing in response. Currently, there are 15 or 16 major turnkey EV installations going on across the country, from California to New York to Miami. This work comprises installing EV charging stations, infrastructure, charging stations, and electrical upgrades. “That’s where we’ve done very well with Hightower EV Solutions, and it is growing quite rapidly,” says Hightower. The company also owns the software for many EV stations and provides 24/7 maintenance service to customers.

Navigating change
Even with the current global uncertainty surrounding petroleum because of the closures at the Strait of Hormuz, business remains solid. “The good thing about this industry is whether its crude oil, gasoline, or diesel, they need to have it,” says Hightower. “Price might be a factor, but you’ve got to pay it anyway, because you need it for your refineries. Refineries can’t shut down.” The price of freight has gone up from $2 to $12, and the product has increased from $45 to $50 dollars a barrel to $100 to $110. “Instability has its challenges, however it also has its opportunities. It’s time to lean in, not put your head down, but to ‘step up.’” Hightower is moving full force in the upstream opportunities created that were not available prior to this disruption.

While this has caused plenty of conflict and confusion in the petroleum industry, it has also created opportunities. “We look at it from an opportunity standpoint, and basically just lean into the situation and continue the route we were on, namely maintaining and managing our downstream customers on a daily basis.” With a presence in every state in the continental U.S., Hightowers Petroleum is also entering Puerto Rico and Hawaii. To achieve this in the downstream, Hightower and his team are buying product throughout the United States and managing the supply chain of carriers that carry product to almost every major city in the U.S.

“We’ve been able to do that one customer at a time,” he says. “We have hundreds of customers now, 99 percent private sector.” His philosophy is, “If you take care of your customers, your customers will take care of you. When times get hard, companies are still looking for people who will answer the phone, show up, and do what they say they’re going to do! And that’s been our success model.”

For years, Hightowers Petroleum has maintained a philosophy of going deep, not wide. The company started with fuels like gasoline and diesel long before adding EVs. Other factors behind the company’s success include MasterCard fleet cards and offering discounts to private companies with large fleets throughout the U.S. using Hightowers products and services.

Building the business on wholesale downstream fuels, Hightower says upstream, like crude oil and LNG, is totally different. A load of gasoline or diesel fuel of about 9,000 gallons going down the road is approximately $30,000 to $35,000; a load of crude oil, about one million barrels per shipment, amounts to some $85 to $100 million per shipment. “$30,000 versus $100 million? That’s a big leap for a little guy,” says Hightower, who brought in experts specializing in trading crude and upstream over the past three years. Owing to this, the company now has customers in Europe, the United Arab Emirates, and Africa.

“That’s because I continue to work in our vertical, but in a different portion within the vertical of petroleum products, and that’s where we stand today,” Hightower explains. “We are taking advantage of opportunities being posed by all of the confusion that’s going on, because we’ve got relationships with China. With our Chinese partners, we can go through the Strait of Hormuz.” And with Europe being short on crude oil, customers are looking for safe places to purchase product, and the U.S. is considered one of those safer places, as opposed to Mexico, Central and South America, or certain countries in Africa. Customers are extremely comfortable purchasing petroleum from Hightowers Petroleum.

“When you have a disruption, that, again, is opportunity. Fortunately, we worked for three years building a foundation upstream, and the environment became what it is. There is a shortage and a need, and Hightowers was well-positioned after 44 years in the petroleum industry, and able to get partners from Europe and the UAE and here in the USA. One criterion for exporting fuel or crude from the U.S. is, there needs to be a base in the U.S. Hightowers Petroleum has become that partnering business in the U.S. for about four different major corporations and has been able to execute in the market despite shortages. “The advantages we put in place allowed us to be prepared, so this was not a disaster for us. It was an opportunity, and an opportunity to succeed.”

Continuing on its path, Hightowers Petroleum recently formed a partnership with multinational giant Shell with its MasterCard fleet card. Offering some of the deepest discounts in the country, Shell took notice and partnered with Hightowers. When the fleet card was released in 1985, it was a loss leader; today, it is a very profitable part of the business.

A foundation for the future
Years after founding the business, Steve Hightower says much of his success comes down to drive, respect for customers and employees, and treating people right. “This is an industry of reputation,” he says. “It takes a lifetime to build a reputation, and it takes 15 seconds to lose it. The difference is, I grew this company from scratch without basically any money, no outside investors, and no big loans available to me. Today, I am still a 100 percent owner of a C-Corp—typically, most companies today have either sold off, sold to someone else, and are not around. Longevity comes from being honest with people.”

Hightowers Petroleum’s reputation is the result of hard work, dedication, professionalism, and on-time delivery. These attributes, and others, have seen the company recognized for its work. A couple of the most recent was the Better Business Bureau Torch Award for Southwest Ohio and the “Sustainability Award” from Honda NA. competing against all of their vendors in 2026. Although this is a validation, Hightower says the company’s work in the community is just as important. Along with being active on many boards, the company also adopts classrooms and sixth graders with a program that exposes schoolchildren to the petroleum industry within classroom education and small exercises, along with field trips to learn about the oil and gas industry.

For years, Steve Hightower has championed public speaking and still carries his love of high school debate to this day. This includes taking local kids from Middletown to the Ohio Statehouse in Columbus, Ohio for Youth and Government mock legislation. These are the real reasons he wrote FUELING. “They compete against other schools from across the country,” he says. “When people ask, ‘Why did you write a book?’ it’s because those kids are our next generation. I have to leave my knowledge for somebody, because none of us are going to be here forever.’” In Hightowers Petroleum, he is building a legacy to last.

The post Fueling Success<p class="company">Hightowers Petroleum</p> appeared first on Business In Focus Magazine.

Positioned between two of Canada’s most influential economic centres, Halton Hills, Ontario is emerging as a destination of choice for companies seeking room to grow, access to talent, and long-term business support. Located in the heart of the Toronto-Waterloo Corridor, the community is leveraging its strategic location, available employment lands, and collaborative approach to economic development to attract investment across a range of high-value industries.

At the centre of these efforts is Invest Halton Hills, the Town’s economic development division. Invest Halton Hills has quickly established itself as a trusted partner for businesses looking to invest and expand in one of Canada’s most competitive economic regions.

“We function as part of the Town of Halton Hills, and our focus is twofold,” explains Graham Lowe, Senior Economic Development Officer. “It’s about supporting the growth of our existing businesses while also attracting new investment to the community.”

Working alongside Lowe is Tony Boutassis, Director of Economic Development, whose responsibilities include overseeing the Town’s Business Concierge Program. Together, their team provides support across investment attraction, business retention and expansion, tourism, agriculture, community improvement initiatives, and major development projects.

Location, location, location
Geography has always played a significant role in Halton Hills’ economic story. Situated between Toronto and Waterloo, the community benefits from direct access to two of Canada’s most dynamic economic ecosystems. Toronto serves as the country’s largest metropolitan market, while Waterloo has earned international recognition as a technology and innovation hub. “Our location gives businesses access to major markets, a large labour pool, strong transportation infrastructure, and established regional supply chains,” says Lowe.

For companies operating in manufacturing, food processing, agribusiness, clean technology, and advanced manufacturing industries, those advantages translate into operational efficiencies and easier access to customers, suppliers, and skilled workers.

The Town’s economic development strategy is closely aligned with broader provincial and federal priorities, particularly in sectors that are shaping Canada’s future economy. Advanced manufacturing, food and beverage processing, clean technology, renewable energy, and agribusiness remain key areas of focus.

“Our goal is to position Halton Hills as a high-value, future-ready employment location within the Greater Toronto Area,” Lowe says. “We want to attract investment that creates quality jobs, strengthens our business community, expands the tax base, and supports sustainable growth.”

Industrial opportunities
One of Halton Hills’ most significant competitive advantages is something increasingly difficult to find within the Greater Toronto Area: available industrial land. As neighbouring municipalities continue to experience land constraints, Halton Hills offers businesses opportunities to establish new facilities on greenfield sites while remaining connected to the GTA’s vast economic network.

This opportunity is concentrated within the Premier Gateway Employment Area, which encompasses approximately 2,200 acres of prestige industrial land.

According to Boutassis, the Premier Gateway represents the Town’s most important economic asset. “It provides excellent access to the 400-series highway network, the broader GTA, Southwestern Ontario, Pearson International Airport, and U.S. markets,” he says. The area is expected to accommodate a substantial share of Halton Hills’ future employment growth as new industrial developments and serviced lands become available.

What makes the Premier Gateway particularly attractive is its rarity. Across much of the GTA, new industrial development increasingly requires redevelopment of existing sites. Halton Hills offers businesses the ability to build facilities designed specifically for their operational needs. “Many municipalities adjacent to us are running out of available land,” Boutassis explains. “We still have opportunities for companies that need room to grow.”

Additional employment lands are also being brought online through long-term planning initiatives, helping ensure that future investors continue to have options within the community.

Building business success
Location alone is rarely enough to secure major investment. Companies evaluating new jurisdictions often consider factors such as approval timelines, municipal responsiveness, access to information, and the ease of navigating development processes. To address these concerns, Invest Halton Hills has developed a hands-on approach that guides businesses through every stage of investment.

The Town’s Business Concierge Program serves as a central point of contact for major projects, helping coordinate across multiple municipal departments while providing clarity around requirements and approvals. “Our approach is very coordinated,” says Boutassis. “We provide site selection assistance, labour market information, connections to partners, and support in understanding municipal processes.”

The program is designed to identify potential challenges early and ensure that businesses have access to the information they need to move projects forward efficiently. For a municipality of approximately 65,000 residents, the level of support available through Invest Halton Hills is notable. “Many larger cities have business concierge programs,” Lowe says. “What’s unique here is that we’re able to provide that same level of sophistication while maintaining the responsiveness and accessibility of a smaller community.”

That combination allows businesses to work directly with municipal staff who have a personal investment in project success while benefiting from services often associated with much larger urban centres. The impact of this approach can be seen in one of Halton Hills’ most significant recent investment successes: Conestoga Cold Storage.

The company selected Halton Hills for a major cold storage development that represents a multimillion dollar investment across multiple phases. While cold storage facilities are often viewed through the lens of logistics, Lowe emphasizes that Conestoga’s operation represents something much more sophisticated. “This is a highly automated cold storage operation powered by proprietary technologies and advanced robotics,” he says. “They’ve developed their technology in-house, and much of the facility is automated.”

The operation utilizes advanced robotics and proprietary systems to manage inventory within highly specialized cold storage environments. The project also demonstrates the broader economic opportunities that can emerge when anchor investments take root.

The full food supply chain
Once a major logistics and food supply chain operator establishes a presence in a community, related businesses often follow. Food manufacturers, processors, distributors, and suppliers benefit from proximity to critical infrastructure and industry partners.

“We’re seeing increased interest from food and beverage companies that want to be close to those supply chain assets,” Lowe says. The result is a growing ecosystem that strengthens Halton Hills’ position within Canada’s food production and distribution network. Among all of Halton Hills’ target sectors, food and beverage processing stands out as one of its strongest value propositions.

The region’s agricultural heritage, transportation connectivity, and proximity to major consumer markets create an environment where businesses throughout the food supply chain can thrive. “In our part of Ontario, you have the full food supply chain,” Lowe says. “From agricultural producers to processors to transportation and logistics, everything is connected.”

Companies located in Halton Hills can reach approximately 150 million consumers within a day’s drive, providing efficient access to both Canadian and U.S. markets. The community is already home to a diverse collection of food-related businesses, ranging from multinational corporations to rapidly growing entrepreneurial ventures. Among them are major industry names such as Kraft Heinz and Cargill Chocolate, alongside innovative companies including Freshouse Foods, Terra Cotta Cookies, and Vision Food Innovations, whose products are distributed nationally.

The sector’s continued growth is supported by a combination of market access, transportation infrastructure, industrial land availability, and competitive development costs.

Sustainability at the forefront
According to Lowe, development charges and real estate costs in Halton Hills often remain more competitive than many neighbouring GTA municipalities, providing additional advantages for expanding businesses. And as economic growth and environmental responsibility are increasingly interconnected—particularly as investors place greater emphasis on sustainability during site selection—Halton Hills has embraced this reality by integrating sustainability into both municipal planning and economic development initiatives. According to Lowe, many companies now evaluate communities based on factors such as energy efficiency, green building standards, waste reduction strategies, and access to cleaner energy sources.

The Town has spent years developing policies and initiatives that support this shift. Climate planning, low-carbon transition strategies, green building initiatives, and sustainable infrastructure investments all play a role in shaping future growth.

The focus extends beyond policy statements and into practical implementation. Municipal capital planning, land-use decisions, and economic development strategies are increasingly viewed through a sustainability lens. That alignment positions Halton Hills to compete for investment from companies that prioritize environmental performance alongside operational efficiency.

A rich pipeline of talent
Of course, a strong workforce remains one of the most important factors influencing business investment decisions. Halton Hills benefits from access to one of North America’s largest labour markets, with approximately 4.7 million people located within commuting distance. The region’s transportation connections support significant commuter movement throughout the Greater Toronto Area, giving employers access to talent from a wide geographic area.

At the same time, the community itself boasts a highly educated population. According to Lowe, approximately 75 percent of local residents possess post-secondary credentials, exceeding provincial averages. Educational institutions across Southern Ontario further strengthen the talent pipeline, with more than 20 colleges and universities located within an hour’s drive of Halton Hills, many of which operate specialized research centres and industry-focused programs. For sectors such as advanced manufacturing, food innovation, agriculture, engineering, and technology, these institutions provide ongoing access to skilled graduates and collaborative opportunities.

“We have access to a highly educated local workforce, a massive regional labour pool, and strong connections to post-secondary institutions,” Lowe says. Those factors help companies meet both their immediate hiring needs and long-term workforce development goals.

Quality of life, always
Amidst its economic ambitions, Halton Hills remains committed to protecting the qualities that make the community attractive to residents and businesses alike. Growth is guided by a planning framework that directs employment development to designated areas while preserving established neighbourhoods, agricultural lands, and natural spaces. “We don’t pursue growth for growth’s sake,” Boutassis says. “It needs to support the broader community through jobs, services, infrastructure, sustainability, and quality of life.”

The Town’s two primary urban centres, Georgetown and Acton, retain their distinct character, while employment growth is concentrated within areas specifically designated for industrial and commercial activity. This approach helps maintain the balance between economic opportunity and community livability. For residents and visitors, that means access to parks, trails, green spaces, and recreational amenities. For businesses, it means operating within a community that understands the importance of long-term planning and sustainable development.

As Halton Hills continues to evolve, its economic development team sees significant opportunities on the horizon. The community already supports approximately 23,000 jobs and more than 1,400 businesses. Additional employment lands, ongoing infrastructure investments, and a growing reputation among investors position the Town for continued success.

For Lowe, the formula is straightforward. “The fundamentals are already here,” he says. “We have the land, we have access to talent, we’re connected to major markets, and we’re ready for investment.”

As companies evaluate locations across Ontario and the Greater Toronto Area, Halton Hills is increasingly demonstrating that growth need not mean choosing between business opportunity and quality of life. Instead, Halton Hills offers a combination of both, supported by strategic planning and a clear vision for the future.

The post From Vision to Investment<p class="company">Invest Halton Hills</p> appeared first on Business In Focus Magazine.