With European origins tracing back to the 13^th century, casinos have evolved significantly from their humble beginnings in the private apartments of Venetian nobles. These early “casini” were discreet spaces for both social gatherings and gambling, a practice typical of the maritime Republic at the time. Wealthy British youths on their 17^th and 18^th-century Grand Tours described these establishments as hotbeds of secret rendezvous and social maneuvering. In a city where discretion was paramount—except concerning the ruling government—the elite amassed significant debts in exotic coffee houses, their identities masked and anonymous.

In Anna Miller’s 1777 Letters from Italy, she describes the casinos as “small houses of one or two rooms on a floor… It is the fashion here for every person of distinction to have one casino at least, and very frequently more: they have little pleasure in inhabiting their palaces, which are really uncomfortable, and by the plans and dimensions rendered extremely melancholy.” This firsthand account highlights why these small social hubs attracted patrons and why they have endured.

In contrast to the exclusive circles of the past, modern commercial casinos reflect the sophistication of today’s middle-class society. While socializing remains a key attraction, the motivations have become more subdued compared to earlier eras. With amenities like restaurants, spas, and swimming pools, contemporary casinos offer a luxurious experience, arguably drawing more parallels to ancient Roman bathhouse complexes than to the intimate Venetian party houses of old.

Beyond mere entertainment for the elite, today’s casinos play a crucial role in the economic independence of many communities. Casinos are significant employers in both the U.S. and Canada, offering a wide range of job opportunities, from dealers to hospitality staff, security personnel, and back-end operations. Casinos also create myriad indirect jobs, boosting local economies by increasing demand for services in areas such as transportation, retail, and food and beverages.

Certainly, casinos also play a pivotal role in the tourism sector. “Iconic establishments such as Casino Niagara, Casino de Montréal, and River Rock Casino Resort attract millions of visitors each year,” the Montreal Guardian reports. “These visitors not only spend money at the casinos but also contribute to the local economy by staying in hotels, dining at restaurants, and shopping in local stores. Events and entertainment shows hosted by casinos further enhance their appeal as tourist destinations, drawing international visitors and boosting local tourism revenues.”

This is particularly evident in the number of casinos owned by First Nations. The Snuneymuxw First Nation’s development division, for instance, recently invested in Richmond, British Columbia’s River Rock Casino, the largest of its kind in the region. This business model demonstrates strong potential for long-term returns, which can be reinvested into youth programs and community development. CBC News reported that eight casinos in the vicinity were sold to First Nations groups, with the Snuneymuxw acquiring five. Among these, the transactions for Elements Casino Victoria and Casino Nanaimo are reportedly complete.

Casinos provide First Nations with economic freedom and self-reliance, improving opportunities for future generations in ways previously unimaginable. According to Yale Belanger, a political science professor at the University of Lethbridge, casinos represent significant long-term economic power for these communities, especially given existing political and regulatory constraints. “The Indian Act still has an incredible level of influence over how a local community is able to develop,” Belanger told CBC. “It involves the government getting involved; it drags out processes that can ultimately deter investors from sinking money into projects.” First Nations often face challenges establishing casinos on reservations; thus, acquiring existing businesses allows them to overcome bureaucratic hurdles.

Despite predictions of online gambling capturing a significant market share, the economic outlook for brick-and-mortar casinos remains positive. The Snuneymuxw Nation’s ownership of five casinos illustrates this. Projected 2024/2025 total revenues include approximately $251,974,000 for River Rock Casino Resort, $140,506,000 for Great Canadian in Vancouver, $80,852,000 for Elements Victoria, $43,614,000 for Nanaimo, and $29,849,000 for Chances Maple Ridge. These figures underscore why casino ownership is a robust strategy for Nations seeking to build better futures after centuries of disenfranchisement.

The Globe and Mail reported another significant acquisition on March 30^th of this year. Pure Casino Entertainment LP made a $282-million offer to purchase GameHost Inc., a publicly traded company with a substantial gaming and hospitality portfolio. This acquisition is partially funded by the $200-million sale of four Alberta properties to an American firm, with the ownership linked to Nova Scotia-based First Nations: Annapolis Valley First Nation, Millbrook First Nation, Glooscap First Nation, Paqtnkek Mi’kmaw Nation, and We’koqma’q L’nue’kati.

The earnings generated by these enterprises have yielded widespread benefits. This year alone, the Cherokee Nation in the United States gifted $7.26 million to 107 school districts. Similarly, communities in Saskatchewan can access grants from casino profits for social, senior, cultural, and other local development initiatives.

While gambling has presented challenges, including struggles for smaller rural casinos and concerns about addiction, the Canadian government is actively reevaluating First Nations gaming rights. In February, The Honourable Tracy Muggli, Senator from Saskatchewan, considered Bill S-241, introduced by Senator Scott Tannas. This bill proposes amending the Criminal Code and the Indian Act, aligning with Call to Action 92 from Canada’s Truth and Reconciliation Commission. The final outcomes remain uncertain. Nevertheless, First Nations casinos have become an integral part of the Canadian entertainment landscape.

Though a far cry from their origins in 17^th-century Venice, these businesses now contribute significantly to the country’s economy and entertainment landscape. More importantly, their evolution reflects a broader shift in purpose, from exclusive enclaves of leisure and secrecy to dynamic engines of opportunity, investment, and cultural renewal. For many First Nations, in particular, casino ownership represents not just financial gain but a pathway toward greater autonomy, resilience, and long-term community well-being. As regulatory frameworks continue to evolve and the balance between digital and in-person gaming finds its footing, brick-and-mortar casinos appear poised to remain relevant, grounded not only in their rich history but in their capacity to adapt and deliver meaningful benefits to their communities.

The post Winning Big<p class="company">Casinos’ Historic Origins and Modern Impacts</p> appeared first on Business In Focus Magazine.

This year, OLFA North America Inc. proudly celebrates “70 Years of SNAP.” Since introducing the world’s first snap-off blade knife in 1956, OLFA has changed the way people cut, create, and work. “This year marks seven decades of innovation, precision, and creativity,” says Carl R. Cottrell II, Vice President of Sales and Marketing. “It was a game-changer then, and it’s still the foundation of OLFA’s innovation today.”

Today, OLFA North America continues founder Okada’s legacy of innovation. At trade events, the company is swapping traditional swag for custom sweets and cookies featuring a light-hearted ‘70 Years of SNAP’ logo. “You’ll see the anniversary highlighted across digital campaigns, printed materials, and updated in-store merchandising,” says Cottrell. “It’s a celebration of the people who use OLFA tools every day and a reminder that great ideas, even simple ones, can have a lasting impact.”

Knives for every need
In the years since Okada’s original snap-off blade knife, OLFA has continually refined this original design and introduced unique new items. This company doesn’t think in terms of just “one product, one SKU,” says Cottrell. “We think of how customers buy and use our products.”

The 18mm snap-off blade, for example, is the same core product but is offered in 5, 10, 50, and 100-pack sizes to meet different needs, from DIY to industrial use. “When you count every unique UPC—the way our customers actually purchase—OLFA easily has over 350 products in the market.” The company’s extensive catalogue includes blades, utility knives, cutting mats, scissors, rotary cutters, rulers, art knives, semi-automatic and fully automatic knives, and more.

OLFA’s legacy product is its 18mm Ratchet Lock Utility Knife (L-1). One of the company’s classics, it has been a trusted staple on job sites and in toolboxes for decades. Built with a durable ratchet-lock mechanism and heavy-duty snap-off blade, the L-1 delivers consistent performance day after day. With an ergonomic design and reliable construction, it remains a favorite of professionals and DIYers alike and is the foundation of OLFA’s reputation for quality cutting tools. “What started as a workhorse utility knife became the go to example of Japanese engineering meeting everyday utility needs,” says Cottrell.

The OLFA 18mm Fiberglass Utility Knife (LA-X) represents the company’s ongoing evolution in performance and ergonomics. With its fiberglass-reinforced body, anti-slip wraparound grip, and auto-lock blade slider, the LA-X knife brings precision, comfort, and durability together in one tool, making it ideal for heavy-duty applications. The multi-pick feature also adds versatility for scraping, prying, and other job site tasks. “This knife is emerging as a core growth driver because it blends classic reliability with modern enhancements that resonate across construction, industrial, and retail usage,” says Cottrell.

Innovation at OLFA isn’t just about performance; it’s also about safety and efficiency, exemplified by the OLFA Quick Change Concealed-Blade Safety Knife (SK-16). Designed with a concealed, quick change blade system, the SK-16 protects users while reducing waste. With a wider cutting channel and a premium stainless-steel blade, it can handle thicker materials such as double-wall cartons, carpet, and strapping with minimal resistance while reducing the risk of accidental contact. With proven cutting longevity (making up to seven times the cuts as many competitors), this model showcases OLFA’s leadership in safety tool design and professional oriented innovation.

Growing the brand
Despite the challenges of the COVID-19 pandemic, OLFA globally strengthened its brand by launching two new North American subsidiaries in 2020. This was when no one could travel because of lockdowns. “We couldn’t go anywhere,” comments Cottrell, “and we were working via video conference as this small team that we built here in North America. It was about 18 months before we could all sit down together.”

Coming out of the pandemic, OLFA Corporation’s President and CEO, Shinichi Okada, flew the entire North American team to Japan for four days. “It was absolutely amazing,” adds Cottrell. “Bringing the entire OLFA North American team together with the OLFA Corporation team in Japan was a meaningful milestone—one I believe everyone involved will remember.”

At the time, Okada said, “OLFA has established the two new companies to better grasp the needs of the ever-changing market in North America and to develop additional new products. These companies will strengthen the sales and marketing reach of the OLFA brand in North America.” The move makes OLFA more locally responsive while staying true to its core of innovation and precision.

Responding to the market
Much more than just a maker of snap-off blade knives, OLFA realizes cutting needs aren’t the same everywhere. Applications common in one region may be rare in another, and requirements like workplace safety and accident prevention can vary widely across markets.

“By investing in a dedicated North American presence, OLFA has been able to better understand these regional differences and respond with more targeted solutions,” says Cottrell. “This closer connection to the market has accelerated product development, allowing OLFA to design tools that meet specific customer needs—whether that’s enhanced safety features for industrial environments or precision-driven solutions for specialized applications,” he explains.

“At the same time, it has strengthened collaboration between North America and global headquarters, creating a more agile and informed innovation pipeline. The result is a stronger, more unified global brand, one that combines Japanese engineering heritage with localized evolution.”

Today, OLFA makes products for professionals and crafters alike which are safe, effective, and durable.

A world first
In 1979, OLFA introduced the world’s first rotary cutter. For years, seamstresses, tailors, and hobbyists alike complained that when they cut delicate fabrics with scissors, the material would typically fray. To address this issue, OLFA created a revolutionary rolling razor blade, much like an extremely sharp pizza cutter. To go with the rotary cutter, the company developed mats to make the cutting easier and safer.

“Originally designed to make sewing easier, these products actually changed the entire world of quilt making,” Cottrell shares. Thanks to OLFA, quilts that previously took tediously long to cut out could now be created quickly and simply with a rotary knife. “And so, we have this entire section of our business that stems from the innovation of the rotary cutter, which OLFA invented. If all we did was snap blades, we would be essentially half the company we are today.”

Almost 30 years ago, the company was focused far more on its construction customers than on quilters. But soon after starting at OLFA, Cottrell was given free rein to explore the market. A single man in his twenties at the time, he signed up for a senior citizens’ quilting class for beginners. All these years later, he remembers cutting multiple layers with an old ‘stack and whack’ method, and others in the class making T-shirt quilts and quilts for babies. He learned the importance of safety and of putting the protective cover back on knife blades. Fellow students were concerned that their cats would jump on tables and cut themselves, or about holding the knives with arthritis-challenged fingers.

Back then, rotary cutters weren’t ergonomically designed—there were no safety features, and many older users struggled to change sharp blades. Cottrell’s older fellow students frequently asked him to swap out blades for them, an occurrence that resonated with him.

Sharing this information with OLFA’s new product development team led to the development of a deluxe curved rotary cutter with a squeeze handle that required little pressure to open and close the blade—essentially a safety feature for fingers. The company also added a safety lock, so users had no worries about the blade opening in their purse or bag.

“That product is the number one selling rotary cutter today,” he says. “It does the same thing as the original, but the handle is equipped to address the needs of the person who’s quilting today.”

To this day, new product development is integral to OLFA’s success.

Safety becomes official
What was learned from the rotary cutter episode also generated an entire category of self-retracting safety knives wherein, once a cut is made, a spring returns the blade to the safety housing on its own. This has also influenced standards for knives—and the creation of standards for cutting mats—set by the International Safety Equipment Association (ISEA) and North American Services Inc. (NASI).

“In 1997, the term ‘safety knife’ didn’t exist,” Cottrell explains. “Now, we have products that we’re selling into an entire industry so people can cut things in production lines, factories, and distribution centres with products designed to mitigate accidents.”

For OLFA, the safety knife industry is entering an exciting new era. For the first time, the ISEA is developing an official standard for safety knives, a project bringing competitors together to set clear guidelines for the entire industry. Once approved by ANSI, this standard will help safety managers evaluate and select tools that truly protect workers while maintaining productivity.

The initiative, says Cottrell, reflects a growing recognition that different jobs—from breaking down heavy corrugate to slicing film or plastics—require the right tool for the task. “As chair of the committee guiding this effort, I’ve seen firsthand how collaboration across the industry is creating a more consistent, safer approach to cutting tools,” he says. “This standard promises to give companies the guidance they need to equip their teams safely and effectively, marking a big step forward for U.S. workplace safety.”

In the 29 years he’s been with OLFA, Cottrell has seen firsthand what sets the company apart from the competition. In a world of mergers, acquisitions, and shifting directions driven by private equity, OLFA remains a family-owned Japanese company grounded in the same principles that inspired its founding.

“Under the leadership of Shinichi Okada, the founder’s son, OLFA continues to honor its legacy of precision, innovation, safety, and consistency while embracing the opportunities of a global, modern marketplace,” says Cottrell. “Our message is clear: OLFA is ready for tomorrow. We’re investing in innovation, safety, and solutions-driven products that meet the needs of today’s customers, while never losing sight of the quality and reliability that have defined the brand for over 70 years.”

The post When It Comes to Knives, OLFA Broke the Mold<p class="company">OLFA North America</p> appeared first on Business In Focus Magazine.

That is where Estone Technology has built its position.

Estone Technology is a rugged computing ODM/OEM engineering and manufacturing partner that helps customers turn product ideas, technical requirements, and early-stage concepts into reliable, production-ready solutions. From rugged tablets and laptops to industrial panel PCs, HMIs, embedded computing systems, medical-grade platforms, and rugged control systems for robotics and autonomous applications, Estone supports customers who need computing platforms built for demanding environments.

The company’s role is not simply to provide hardware. It helps customers bridge the gap between a product vision and a deployable solution that can survive real operating conditions, integrate with larger systems, meet project-specific requirements, and remain supported throughout its lifecycle.

As Sales Engineer Jo Yee Ong explains, “Many customers come to us with a product idea, a PRD, a set of technical requirements, or a market need. Our role is to help turn that vision into a rugged computing solution that can be engineered, manufactured, certified where required, and supported in the real world.”

From computer business to rugged computing partner
Estone’s foundation began with a small computer business known as Stone Computer. In its early years, the company competed in the broader consumer computer market, where differentiation was difficult and long-term value was often limited. Over time, the team saw a stronger opportunity in specialized computing applications, where reliability, customization, engineering support, and long-term product availability mattered more than standard product availability.

That shift became the foundation for what would later become Estone Technology. After adopting the Estone name in 2008 and establishing operations in both California and Ohio, the company moved deeper into rugged computing, embedded systems, and ODM/OEM development for industrial, medical, and mission-critical applications.

Today, Estone works with customers that need computing platforms tailored to specific technical, environmental, regulatory, and operational requirements. Some customers begin with an existing rugged tablet, panel PC, HMI, embedded system, or control platform from Estone’s product portfolio and customize it for their application. Others begin with only an idea, concept drawing, product requirement document, or market opportunity, and Estone helps guide that concept toward a manufacturable product.

This flexibility has become one of the company’s defining strengths.

Moving from concept to deployment
Developing a rugged computing product is rarely as simple as selecting components and placing them inside a durable enclosure. Customers often need to consider display performance, touch functionality, processor selection, thermal design, battery life, connectivity, wireless communication, operating system support, mechanical structure, certification requirements, software integration, firmware behavior, lifecycle management, and supply-chain continuity.

For companies that do not have all of these resources internally, the path from product idea to finished product can be difficult, expensive, and time-consuming.

Estone helps reduce that complexity by supporting customers throughout the development process. The company can help refine early requirements, identify practical design options, customize baseline platforms, support full custom development, and provide manufacturing and lifecycle support after deployment.

For many projects, Estone can also support certification planning and project-based compliance preparation. Depending on the final product, target market, and application, certification requirements may influence decisions related to enclosure design, material selection, wireless modules, power systems, electromagnetic compatibility, medical-grade requirements, environmental testing, and documentation. By considering these needs earlier in the development process, Estone helps customers reduce redesign risk and move more efficiently toward market readiness.

“Our job is to help customers make the right decisions early,” says Ong. “Small choices in hardware design, component selection, software integration, certification planning, or mechanical structure can affect cost, reliability, serviceability, and product availability years later.”

For Estone, a successful product is not measured only by whether it meets a specification sheet; it also has to perform reliably in the environment where the customer will actually use it. In medical environments, that may mean supporting specialized imaging, cleanability, antimicrobial materials, medical-grade certifications, long-term availability, and integration with clinical workflows. In industrial automation, it may involve panel PCs or HMIs that can operate in harsh conditions, support specific I/O requirements, and integrate with factory systems. In robotics and autonomous systems, the need may involve rugged control platforms, sunlight-readable displays, reliable wireless communication, open architecture support, and project-based compliance considerations.

“When our customers can deploy their systems with confidence, that is when we know the engineering work has created real value,” says Ong. “A successful product is not only about meeting the specification on paper. It also has to perform reliably in the customer’s actual operating environment.”

Flexible platforms, white label solutions, and custom development
Many of Estone’s rugged computing products are designed to serve as flexible baseline platforms. These platforms give customers a practical starting point while still allowing room for customization.

For some projects, adapting an existing rugged tablet, laptop, panel PC, HMI, embedded system, or control platform can help shorten development timelines and reduce risk. This approach can be especially valuable when a customer needs to move quickly but still requires changes to hardware, I/O, enclosure design, firmware, software, branding, operating system, certification path, or integration behavior.

For other projects, customers may need a fully customized product developed from the ground up. In those cases, Estone can help take a customer’s concept, PRD, or market requirement and turn it into a complete computing platform designed for manufacturing and deployment.

In addition to offering rugged computing reference platforms, Estone supports customers that need white label, private label, or fully customized ODM/OEM solutions. For customers building their own product lines, this means Estone can provide rugged computing platforms that are customized to match the customer’s brand, application, market position, and technical requirements.

This support may include custom branding, enclosure modifications, hardware configuration, I/O adjustments, software image customization, packaging support, documentation coordination, and lifecycle planning. For some customers, a white label or private label approach can help accelerate time to market by starting with a proven rugged computing platform and adapting it into a product that can be sold under the customer’s own brand.

For others, Estone can support a deeper ODM development path, helping transform a concept, PRD, or specialized product requirement into a purpose-built computing solution. This flexibility allows customers to choose the development model that best fits their business strategy, timeline, budget, target market, and supply-chain needs.

More than hardware
As connected devices become more advanced, many customers need support that goes beyond the physical device itself. For HMI, panel PC, embedded platform, and connected system projects, hardware is only one part of the final solution. The user interface, operating system, update method, device management tools, connectivity, software environment, certification considerations, and field maintenance strategy all influence whether the final product can be deployed and scaled successfully.

“These projects are rarely just about the device itself,” says Ong. “For many HMI and panel PC customers, the hardware, user interface, update method, and management platform all have to work together. When those pieces are planned together from the beginning, the final product is easier to deploy, maintain, and scale.”

Estone can help customers shape the user experience, support administrative management tools, enable over-the-air update capabilities, and develop companion mobile applications when required. This is especially important for customers deploying connected devices at scale, where remote support and software update capabilities can reduce the need to retrieve products from the field.

By combining rugged computing hardware with practical software ecosystem support, certification planning, and lifecycle support, Estone helps customers move from product concept to deployable solution with greater efficiency and confidence.

Global support and manufacturing flexibility
In many of Estone’s target industries, standard consumer devices cannot meet the requirements for long-term availability, customization, ruggedness, or lifecycle support unless purchased in very large volumes. Instead, customers need a platform that can remain stable, consistent, and supported for years.

This is especially important in healthcare, industrial automation, robotics, autonomous systems, and mission-critical applications, where frequent component changes, supply-chain instability, or limited technical support can create serious operational risk.

To meet those needs, Estone has built its business around four key strengths: cost efficiency, engineering responsiveness, end-to-end solution capability, and long-term partnership.

The company’s global footprint allows it to support sourcing, production, logistics, certification-related coordination, and customer collaboration across multiple regions. With office and support presence across the United States, Europe, Japan, and China, along with manufacturing flexibility in the United States, Vietnam, and China depending on customer requirements, Estone can help customers align production strategy with cost targets, compliance needs, supply-chain resilience, and regional market expectations.

“We support customers from the earliest design discussions through deployment and lifecycle management,” says Ong. “That continuity is important because the product does not end when it leaves the factory. Customers need confidence that their platform can be supported, maintained, and improved over time.”

Supporting growth markets
As customer needs continue to evolve, Estone has expanded its regional support capabilities to better serve key growth markets.

In 2025, the company launched its Japanese subsidiary to support increasing demand from medical and healthcare customers. In these markets, localized collaboration, engineering communication, technical support, and long-term reliability are especially important.

Estone also expanded its U.S. warehouse operations as part of its growing focus on the drone, robotics, and autonomous systems markets. Customers in these sectors are placing greater emphasis on trusted supply chains, localized support, shorter deployment timelines, and project-based compliance considerations, including NDAA- and TAA-related requirements.

Because Estone supports customers across industrial, medical, robotics, autonomous systems, and commercial technology markets, the company also participates in leading industry events around the world. In 2026, Estone exhibited at Japan IT Week, XPONENTIAL, and the National Restaurant Association Show, strengthening relationships across medical, embedded computing, robotics, autonomous systems, and connected commercial technology markets.

These investments reflect where Estone sees strong opportunity in the years ahead. As robotics, autonomous systems, medical technology, industrial edge computing, and connected device applications become more intelligent and more demanding, the need for customizable rugged computing platforms is expected to continue growing.

Turning product vision into real-world solutions
For companies developing specialized computing products, the challenge is not only creating a device that works. It is creating a product that can be engineered, certified where required, manufactured, deployed, maintained, and supported over time.

That is where Estone’s role becomes valuable.

Whether a customer needs to customize an existing rugged platform, develop a white label product under its own brand, or build a purpose-built device from the ground up, Estone helps reduce development risk, shorten the path from concept to deployment, and support the product throughout its lifecycle.

Ultimately, Estone’s goal remains consistent: to serve as a long-term rugged computing ODM/OEM partner that helps customers turn ideas, requirements, and product visions into reliable real-world solutions.

The post Turning Ideas Into Real-World Rugged Computing Solutions<p class="company">Estone Technology</p> appeared first on Business In Focus Magazine.

For all of its manufacturing prowess, the company’s success can be largely attributed to its client-centered approach. “We put the customer first,” says Sales Manager, Francie Williams. “That’s why we have the customer retention we do, and why we’ve been in business so long.”

Being relatively small, the company is nimble and highly responsive to client needs. Flex Technologies also has a loyal, dedicated workforce and invests in the communities in which it has a presence.

In addition to the company headquarters, it operates an extrusion plant in Midvale. Injection molding and assembly work is done at sites in Mount Eaton, Ohio and Lafayette, Tennessee while a division called Polyflex, based in Baltic, Ohio, specializes in polyvinyl chloride (PVC). This process entails blending PVC resin with various additives to create custom plastic material.

All work is self-performed, a major point of pride for the company. Being vertically integrated makes things more convenient for customers and is “pretty much our main selling point for the bigger assemblies with large customers,” notes Williams.

Flex Technologies’ products can be grouped into three main categories: assembled products, injection molded components, and custom extruded products. The assembled products category includes sunroof drain tubes, fuel line assemblies, vacuum, and PVC assemblies, as well as vapor emission assemblies and carbon canisters. These are produced through automated processes and then assembled by skilled manual workers.

Products in the injection molded components category include fuel vent valves, fuel line valves, fuel caps, specialized fuel delivery connectors, and specialized couplings. The company uses presses ranging from 85 to 440 tons and excels at shuttle molding—a technique to mold multiple components in a single cycle.

Tough and durable aeration tubing to inject oxygen into soil or water is a flagship product in custom extrusion. This category also covers protective boat moldings to prevent rub and clear PVC tubing, among other goods.

Flex Technologies’ capabilities range from on-site compounding and material customization to custom extrusion and injection molding, design and engineering, rapid prototyping and validation, assembly, testing, and quality assurance. The company also performs laser etching, 3D printing, in-house tooling, and welding, and markets served include marine, consumer, automotive, lawn and garden, and industrial.

“We ship worldwide,” Williams explains. “We have quite a few customers outside of the United States, but our main focus is the U.S. just because shipping costs are so high.”

Flex Technologies boasts both ISO 9001 and IATF 16949:2016 certification, the latter being a global automotive standard—in this case, for thermoplastic assemblies, spin welding, and manufacture of injection molded components. Dedicated quality assurance teams conduct inspections, tests, and quality checks, and the company’s guiding principle is “quality products, the first time, on time, every time,” she says.

To maintain quality, productivity, and efficiency, Flex Technologies works hard to stay on top of the latest technological developments. Besides 3D printers, it uses computer-aided design software and just purchased new CNC machines for mold-making. “We’ve been hiring mechanical engineers to help with making our processes better and improving the way we make, produce, and assemble, making it all more cohesive and faster,” adds Williams. “We’re always continuously working on improving the products.”

The company was founded in 1975 by Glenn Burket, and at first featured a tiny staff of roughly a dozen employees working from an extrusion plant in Midvale. It initially focused on making specialized tubing for the automotive sector. Three years later, the Polyflex division was established, and the business was able to achieve vertical integration. PVC compounds created by Polyflex are used for everything from toys and shoes to wires, cables, hoses, and molding, in the agricultural, automotive, fencing, and extrusion markets.

At present, Flex Technologies/Polyflex operates six compounding lines with an annual capacity of over 150 million pounds. The Polyflex division can perform color matching for customers who send in material samples and offers goods in a variety of colors, formulations, and formats, from highly flexible to semi-rigid. Polyflex complies with relevant U.S. guidelines as well as Registration, Evaluation, Authorisation, and Restriction of Chemicals (REACH) and Restriction of Hazardous Substances Directive (RoHS) regulations, two European Union standards.

Founder Burket served Flex Technologies for decades. He passed away in early November 2024, but many aspects of his original vision remain in place. For a start, all the company’s sites are still located in small towns, a reflection of Burket’s community-minded spirit. “Our founder [thought it was] very important to keep it local and to support local,” says Williams.

The company has been a long-time sponsor and supporter of community groups, local sports teams, and 4-H agricultural events. Burket was well-known for purchasing meat at local county fairs and then distributing it to his personnel.

In the same spirit, Flex Technologies proudly manufactures its products in America, and when possible, uses recycled materials, be it cardboard or reprocessed plastic (used thermoplastic material that has been cleaned, then melted down and extruded into pellet form to be re-used). Keeping production within the United States gives the company more control over quality and ensures shorter lead times, and the company extends this viewpoint to its supply chain, aiming to obtain its raw materials from within the U.S. This makes good business sense, given the chaos that engulfed global supply chains during the recent COVID crisis.

At present, the company has approximately 135 employees across all divisions. The workforce is highly diverse, represents a wide range of ages and backgrounds, and is proud to have a female leader in Chief Operating Officer, Rachel Tetreault. Anyone looking for a job here needs to demonstrate self-motivation and a positive mindset, says Williams, and once brought on board, the company offers staff an array of opportunities. While outsiders are more than welcome to apply for positions, Flex Technologies likes to promote from within. The company encourages camaraderie through special events such as the recent Easter Egg hunt at the Lafayette site in addition to celebrating personal milestones. An employee in the prototype shop, for example, was recently honored on her fortieth anniversary of working there.

Over the decades, Flex Technologies has received numerous industry kudos, the most recent being a General Motors ‘Customer Care & Aftersales Excellence in Supplier Performance Award’ for 2025. This honor was the latest in a series of awards bestowed by GM and other sources for work well done.

“We’re very, very proud every time we get any of these awards,” Williams says. “It is one of the biggest highlights for our teams to see these awards and they are very proud to receive them. It gives our employees a great boost to morale.”

The company does face its share of challenges, including supply chain woes despite domestic sourcing. “Right now, raw material prices are skyrocketing,” explains Williams. “We’re looking at increases that nobody has seen before, other than during COVID, for plastics and resins.”

Inflation has pushed up the cost of machinery, equipment, and software as well. Outside of purchasing, it also causes headaches on other fronts; when customers insist on sticking to quotes made a year or two ago that are now outdated thanks to inflation, profit margins suffer. All of this is compounded by upheavals within the automotive sector as the Big Three American OEMs cope with overseas competition and unpredictable markets.

For all that, Flex Technologies continues to innovate and is eager to create new offerings. “We have new products in the pipeline,” Williams shares.

She has a very positive outlook on the company. Within five years, she hopes to see the company “increase our portfolio, increase our sales, and absolutely keep our customers happy… We’ve been in business for 50 years. We’re looking forward to the next 50. To [reach our centennial] we are upgrading and improving and working to keep our quality high, keep our employee retention high, and to have a work environment that stays positive.”

The post This Specialty Plastics Firm Hits the Half-Century Mark in Style<p class="company">Flex Technologies</p> appeared first on Business In Focus Magazine.

Cross-county collaboration, administrative efficiency, and attractive tax abatements all make Trumbull County a desirable location for new businesses and legacy names looking to relocate to an affordable, business-friendly environment.

Thanks to outstanding accessibility, quality infrastructure, and a well-respected workforce, Trumbull County has paved the way for continued robust industrial expansion. As one of the area’s most active growth acceleration drivers, the Trumbull County Planning Commission collaborates with a host of partners to build positive change and prosperity.

With the Mahoning River as the life-giving force of this freshly up-and-coming region in Northeast Ohio, Trumbull County’s population is well supported by the bounty of nature. Statistics showed around 202,000 residents in 2020, with an estimated 27,000 children of school-going age spread across the 22 school districts of 24 townships, five cities, and six villages. To ensure that children have the futures they dream of, the quality of education is maintained under the watchful eye of the Trumbull County Educational Service Center. And thanks to concerted efforts to regenerate good future prospects, the population has seen its first growth since the 1970s over the past two years.

But not all the county’s arrivals are new. Many are folks who are returning to their home county after leaving as youngsters in search of better prospects. A part of the Youngstown–Warren OH Metropolitan Statistical Area, it is common to see familiar faces who left years ago coming home to share in the success of a county that is overcoming past economic hardships one new venture at a time.

Regardless of economic tides, Trumbull County has always been rich in natural resources. Thanks to significant iron ore and coal deposits, and despite an industry crash in the late 1970s, this remains steel country. As such, the county has played an important role in the national gross domestic product through its presence in the automotive industry.

Trumbull County was part of the Connecticut Western Reserve with Warren, Ohio, the County seat, being the Historic Capital of the Western Reserve. The county’s steel industry played a pivotal role in America’s national war efforts during World War II. “We were one of the largest steel manufacturing areas in the world and supported the war effort,” Coggins says.

Back then, the resulting industrial soot that settled on everything from trees to porches became known as “pay dirt” in recognition of the economic security the money earned from steel afforded the county and its people. Its glory days continued until the sense of security ended abruptly on Black Monday, a historic day, September 19,1977, when many factories went out of business, ending staff contracts and long legacies.

The economic hardship that followed is remembered to this day, with statistics showing up to seven people per day leaving the Mahoning Valley as recently as a decade ago. Despite this dark time in the county’s history, its steel industry remains strong now with big names like Liberty Steel Industries, Vallourec, Youngstown Steel, Youngstown Tube, Wheatland Tube, and others forming the backbone of its reviving economy.

The county’s successful revitalization efforts include welcoming new businesses to the region while further developing the workforce. It is also transforming brownfield properties into viable income generators with the support of JobsOhio and Lake to River. Together, the partners also develop bespoke incentives for new and existing businesses, driving prosperity and building the population.

There are also zoning-related tax incentives that businesses investing in improvements can benefit from. Moreover, in an effort to improve capital expenditure burdens for investors, qualifying newly built commercial and industrial structures stand to garner tax abatements spread over a decade. “Tax increment financing is specifically done when you have infrastructure needs,” Coggins confirms.

Other partners include, but are not limited to, Eastgate Regional Council of Governments, Trumbull Couty Land Bank, Trumbull Neighborhood Partnership, the Board of Trumbull County Commissioners, the Western Reserve Port Authority, and the Business Resource Network, a job and family services coalition supporting new arrivals and existing businesses in procuring staff and resources while providing expansion support. In the process, professional teams from different agencies and departments partner to identify and secure the funding necessary to clean and restore brownfields that formerly housed steel mills and other high-impact industrial businesses.

Trumbull County’s affordable housing market and the quality of life provided by its ample amenities like beautiful parks and trails mean that some residents choose to live here while working in nearby counties. To accommodate everyone, “Our office actively goes after community development block grant funds and works with our land banks to try to improve our housing stock,” Coggins says.

The county’s tourism office is equally motivated, bringing new visitors into the area who often become residents. “We want to make this a place where people not only come to get a paycheck, but they want to live, they want to stay, and they want to bring their families. Our tourism bureau does a fantastic job putting out marketing material to attract people not just to visit, but to visit and then find a reason to stay,” he adds.

Beyond good schools and affordability, another of Trumbull County’s greatest draws is the number of authentic dining experiences the region offers. From Arabic food to its Italian Food Trail, the place is packed with genuinely good food cooked by restaurateurs from a range of nations.

Other innovative businesses have made a name for themselves as local landmarks. One of these is Past Times Arcade in Girard, which opened in a former grocery store. This open-range, all-day gaming arcade, with over 600 pinball machines, offers 1,041 games from across the decades at around a $20 entrance fee for unlimited fun—an achievement that landed it in the Guinness Book of World Records. It has proven to be a national favorite with visitors arriving from across the country. Past Times has proven so popular with young and old alike, it will celebrate its third anniversary on June 1^st this year.

Significant investments have also been made in developing the Museum of Science Fiction & Fantasy Arts (MoSFA) in Warren. The museum was co-founded by John Zabrucky, a Hollywood prop master who decided to make his collection of more than 500 original high-tech props accessible to the public when he returned to his hometown. The museum is being established in partnership with the Trumbull County Historical Society.

Community development efforts are also proving fruitful with the arrival of new employers. Among these, the county recently welcomed a data center manufacturing plant and a 592,000-square-foot Kimberly-Clark distribution center, an enterprise that could soon employ up to 500 people. Investments are also being made in climate protection with economic development incentives secured by Trumbull County Planning Commission. TJX’s HomeGoods also recently brought more than 1,500 new jobs to the region.

Then there is Foxconn EV System LLC, which took over GM’s former Lordstown fabrication complex, hailing back to the days of Packard, an automobile fabricator that operated from 1899 to 1956. Despite GM’s replacing Packard many decades ago, the county still pays homage to its pioneer fabricator at the National Packard Museum in Warren. Intricately intertwined with the Trumbull community, GM leaves deep footprints in the collective memory. Having indicated plans for creating a considerable number of new jobs, Foxconn is likely to expand the facility’s existing footprint.

As planning professionals, Coggins and his team are well-versed in assisting developers across the county in easing legal and municipal processes, as each township, city, and village has a unique set of laws and rules to abide by. “We’re familiar with those people and we actively attend our township trustees’ associations, our city mayor’s association,” says Coggins. “They know us, and we can work with them and help ease that transition.”

Cross-entity collaboration does not end here. Trumbull County is known for its townships’ partnering with cities for the purpose of economic development. The resulting capital improvement plans are typically run on money from taxes paid by local investors in economic development districts, instead of being funneled into general city funds. “The Tax Increment Financing (TIF) focuses on property tax, while the Joint Economic Development District (JEDD) is derived from income tax. It makes sites more attractive, because now we have this improvement plan, and the taxes that you’re paying anyway are going to pay for major improvements needed for your facilities,” Coggins explains.

Enabled by the Ohio Revised Code, the system appears to be most popular in the state’s south around Cincinnati, Columbus, and Dayton. “We’ve started using it to try to help our development, help our growth, because it’s been successful in the south.” By using the income tax from local labor, such areas can provide large businesses like Kimberly-Clark with quality infrastructure. “We are already looking at improving multiple roads, and that facility hasn’t even opened yet. We’re just using the income tax dollars from the construction workers,” Coggins continues.

Trumbull County’s efforts are a proud continuation of the county’s industrial legacy. Its busiest industrial area, the Golden Triangle Industrial Area, was a result of the industrial revolution and the area’s powerful steel and manufacturing capabilities. The area has been evolving since the 1900s—organically and out of necessity. Today, Golden Triangle offers what Coggins refers to as “the largest primary metal manufacturing subsector in the state of Ohio.” As a result, it still offers well-paying employment despite historic setbacks.

The natural outcome of these extensive reinvigoration strategies is an improving housing market, with new development breathing life into an area where homes are typically older. Four new developments by the same company have seen new lots in individual development complexes become available for purchase in Girard and Niles, while three more developers are also doing business here. Another project is entirely sold out in Howland Township, while a sister project in Liberty Township is halfway sold. With grant money awarded by the state and the Housing and Urban Development Authority, new infrastructure is being installed for each new residential settlement.

Securing $15.5 million in grant funds for industrial, urban, and community regeneration, site and infrastructure improvements, and low-cost housing between 2020 and 2023, this formidable team of seven, working alongside partners like the Port Authority (which provides capital leases), JobsOhio (which provides funds from the state), the regional council of governments, and others, continues to fight the good fight. And, as it scouts for more supply chain partners and other operators to settle here as tourism also expands, the Trumbull County Planning Commission’s message is clear.

As Coggins says, “Trumbull County is open for business. We have a team of professionals that is going to find you whatever we can to make your projects move forward.”

The post Steel Roots, New Horizons<p class="company">Trumbull County Planning Commission</p> appeared first on Business In Focus Magazine.

“We exist to foster collaborative partnerships among the private and public sectors to stimulate economic growth and improve quality of life in our communities,” says Ashley Epling, Executive Director of WEDCO. “Everything we do ties back to that mission.”

Founded in 1983, WEDCO serves as the county’s economic development engine, working closely with businesses, educators, government leaders, and developers. Its approach is hands-on and highly responsive, grounded in the belief that sustained growth comes from understanding the needs of both existing employers and prospective investors.

One of Williams County’s most compelling advantages is its location. Positioned within a day’s drive of roughly 60 percent of the United States, the county offers exceptional access to major markets, making it an ideal hub for manufacturing and logistics.

“That centralized location is one of our strongest assets,” Epling says. “We’re close to Indiana and Michigan, and we have strong transportation routes running through the county. It makes it easy for companies to move products in and out efficiently.”

Interstate access, rail connectivity, and proximity to larger metropolitan areas such as Fort Wayne and Toledo enhance the region’s logistical strength. Businesses can operate in a cost-effective, rural environment while maintaining direct access to major urban centers. Columbus, Ohio’s capital, is also within a three-hour drive, further expanding opportunities for regional connectivity.

This balance between accessibility and affordability has become increasingly attractive to companies looking to optimize operations without sacrificing reach.

Manufacturing serves as the backbone of Williams County’s economy, employing approximately 5,800 workers across a range of industries. Rather than relying on a single dominant sector, the county benefits from a diverse industrial base that includes automotive and food processing. “It’s not just one industry driving everything here,” Epling explains. “That diversity helps create stability and resilience in our economy.”

In addition to its established industries, Williams County continues to attract new investment from international companies seeking to expand into the U.S. market. Recent foreign direct investment projects highlight the county’s growing global appeal. A Netherlands-based manufacturer specializing in polymer materials, for instance, has selected Williams County for its first U.S. operation. Similarly, V-Rod, a Canadian company producing fiberglass rebar, has launched its first American facility in the county.

“These are companies choosing Williams County as their entry point into the United States,” Epling says. “That speaks volumes about what we offer.”

At the same time, legacy companies continue to play a vital role in the local economy. Businesses such as Spangler Candy Company, founded in 1906, The Ohio Art Company, established in 1912, and Acheson, dating back to 1914, have maintained a presence in the region for generations. Their longevity reflects both the strength of the local workforce and the supportive business environment cultivated over decades.

WEDCO’s commitment to business success begins with its proactive approach to engagement. Through regular Business Retention and Expansion (BR&E) meetings, the organization maintains close relationships with local employers, identifying challenges and opportunities in real time.

“These meetings help us understand what’s happening on the ground,” Epling says. “If a company is facing hiring challenges or considering expansion, we can step in and help connect them with the right resources.”

This ongoing dialogue allows WEDCO to address issues before they become obstacles while also uncovering opportunities for growth. It also reinforces the organization’s role as a trusted partner for businesses operating in the county.

When it comes to attracting new companies, WEDCO takes a tailored approach. Incentives are evaluated on a case-by-case basis, with careful consideration given to factors such as job creation, wage levels, capital investment, and industry alignment. “We look at the full picture,” Epling explains. “Then we bring together the tools and resources that make the most sense for that specific project.” This layered strategy enables WEDCO to create competitive, customized packages that support both new investments and expansions.

Like many rural communities, Williams County faces the challenge of retaining young talent. However, WEDCO has made workforce development a central focus, implementing programs designed to connect students with local career opportunities and encourage long-term residency.

“We want our young people to see a future here,” Epling says. “Whether they go away for education or enter the workforce right after graduation, we want them to come back and build their lives in Williams County.”

Jennifer Stance, WEDCO’s Director of Workforce Development, works closely with the county’s seven school districts to bridge the gap between education and industry. Through initiatives such as early workforce placement, students who graduate ahead of schedule can transition directly into local employment opportunities.

Another key program is the annual educator boot camp, which brings teachers into local manufacturing facilities to gain firsthand insight into industry needs. “They can take that knowledge back to the classroom,” Epling says. “It helps ensure students are learning the skills that employers are actually looking for.”

Additional resources include a career and technical education center that is expanding its electrical and welding programs, as well as partnerships with a local community college that develops customized training programs for employers.

For businesses considering relocation or expansion, Williams County offers a range of development-ready sites designed to accelerate project timelines. “We currently have 13 sites available throughout the county, ranging from five acres to more than 200 acres,” says Epling.

One standout property is a 63-acre site that has been certified through the SiteOhio program. With due diligence completed, utilities in place, and rail adjacency, the site is ready for immediate development, and an additional 80 acres are available for future expansion.

Other properties include a 223-acre site located along Interstate 80/90, one of the country’s primary east-west corridors. These sites provide flexibility for a variety of industries while ensuring access to critical infrastructure.

Although the county has fewer existing buildings compared to more urban areas, its available land and streamlined development process make it an attractive option for companies seeking to build new facilities. Williams County’s participation in Foreign Trade Zone 8 enhances its appeal to international businesses, offering cost-saving opportunities related to tariffs and customs duties. “We already have several foreign companies operating successfully here,” Epling says. “That creates a strong foundation for additional international investment.”

Indeed, the county’s track record with foreign direct investment demonstrates its ability to support global companies entering the U.S. market. WEDCO provides hands-on assistance throughout the process, often serving as a primary point of contact for international clients.

“When companies can’t be here in person, we step in,” Epling explains. “We help coordinate everything from logistics to local connections so they can move forward with confidence.” This level of support helps reduce barriers to entry and ensures a smoother transition for companies establishing operations in the region.

Of course, as economic activity increases, housing has become a critical component of Williams County’s development strategy. WEDCO is working closely with the Williams County Port Authority to expand residential options and support workforce growth. “Housing and job creation have to happen at the same time,” says Epling. “You can’t have one without the other.”

Recent efforts include the construction of single-family homes, duplexes, and triplexes, as well as plans for a 50-unit senior housing complex. The goal is to create a balanced housing market that meets the needs of residents at every stage of life. By providing housing options for seniors, the county can also free up existing homes for younger families and workers entering the community.

This proactive approach is particularly important in a rural area where private development has historically been limited. By demonstrating market demand, local leaders hope to attract additional developers and accelerate residential growth.

Beyond economic development, Williams County is investing in its communities to create vibrant, welcoming environments for residents and visitors alike. In recent years, downtown areas across the county have undergone significant revitalization. Vacant storefronts have been transformed into restaurants, boutiques, and mixed-use spaces featuring loft apartments.

“I’ve lived here my whole life, and the change has been incredible,” Epling shares. “There’s a real effort to make these communities places where people want to spend time.”

Local initiatives have introduced unique attractions, from renovated historic buildings to entertainment venues and specialty shops. These improvements not only enhance quality of life but also support tourism and small business growth.

Community events also play a central role in this transformation. From farmers markets and festivals to theater productions and county fairs, there is a steady calendar of activities that bring residents together.

During the holiday season, Williams County becomes a regional destination. Downtown Bryan hosts a festive market inspired by traditional European holiday villages, while nearby West Unity transforms into a Christmas-themed shopping district that attracts visitors from across the region. “We see tour buses coming in for those events,” Epling says. “It’s something that really sets us apart.”

WEDCO’s efforts are delivering measurable results. Over the past year, the organization has supported six major projects totaling more than $78 million in capital investment. These initiatives have created 212 new jobs and generated over $12 million in payroll.

In addition, WEDCO has secured more than $2 million in incentives through a combination of grants and tax credits, further strengthening the county’s competitive position. For Epling, these achievements reflect both the strength of the local economy and the effectiveness of WEDCO’s collaborative approach. “We’re a small county, but we have a lot to offer,” she says. “Our goal is to show businesses that they can come here and succeed.”

With a small but dedicated team, WEDCO operates with a high level of agility and personal engagement. Epling and her colleague Jennifer Stance manage a wide range of responsibilities, from workforce development to marketing and project coordination. “We’re very hands-on,” says Epling. “When a company comes here, we’re with them every step of the way.”

This includes connecting businesses with local resources and navigating regulatory processes, and Epling’s deep roots in the community further enhance WEDCO’s ability to provide support. This network-driven approach ensures that businesses have access to the expertise and resources they need to succeed.

As Williams County continues to grow, its combination of strategic location, industrial diversity, workforce development, and community investment positions it for sustained success. The county’s ability to balance economic growth with quality of life makes it an increasingly attractive destination for businesses and residents alike. With strong leadership and a clear vision for the future, WEDCO is helping to shape a region that is both competitive and connected.

“We’re proud of what we’ve built here,” Epling says. “And we’re just getting started.”

The post Small But Mighty: Driving Economic Impact in Northwest Ohio<p class="company">Williams County, Ohio</p> appeared first on Business In Focus Magazine.

Carroll County is a true Appalachian community, with a quality of life rich in the assets of community and humanity paired with a low cost of living. Perhaps that’s why its residents are so clear that the goal is to strike a balance in development, ensuring that the area’s agricultural legacy remains part of their future while welcoming the growth that preserves their way of life.

Rich in community
One of the biggest draws to Carroll County, Ohio is its small-town charm and easy way of life.

At a time when many people are raising their own families away from the community where they were born and raised, there is a stark realization that it takes a village to raise a child. For many, that village no longer exists, but in Carroll County, this approach still holds true. According to Carroll County Economic Development Director, Lynda Wickline, “One of the things that Carroll County does well is community. We are a close-knit community, and it’s one of those old-fashioned places that’s a great place to raise a family.”

With a deeply rooted sense of community and a small-town feel, marked by picturesque lakes, rolling hills and forests, and trails like the historic Great Trail as a backdrop, Carroll County continues to be a preferred one-tank trip for those living nearby for the very same reasons that people continue to call it home. An outdoor playground, it is perfect for those drawn to four seasons of fun, particularly those who value every minute spent in the great outdoors—but also those who enjoy festivals, food, and history.

For Chelsa Slutz, Director of the Carroll County Chamber of Commerce, “It’s based around outdoor activities, local homestyle food, recreational activities that you can go out and do. That’s what we’re strong in and what we’re known for.”

It’s for this very reason that growth in Carroll County must be deliberate and carefully thought through as locals seek to preserve the way of life and sense of community that are so much a part of its identity. As Wickline explains, “We are working to find that perfect business that comes here and fits into our community.”

Rich in assets
Without question, some of the greatest assets Carroll County possesses are the sense of togetherness and the collaborative approach to advancement that shows itself in the community. However, many other reasons also make the county an attractive focus for serious investment.

Of particular importance is that it sits atop the natural gas and oil of the massive Utica Shale play. As a premier drilling location, given its condensate window and the number of permits it holds, Carroll County continues to benefit from an abundance of natural resources. Completed in December 2017, the Carroll County Energy Power Plant is a 750 MW, $900 million investment, and a fine example of regional activity.

Small but mighty, the strongest sectors in the county include construction, education, and agritourism, with the potential for a growing manufacturing base, given the availability of workforce. In fact, many operations are working to bring their manufacturing in-house, demonstrating that expansion activities are underway.

Further to expansion, new investments are making their way into the community. Most recently, Carroll County became home to Dango & Dienenthal USA Inc., which chose Carrollton for its U.S. sales headquarters, a strong indication that the area is on the radar of companies in search of a solid community to invest in and call home.

Logistically, the county is proximate to major metros like Pittsburgh and Cleveland, but the absence of a four-lane highway can be a detriment, which is why, as the county looks to improve transportation of goods and workforce in the region, the current activity around Route 30 is so timely and relevant.

“The Route 30 project we’re working on has been in the process for many, many years, but we are starting to see that they’re buying the property. They’re getting things going to where we have better access to the highway, making it a more direct route,” Wickline explains. The improvements will benefit businesses and residents alike.

She adds, “From Carrollton, which is the hub of our county, it’s a 45-minute drive in any direction to bigger cities like Steubenville, New Philadelphia, and Canton, but once they open up that highway, it’s going to shorten that by 15 minutes.” The northern parts of the county will benefit even more, which should hasten development and investment in the region.

Rich in untapped potential
From the fossil fuels that lie beneath to the natural beauty on the surface, countless facets draw people to Carroll County. The low cost of land and living is surely one of the strongest draws, while the way of life has proven attractive to those looking for life away from the big cities while still enjoying proximity to urban amenities.

“We’re kind of off the beaten path. So, if you’re looking to get away from the hustle and bustle, we’re a good location,” says Slutz.

The area is also home to a growing Amish population who come for the affordability and way of life, to which they contribute through agriculture, food, and their own unique culture and lifestyle.

Amongst all this, there is also a drive to retain existing residents by ensuring that they take full advantage of the benefits already available to them in the county. From Wickline’s perspective, “Our goal is to get people to stay in the community instead of moving out into the bigger cities, which a lot of the Appalachian areas are finding difficult to do. We’re working diligently to keep those young folks here.”

Land acquisitions are underway to make good on some of the county’s goals, which include development opportunities for future investment as well as housing, which is a need nationwide, and quality-of-life improvements to ensure that families, including their furry members, have a place to go.

The county is working to secure a grant to build a dog park adjacent to the dog pound, which will hopefully have a two-fold impact: it will enrich the lives of those in the community while improving the outcome for shelter pets who deserve a better life. This, of course, is the ultimate goal of economic development—to improve community outcomes through mindful growth.

In Carroll County, Ohio, ongoing investments and developments are dedicated to one overarching goal: thoughtful, considered development that will ensure that the quality of life and the area’s endowments are sustained. The idea is to continue to build on what is already in place, buoyed by the knowledge that Carroll County has something special to offer residents and businesses, and that opportunities to grow must enrich the community’s way of life and its vision of the future.

The post Rich in Resources and Community<p class="company">Carroll County, Ohio</p> appeared first on Business In Focus Magazine.

Various sources count at least 720,000 eateries in the United States, and another 100,000 or more in Canada. A restaurant needs to position itself appropriately among its competitors if it wants to stand out in an extremely crowded field.

If you think it’s only about producing good food, think again. Managing the many facets of a restaurant’s daily operations includes marketing and advertising, finding and retaining competent employees, ensuring food safety and quality assurance, and, of course, managing finances, budgeting, handling accounts payable and receivable, and creating a strategy for cash flow during sluggish times. COVID was a stark reminder of just how vulnerable the industry can be. Great food alone simply isn’t enough.

According to research from OysterLink, about 14 to 30 percent of restaurants fail in their first year. While that dispels the frightening misconception of a 90 percent failure rate, more than 50 percent don’t last five years, and a mere 34.6 percent endure for more than 10 years, making long-term viability a significant and ongoing concern.

An article by Dakshta Bhambi in The Restaurant Times suggests that the seamless integration of concept, food, service, and experience is the foundation of a successful restaurant. Repeat business is fueled by consistency, customer service, and emotional connection rather than delicious meals alone. In a review-driven, social-first dining culture, strong branding, savvy marketing, and a prominent online presence are crucial, while long-term sustainability is shaped by operational effectiveness, budgetary discipline, and smart use of technology.

As customer expectations evolve, restaurants can remain relevant by embracing innovation, sustainability, and adaptability. The most successful eateries craft unforgettable experiences that turn first-time patrons into devoted regulars. A compelling concept is the first step, whether fast-casual, gourmet dining, or specialty cuisine, with ideas that are distinct, clearly defined, and aligned with the expectations of the target market. The concept must be supported by a menu, branding, décor, and customer experience that all reflect the theme.

Service can make or break a dining experience. Attentive, efficient, and friendly staff create a welcoming environment that encourages repeat business. A warm atmosphere combined with prompt, thoughtful resolution of customer concerns goes a long way toward building both satisfaction and reputation.

And never forget, location, location, location: a prime position guarantees visibility and ease of access. Choosing a high-traffic location improves customer flow, while parking and transit accessibility add an important layer of convenience.

Competitor analysis is equally valuable, and it pays to understand two distinct types of competitors, according to Derek Stangle of Toast. Direct competitors comprise comparable nearby eateries offering similar menu items to similar demographics, while indirect competitors, food trucks and grocery store prepared meals among them, can pose a quieter but real threat.

A restaurant will inevitably attract some of the same patrons as its competitors, so understanding the customer persona—a profile of the type of individual most likely to walk through the door—is key to building a comprehensive picture of who they are and why they choose to eat where they do. While most restaurants appeal to more than one type of guest, and while serving as many groups as possible has its advantages, overstretching risks diluting brand identity.

Restaurants are about technology just as much as they are about food, beverages, and atmosphere. Without up-to-date systems, including those that support online ordering, a restaurant risks falling behind the competition. Staying current with emerging technologies to improve convenience and the overall guest experience is a significant component of success.

Pricing strategy is equally vital, particularly during periods of economic uncertainty when many consumers are looking for more affordable options (skipping appetizers and desserts or forgoing dining out altogether). Promotions such as combination meal discounts or weekday specials can encourage budget-conscious customers to choose your restaurant over the competition.

In 2026, rising labour, food, and energy costs remain among the most significant challenges facing the industry. Price swings and uneven supply make long-term planning difficult and frequently result in menu price increases, so owners must continually reassess menus and profitability in the face of supply chain disruptions and unpredictable pricing, focusing on smart pricing strategies, supplier diversification, and tighter cost management, all without sacrificing the customer experience.

Partnering with multiple suppliers, buying locally, and adjusting menus based on seasonal availability are effective ways to reduce risk. Spoilage and excess inventory also directly impact profitability, and waste can be significantly reduced through better inventory management, portion control, and composting initiatives.

Finding and retaining qualified staff remains one of the sector’s most pressing concerns, with high turnover, demanding hours, and limited advancement opportunities continuing to drive talent away from hospitality. Restaurants that offer competitive perks, clear career paths, and a supportive workplace culture are better positioned to hold onto good people, says OysterLink. Unpredictable scheduling takes a growing toll on employee satisfaction, while long shifts and little flexibility are frequent contributors to burnout and absenteeism. Adopting modern scheduling tools and giving staff more input over their availability can meaningfully improve morale and retention.

Of course, the food industry is far from immune to shifting dietary preferences and sustainability expectations. Guests increasingly anticipate customizable options, thorough allergen knowledge, and transparent labelling. And sustainability is a growing priority, with consumers calling for more environmentally responsible sourcing and waste reduction. Restaurants that embrace sustainable practices often see meaningful gains in brand trust, along with long-term cost benefits.

Ultimately, today’s most successful operators are those who have mastered the art of simplification: eliminating the superfluous, defining clear goals, and cultivating genuine connections with both their teams and their guests. With diners falling into two broad camps—those willing to pay more for authenticity and quality and those seeking good value—the most effective menus now balance accessible entry points, reliable core favourites, and premium upgrades that justify their price through substance and story. The true differentiator is no longer brilliant marketing but rather transparency around quality, sourcing, and portioning.

The smaller, smarter plate is another notable trend. With modern dietary medications and a broader wellness consciousness reshaping eating habits, guests are gravitating toward meals that are high in protein and satisfying without unnecessary excess.

Technology, too, is a case where less is more, says Modern Restaurant Management in their 2026 Outlook. The winning strategy seems to be integration: anchoring operations around the point of sale, linking loyalty programs and inventory management, and deploying AI only where it genuinely adds value, such as demand forecasting or inventory alerts. Results here are driven by efficiency, not novelty.

So what truly sets a restaurant apart? A distinctive blend of elements, whether that’s standout food, exceptional service, or a truly memorable experience, combined with a strong brand identity, financial acuity, and a staff that genuinely cares about the guest in front of them.

Running and sustaining a restaurant presents unique challenges, but the rewards can be substantial. Success isn’t about luck; it’s about building a solid business plan and following it, assembling a skilled and committed team, maintaining a relentless focus on quality food and service, and staying on top of the latest methods and industry developments. A willingness to adapt to new circumstances is already half the battle, and putting exceptional food in front of guests just might seal the deal.

The post More Than a Menu<p class="company">Culinary Success in a Competitive World</p> appeared first on Business In Focus Magazine.

“Our mantra is connecting communities through resources,” explains Dr. Vicki King-Maple, Executive Director of OMEGA, adding that throughout the region, the association offers “an extension of institutional capacity within the 13 cities, 99 villages, and 179 townships.”

The OMEGA region is based in Appalachia, a huge swath of land spanning over 200,000 square miles from the Deep South through to New York State. Like much of Appalachia, the OMEGA counties are renowned for their natural beauty, which includes rolling hills, deep valleys, dense woods, and extensive waterways. Yet for all this proximity to nature, the OMEGA area is also situated near major urban centers such as Cleveland and Columbus. The region has endured economic challenges in recent years, which the association and its partners are working hard to address.

“Our area, much like other areas in Ohio, had a few years of industrial decline. That was a really big challenge for our community. At the same time, it bred a resilience here in our community that is really contagious,” says Tiffany Swigert, Executive Director of the Coshocton Port Authority, an economic development resource center for Coshocton County.

This resilience and future-facing attitude is exemplified by a huge redevelopment project at the site of the former Conesville Power Plant in Coshocton County. Opened in the late 1950s by the American Electric Power Company, this coal-fired plant was a fixture for decades. At its peak, the facility employed hundreds of people, and its soaring smokestacks were considered local landmarks, but due to rising costs among other factors, the plant closed in April 2020.

There are big plans now to revitalize the 2,000-plus-acre site, aided in part by $58.7 million the Coshocton Port Authority garnered from the All Ohio Future Fund, a statewide development program. A further $80 million has been invested in this endeavor by the Frontier Group of Companies, an industrial and commercial redevelopment firm that now owns the Conesville site. These funds are being used to remediate the land and upgrade water, sewer, and roadway infrastructure to transform the area into an industrial park to make it a hub for data processing, advanced manufacturing, and energy companies.

The Coshocton Port Authority also purchased a vacant building in the city of the same name to establish a venture called the Coshocton Collaborative. The collaborative offers co-working spaces with high-speed Internet and private rooms, a maker space with 3D printers, woodworking equipment, and other gear, and business incubation offices to give a boost to budding local entrepreneurs and creators.

The Port Authority paid for the building, in part, with grant money from the Appalachian Community Grant Program and a JobsOhio Vibrant Community grant, as well as the Coshocton Foundation and the Coshocton County Commissioners. The Appalachian Regional Commission (ARC) and the Governor’s Office of Appalachia (GOA) were also instrumental, as ARC is a federal commission that has distributed billions of dollars in grants and targeted investments to invigorate the Appalachian economy since it was founded in the mid-1960s. OMEGA helped the Port Authority obtain capital stack grant funding, as it is itself funded partially through ARC, the U.S. Department of Commerce’s Economic Development Administration (EDA), and state organizations, including the GOA and the Ohio Department of Transportation.

Over in Columbiana County, the Sustainable Opportunity Development (SOD) Center is doing similar work. Based in the city of Salem, the center is a non-profit entity focused on “traditional economic development,” explains SOD Executive Director, Julie Needs.

The center helps area businesses with site selection, grant research, expansion, retention, and workforce development, while the SOD training center hosts training sessions for local businesses, primarily in the manufacturing sector. Over the past eight years, more than 6,200 people have received training from outside facilitators.

Through the SOD Center, Salem houses Elevate Building Solutions, an administrative office created to fill a glaring gap. Salem and some surrounding communities lacked a municipal building department, forcing contractors to deal with the state building department, Needs recalls. A decision was made to offer a local alternative, and Elevate was launched in 2023.

Created through collaboration between Salem and the city of Columbiana, Elevate Building Solutions helps contractors with permits, inspections, zoning, and other regulatory issues. The focus is on commercial projects in Columbiana, Salem, and the Village of Leetonia, and residential services are also available for Columbiana. The results have been remarkable; a six-month average turnaround for plan review has been reduced to six days, says Needs.

While proud of these achievements, Needs is quick to credit outside collaborators for SOD’s success. “We couldn’t do what we do without an organization such as OMEGA as our partner,” she states. “Without the resources OMEGA provides, it’s not possible for us to do what we do.” To be even better positioned to offer assistance, the OMEGA headquarters is relocating into the heart of the region in New Philadelphia, Tuscarawas County.

Going forward, OMEGA and its community allies are very much in agreement on another point: economic development goes hand-in-hand with community development. “It requires cooperation and collaboration to build the robust, regional development ecosystems we are striving for,” King-Maple explains. “Ecosystems that foster job creation, entrepreneurship, economic growth, sustainable infrastructure systems, and scalable, people-centric models.”

The OMEGA team and its regional partners leverage and mobilize resources, and they demonstrate a unified voice through symbiotic efforts to create thoughtful solution strategies.

“I might be looking to attract a new employer to Salem. That employer won’t look to Salem unless we have the community assets that the workforce is going to want,” says Needs. This includes housing, retail, restaurants, parks and recreation, schools, and events.

To this end, a portion of the $31.6 million in recent funds OMEGA received from the Appalachian Community Grant Program is being dedicated to downtown improvements and building renovations in the city of Zanesville, Muskingum County. This county features business and industrial parks hosting clients such as the Dollar General Distribution Center, a logistics hub for retail outlets run by Dollar General Corporation, a Fortune 500 firm.

“We are incredibly proud of the momentum we’re seeing across Muskingum County. The growth, investment, and projects taking shape today are a direct result of strong partnerships and a shared vision for our future,” Muskingum County Commissioner, Melissa Bell, contributes. “We remain committed to building on that progress and continuing to bring meaningful opportunities, jobs, and quality of life improvements to our community.”

In neighboring Coshocton County, Swigert notes, “I can work my tail off to get a company to locate in this community, but if we don’t have a vibrant downtown and great parks and recreation and excellent schools, it’s not going to appeal to the families that are going to be working at those companies.”

Some communities in the OMEGA region, such as the city of St. Clairsville, were settled in the 1790s. With a population today of roughly 5,000 people, St. Clairsville has both a rich history and some structural challenges, a common combination in the region. “We’ve got a lot of towns that have 100-year-old infrastructure,” explains St. Clairsville Mayor, Kathryn Thalman.

As such, St. Clairsville is currently undergoing a major infrastructure upgrade involving a new sewer wastewater facility, among other projects. The mayor praises OMEGA, saying: “These people are exceptional. OMEGA has been a very integral partner for us, and I appreciate it.” She strongly supports collaborative development and has reached out to her fellow mayor in nearby Wheeling, West Virginia to discuss plans for economic growth.

“We want to bring industry back to this valley. It won’t be in St. Clairsville per se; however, it will affect this entire valley,” says Mayor Thalman.

Reindustrializing is part of a broader mission to build local opportunities. “For years and years, our students would graduate, go to college, fall in love with their college town or with a person in college, and we would really struggle to get them to come back to Coshocton,” says Swigert. “Our focus is not just attracting new businesses to the area but to retain the businesses we have here. It’s one of the biggest missions we have, and it involves a lot of collaboration.”

Another initiative, coming from a completely different perspective, aims to use the OMEGA region’s scenic splendor as a draw to build tourist revenue and perhaps even the permanent population. Tourism in the area “is truly an economic driver,” notes Diane Lautenschleger, who manages partnership development for the Tuscarawas County Convention and Visitors Bureau.

The tourism sector generated over $2.1 billion for the region in 2023 and supported thousands of jobs, according to OMEGA data, and revenues could rise even higher thanks to a new initiative called Ohio Foothills Wander Freely which aims to “connect travelers and new residents,” she says.

If the overall purpose of the Ohio Foothills project is to bolster tourism, impressing visitors into staying and putting down roots is another goal. “We know that when folks are looking to move to some place, it all starts with the visit. We want to make sure we are presenting the Ohio Foothills and the 10 counties in such a way that they are so attractive to folks, they start to think about how they could live here,” she says.

To achieve this, OMEGA and its partners will continue to back economic and community development, all the while emphasizing the area’s unique features. In addition to job opportunities, “you can step out your backyard and be fully immersed in some beautiful scenery,” notes Swigert—scenery that is augmented by a populace that is deeply connected with the region.

“We’re Appalachian. We are warm and welcoming. We believe we rise together,” says Lautenschleger.

“Success for the OMEGA region will continue to be driven by common sense, a common purpose, a common vision, and a common goal that is shared among our members and constituents,” King-Maple continues. “And while I am a catalyzer and a consensus builder, I recognize that neither I nor OMEGA are the single source, but instead the driving force in fulfilling our mission and mantra to connect communities to resources.”

The post Collaborative Economic and Community Development<p class="company">The Ohio Mid-Eastern Governments Association (OMEGA)</p> appeared first on Business In Focus Magazine.

During the pandemic, broken supply chains and geopolitical tensions combined to cause production delays lasting months. Material shortages—especially of semiconductors produced in Asia—affected all industries.

Once used mainly in computers, integrated chips have become critical to the functioning of data centers, vehicles, smartphones, televisions, solar panels, industrial robots, communication systems, airplanes, and even household appliances like coffee makers. Under pressure from the pandemic and now short of chips, American production lines reeled, triggering shortages in everything from $99 microwaves to luxury automobiles.

Once the chips were down…
Realizing that U.S. manufacturers were far too dependent on overseas manufacturers, former U.S. President Joe Biden signed the CHIPS and Science Act into law in August 2022. Billions of dollars were allocated to American semiconductor research and production and the Act was applauded for its successful reduction of America’s dependence on foreign semiconductors while boosting domestic manufacturing.

Across the U.S., some communities viewed the Act as an opportunity to attract new industries and jobs to their communities. Successful among these was Licking County, Ohio and its communities, supported by economic development organizations like GROW Licking County.

Created in 2012, the 501©(3) non-profit Community Improvement Corporation was founded through the joint efforts of the Licking County Chamber of Commerce, county commissioners, and the county’s Port Authority to provide individualized support and help businesses relocate and thrive in this Central Ohio community. Now, as a strategic partner, GROW Licking County offers a range of resources ensuring that companies of all sizes can prosper.

Named after the Licking River, the community has built a strong economic reputation across myriad industries. Sand from nearby quarries is used in glass manufacturing, while crops like corn, oats, soybeans, and wheat have become strong drivers, along with pigs, chickens, and other livestock. Over the years, these sectors have been joined by service industries, retail, social assistance, and health care.

“Until about a decade ago, we were the second-largest populated county in Central Ohio,” explains Executive Director, Cameron Garczyk. “But to this day, we’re still the second-largest manufacturing county in Central Ohio, and that’s a testament to our longstanding manufacturing history.” Factors behind Licking’s growth include its proximity to Franklin County and the acclaimed Ohio State University. “Franklin County is number one in almost all the metrics when you’re looking at economic development or industry, but Licking County has always been a close second in many instances,” shares Garczyk.

Transportation and industrial parks
Historically, the county has been known for its accessibility. U.S. Route 40, historically called the ‘National Road,’ parallels Interstate 70 and remains a major transportation hub. And unlike many other communities, Licking County has had industrial parks for decades. “That’s a relatively new concept,” says Garczyk. “You didn’t have industrial parks 60 or 70 years ago like you do today. Back then, you just put a factory on land where it made sense.”

Envisioning future growth, innovative community leaders designated specific plots of land for businesses, did some speculative building development, and really marketed the area. “That has benefited us tremendously. Residents are accustomed to new development and industries coming in, and we have families working in those types of businesses. A long history of industry and manufacturing sets us apart from a lot of our peers in Central Ohio.”

One business recently establishing itself in the area is multinational technology giant Intel. The CHIPS and Science Act was a factor behind the expansion, along with the county and region’s reputation for manufacturing. A few years ago, the California-headquartered company announced it was investing over $28 billion in two new cutting-edge chip factories in Ohio to meet growing semiconductor demand.

Once completed, the 1,000-acre “mega-site” in Licking County’s New Albany will accommodate eight chip factories, supporting operations and ecosystem partners. Intel has already invested over $7 billion in Ohio, with the two manufacturing facilities slated to open in Licking County by 2031.

“It’s put Licking County on the map in a way that we weren’t before,” says Garczyk. “It’s a testament to our state and regional partners, JobsOhio, One Columbus, and the City of New Albany, which has established a world-class business park that’s mostly in Licking County.”

Increasingly known as a high-tech hub, the city’s business park continues to attract large, well-known manufacturers. Last year, biotechnology giant Amgen announced a $900 million expansion to its Ohio manufacturing facility. “Ohio offers a supportive business climate, skilled workforce, and strategic location, making it an ideal choice for this next phase of our investment,” says Amgen’s chairman and CEO, Robert A. Bradway, in a press release. The move represents an investment of more than $1.4 billion in Central Ohio and will create an additional 350 new jobs.

A true success story, Amgen represents another chapter in Licking County’s economic growth, which includes data center development, pharmaceutical growth, other categories of advanced manufacturing, and now, renewable energy as well.

Illuminate USA—a shining example
Leading American solar panel manufacturer Illuminate USA is based in Pataskala, Ohio, where it operates a 1.1 million-square-foot facility. Illuminate USA is the largest solar panel maker in the Western hemisphere, starting just four years ago with virtually no employees. For GROW Licking County Community Improvement Corporation, the burgeoning of this high-efficiency solar-panel manufacturer is a source of pride, and the company now boasts a local workforce of over 1,600.

“Solar is an energy discussion, but it’s also part of that national discussion on tariffs on manufacturing and bringing good-paying manufacturing jobs back to the United States, particularly from Asia and other countries,” comments Garczyk.

“It’s been a great story for us to tell, how they chose Licking County and Central Ohio to set up shop. And it’s been a success story on how you can manufacture a product that has mostly been manufactured overseas, and is crucial to our future energy needs—and we’re able to produce it right here in the United States.”

A key local employer, Illuminate USA has been key to the State of Ohio’s becoming the number one solar manufacturing hub in the U.S. “We’re keeping up, and we’re continuing to watch the demand,” says Brittany Rogers, Chief Human Resources and People Officer for Illuminate. “We really support continued growth because it’s great for ourselves and for generations to come.”

As America’s largest solar manufacturer, Illuminate USA produces 9.2 million solar panels annually at its Pataskala location.

Port Authority success
Another one of the county’s success stories is the Heath-Newark-Licking County Port Authority. Formed in 1995, the Port Authority’s mission encompasses management, development, and fostering solutions for industrial development and growth across the county. Many businesses call it home, including paint and stain maker Behr, organic baby formula manufacturer Bobbie, and aeronautics, space, military, and satellite juggernaut Boeing.

Garczyk tells us the Port’s longtime President and CEO, Rick Platt, says, “from missiles to milk,” to describe the many businesses on the Port’s campus, which also includes the Central Ohio Aerospace & Technology Center, the Seminary Ridge Business Park, and Newark STEMFlex®.

“Having that diversity throughout the county is really crucial,” he says. “Chip-making at Intel, solar panel manufacturing, missile systems, automotive manufacturing, and then you have organic infant formula. So that’s a testament to our success; it’s not just centered on one or two specific types of industries.”

Better for business
Plenty of available land and industrial parks are just a few reasons businesses are choosing Licking County. Another is energy, which is becoming more of a conversation every day with the growth of data centers. The State of Ohio has abundant natural gas, which has contributed to businesses such as Intel choosing to locate in the state. And with higher education institutions in the area, including Ohio State’s largest satellite campus in Newark, Central Ohio Technical College, and Denison University, there’s a deep pool of educated potential workers.

Garczyk adds that the county’s affordability, natural beauty, location, and quality of life are also incentives for companies to move to the area. For businesses, it isn’t just about available land but building a community where staff members want to live and raise families.

Economic development agencies are composed of the county’s local elected officials, and everyone, he says, is moving in the same direction to ensure success.

“That collaborative approach has led to some great wins, and that’s not always the case in other places. We have a really great network of economic development folks in this region who want to see big wins and good things happen. GROW Licking County has been a true success story.”

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