This is the case in Canada. While bombs are being dropped elsewhere, Canadian businesses are embroiled in an economic battle against what was a longstanding partner in trade and defense, and on the front lines of this fight are the more than one million small businesses that represent 98 percent of the economy.

From the restaurateur to the shop down the street, most, if not all, of these small businesses have been met with unprecedented challenges in the wake of the imposition of tariffs and, left with no other recourse, Canadian businesses, decision makers, and consumers alike have had to adjust to the new geopolitical landscape.

The tariff effect
Tariffs are a political and economic tool that have varied implications, depending on the motivation behind their use. Simply put, they are a tax imposed by one country on the goods and services of another, used as a form of political influence, to raise revenues, to protect competitive advantages through restricted imports, or to improve the predictability of the market.

Conversely, tariffs can also have unwanted consequences, including higher input costs, reduced profit margins, and cash flow strains, and often these result in higher prices that are passed down to the consumer. This, paired with weak consumer sentiment and ongoing financial uncertainty, can reduce sales, forcing business owners to seek out new markets and sources of supply.

Tariffs can weaken domestic industry, producing inefficiencies and slowing innovation due to less competition. And, as we have seen, they can generate tensions and even result in trade wars and the mass uncertainty that accompanies geopolitical strain. Luckily, a year into this new economic playing field, while uncertainty is still present, fewer businesses are reporting declines in sales and margins.

A recent survey conducted by BDC consulted almost 540 Canadian entrepreneurs and found that while entrepreneurs are still worried about the tariff impacts, they are also showing agility and resilience. According to BDC, “Compared to the start of the year, fewer businesses are reporting severe impacts. Currently, the bigger challenge is mounting economic uncertainty. Business owners are also increasingly concerned about volatile costs and unpredictable demand.”

The number of businesses affected by the tariffs is down slightly from March as many have adjusted their pricing, diversified their suppliers, and identified efficiencies to account for reduced sales, lower margins, and higher input costs.

A government in action
As is often the case with tariffs, businesses are passing on some or all of the added costs to consumers. They are also negotiating with suppliers, forming new strategic partnerships and alliances, and expanding into new markets—and many are looking to the government for additional support.

In the face of these unprecedented challenges, the Canadian government is also doing its part to empower business owners and reinforce the strength of the national economy. The budget put forth by the government acknowledged the magnitude of the challenges faced by small and medium-sized businesses in Canada and crafted a strategy to ensure their concerns were addressed and their challenges overcome.

The Honourable Rechie Valdez, Minister of Women and Gender Equality and Secretary of State for Small Business and Tourism, offers insight into some of the efforts the government has already taken to support small business, as well as what is in the pipeline in terms of additional resources and support.

She notes that, “We’re in the middle of a trade war and that level of uncertainty is causing anxiety and stress, so our federal government since coming into power has taken very significant steps to ensure that we are helping small businesses. But at a very high level, our Prime Minister’s and our government’s goal is to ensure that we’re going to build the strongest economy in the G7.”

One of the first orders of business was to eliminate interprovincial trade barriers that had resulted in a national economy divided. This has strengthened relationships between the Premiers and continues to open doors to opportunities for Canadian businesses to expand their markets and for Canadians to rally behind those businesses through improved access to their products.

As Minister Valdez explains, “We are removing our significant and heavy reliance on America and ensuring that Canadians and Canada can be its own best customer,” through a Buy Canadian Policy as well as a Small and Medium Business Procurement Program.

Likewise, the small and medium-sized export initiative, CanExport, paired with efforts to diversify trade partners, will work to strengthen opportunities for Canadian businesses at home and around the world through training support, trade shows, market research, and access to information and resources to ensure that they are maximizing their reach domestically and internationally, reducing red tape and streamlining processes to save entrepreneurs time and money.

One way this has already been achieved is through the introduction of the Business Benefits Finder, a free online tool designed to help businesses navigate available grants, funding, tax credits, and support programs across federal, provincial, and territorial levels.

There are also available streams of direct support. With one billion dollars earmarked for the Regional Tariff Response Initiative, five billion dollars for the Strategic Response Fund, and expanded loans through the BDC, the government is aiming to improve flexibility, create more ways to invest, and improve cash flow, which is certainly on the minds of business owners from coast to coast.

In response to the budget, there have been calls for greater access to capital and tax relief, as well as continued calls to reduce the regulatory burden; both elements have been addressed in the budget, but many feel that the support for small businesses falls short, particularly where they are excluded from programs like the Regional Tariff Response Initiative.

From the Canadian Federation of Independent Business (CFIB’s) perspective, “Small business confidence in the economy remains incredibly low given the massive uncertainty over tariffs from the U.S., China and now India,” said CFIB’s Executive Vice President of Advocacy, Corinne Pohlmann. “While progress was made on a few fronts, there were very few new measures that will offer immediate help for small business owners trying to keep the lights on.”

Strength in unity
Very few people could have foretold the severity and impact of the breakdown of geopolitical relations between Canada and the U.S., but businesses, consumers, and the government are all doing their part to protect the national interest.

Luckily, where one door closes another three will open, and that has been the case with the acquisition of new trade partners as well as the Canada-first sentiment that has blossomed country-wide. “Elbows Up” became the mantra and as Canadians put their support behind their national economy, there were tangible impacts.

Last year was Canada’s most successful tourism summer, with the sector bringing in an impressive 60 billion dollars. According to the World Travel & Tourism Council, there has been a significant decline in international tourism to the U.S., with a projected 12.5 billion dollar loss in international visitor spending in 2025, with some estimates reaching 30 billion. This was due in large part to the shift in sentiment, but also thanks to government initiatives like the Canada Strong Pass, which offers free admission and discounted overnight stays with Parks Canada from December 12, 2025, to January 15, 2026, inclusive and June 19 to September 7, 2026, inclusive.

“Tourism strengthens small businesses, so as Canadians stay local, shop local, they can leverage the Canada Strong Pass for free and discounted access and have some fun while doing that,” says Minister Valdez, noting that the pass has been renewed for Summer 2026, “which gives Canadians more to look forward to and a way to enjoy this fine country while propping up the businesses that serve as the fabric that connects our national economy.”

While uncertainty persists, there is optimism on the horizon. Canadian businesses can rest assured that the Canadian government and consumers have their backs and will continue to support them through this time of hardship as we all navigate the new norm, which includes new trade partners who are mutually invested in a positive tomorrow.

The post Resilience in a Shifting Economy<p class="company">Small Businesses Weathering an Economic Storm</p> appeared first on Business In Focus Magazine.

The advantages of design-build
To date, ARCO has been behind the completion of more than a million square feet of warehouse, distribution, and manufacturing space across the U.S. Known for its tagline, “We build the facilities that keep America going,” ARCO’s well-honed design-build approach makes life easier for clients seeking all types of construction projects. Specializing in light industrial distribution, manufacturing, and cold storage warehouse work, the company is also active in myriad other project areas, including aviation, commercial, e-commerce, life sciences, mission-critical, multi-family, and self-storage.

For projects of all types and sizes, the highly skilled team at ARCO uses its expertise to ensure every job runs smoothly, from inception to completion and handover. Repeat customers know the inherent value of working with ARCO, and new clients are delighted to discover just how smoothly the company’s design-build approach works.

Unlike having to deal with multiple contractors, the design-build strategy bears countless advantages. When you deal with ARCO, you are working with the best. One firm handling design and construction means a streamlined approach to projects. This makes for a single contract and one clear, well-defined, surprise-free budget. There is also a greater degree of accountability since ARCO oversees construction from start to finish. And enhanced communication with a single entity means fewer, if any, changes being required.

If any modifications are needed, they can be discussed in real time, making for greater openness and flexibility. When clients work with just one construction company, project turnaround times are usually faster, which can result in significant cost savings for customers. “ARCO’s turnkey approach provides our customers a direct relationship with one company versus multiple organizations,” states the company at arcodb.com. “This streamlines the process, expedites schedule and reduces client risk.”

#1 in the U.S.A.
In recognition of this expertise, ARCO Design/Build has won a number of awards for its exemplary work over the years. This includes being ranked as the #1 domestic builder of Distribution Centers and Warehouses in the United States by Engineering News-Record (ENR). In 2024, ARCO made #4 on ENR’s list of Top 20 Design-Build firms. Initially appearing on its Top Design-Build list in 2006 at #79, the company’s impressive growth saw it achieve more than $6.5 billion USD in revenue in 2023. “This impressive growth underscores ARCO’s commitment to excellence and solidifies its position as one of ENR’s largest design-build firms,” stated the company in a 2024 news release.

That same year, ARCO possessed a significant portfolio including more than 5,500 design-build projects. And in 2024, ARCO ranked on several of ENR’s other leaderboards. These include #17 on the Top 400 Contractors List, #4 in Top 50 Domestic Building/Manufacturing Revenue, and #50 in Top 50 Contractors Working Abroad.

This industry recognition not only demonstrates the firm’s commitment to the broader construction industry but its ongoing allegiance to quality and innovation. Said the company: “These accomplishments reflect the dedication and expertise of ARCO’s team. ARCO’s approach to the design-build methodology sets it apart as an industry leader, focusing on providing comprehensive solutions that meet and exceed client expectations. As ARCO continues to grow and expand its footprint, the company remains committed to maintaining its high standards of quality and innovation. The recognition by ENR is a testament to ARCO’s relentless pursuit of excellence and its ability to deliver outstanding results.”

A range of projects
As a premier design-build firm with multiple locations nationwide, ARCO takes on a range of diverse projects. Some of the company’s recent efforts include Millworks Molina Healthcare and The Press Telegram Building, both in Long Beach, California. The self-storage sector in particular is growing, and in May 2025, ARCO announced a dedicated self-storage division to meet the rising demand.

“The dedicated team focuses on delivering comprehensive solutions tailored to the unique needs of self-storage developers,” stated the company in a media release. “With over 300 completed facilities nationwide totaling more than 30 million square feet, ARCO has long been a trusted partner in this rapidly growing sector.”

For the company and its clients, the new division couldn’t have come at a better time, as Research and Markets reports that demand for self-storage facilities is booming across America. According to a 2024 report, the U.S. self-storage market is showing considerable growth. In 2022, the market size was $44.20 million USD, and it is projected to hit a staggering $67.02 million USD by 2030, with a forecasted compound annual growth rate (CAGR) of 5.3 percent.

“This division represents the formalization of our proven capabilities rather than a new venture,” said ARCO President Eric Thompson in a release. “Through our team’s experience delivering hundreds of successful self-storage projects nationwide, we’ve developed specialized knowledge that our clients value. They consistently seek partners who understand both the technical construction aspects and the business-specific requirements of self-storage development.”

Along with the dedicated self-storage division, 2025 saw the company celebrate the grand opening of its new office space in downtown Charleston, South Carolina. The new office is at 7 Radcliffe St., Suite 200, and at 6,000 square feet, it encompasses the entire second floor of the building in the heart of the city’s business district. “Our expansion into downtown Charleston represents a strategic investment in a market that is integral to our Southeast regional growth,” added Thompson, responsible for overseeing ARCO’s operations in Charleston, Charlotte, and Greenville. “The port’s connectivity to major industrial highways creates unique development opportunities. The talented Charleston workforce has been instrumental in serving our diverse client base across multiple sectors, which remains a cornerstone of ARCO’s business.”

Indeed, with its many locations and decades of combined experience, ARCO Design/Build is much more than a vendor, “but a dedicated partner committed to your company’s success,” states the company. “ARCO DB delivers the strength, resources, and expertise of an award-winning national design-build company, combined with the responsive, personalized service you’d expect from your local construction firm.”

The post America’s Design-Build Leader<p class="company">ARCO Design/Build</p> appeared first on Business In Focus Magazine.

Today, under the leadership of CEO Bianca McGregor, and in close collaboration with municipal leaders such as Mayor Philip Brown, the Chamber continues to evolve alongside a region experiencing rapid growth and new economic opportunities. Together, the Chamber and the City of Charlottetown play a pivotal role in shaping an environment where businesses can scale and thrive while preserving the quality of life that makes PEI so distinctive.

At its core, the Greater Charlottetown Area Chamber of Commerce exists to serve its members, most of whom are small and micro-businesses. According to McGregor, approximately 76 to 77 percent of the Chamber’s nearly 1,000 members employ 20 people or fewer.

“We exist to provide services and opportunities for our membership,” McGregor explains. That means networking opportunities, a menu of benefits that help reduce operating costs, access to education, and strong advocacy efforts aimed at influencing policy so businesses can grow and thrive.

This focus on micro and small enterprises reflects the reality of the Island’s economy. From family-run retail shops and restaurants to professional services and tourism operators, PEI’s business landscape is dominated by entrepreneurs who rely on collaboration and community support.

The Chamber’s role as an advocate is especially critical in a small jurisdiction like Prince Edward Island, where proximity to decision-makers allows for meaningful dialogue. McGregor notes that members benefit from frequent roundtables and meetings with elected officials, opportunities that are far less common in larger provinces.

“That proximity really sets us apart,” she says. “It’s easier for us to facilitate direct member engagement with policymakers. I think it’s a big reason why we have such deep market penetration and high membership rates, making us one of the larger Chambers in the country despite being in Canada’s smallest province.”

Mayor Philip Brown agrees that proximity and accessibility are defining features of Charlottetown’s success. As the capital city and economic engine of PEI, Charlottetown has experienced significant population and economic growth over the past decade.

“Charlottetown has grown from a city of about 35,000 people to a regional population of more than 93,000 when you include surrounding communities,” Mayor Brown says. “That kind of growth brings challenges, but it also creates tremendous opportunity.”

The city’s growth has been fueled by immigration, investment, and a renewed focus on downtown revitalization. The Mayor emphasizes that Charlottetown’s history, often referred to as the birthplace of Confederation, provides a strong foundation for its future. “We’re a city that respects our past while planning intentionally for what’s next,” he says. “That balance is really important as we continue to grow.”

One of the region’s greatest strengths, according to both McGregor and Brown, is its economic diversity. PEI is home to a surprisingly broad mix of industries for a province of its size, including bioscience, aerospace, information technology, clean technology, agriculture, fisheries, and tourism.

“We have a really strong bioscience sector, and decades ago we established a foothold in aerospace,” says McGregor. Future growth is being supported by several key trends, including anticipated federal defence investments and steady expansion in the IT and clean technology sectors as the province moves toward net-zero targets.

This diversity provides resilience during periods of global uncertainty. McGregor notes that while some regions feel significant impacts from tariffs or supply chain disruptions, PEI’s economy is less vulnerable because it is not overly reliant on a single sector. “All the data shows that diversity works to our advantage,” she says. “If one sector experiences challenges, others continue to perform well, which helps stabilize the overall economy.”

Mayor Brown echoes this sentiment, highlighting how the city supports innovation across sectors through infrastructure investment and strategic planning. “We’re seeing advanced manufacturing, bioscience, and tech companies choose Charlottetown because of the talent pipeline, the quality of life, and the collaborative business environment,” he says. “That combination is very compelling.”

A defining feature of the Chamber’s work is PEI Connectors, a program that has operated for more than 12 years. Fully government-funded, the program supports immigrants and newcomer entrepreneurs as they establish themselves in the Island’s economy.

“We realized early on that if we wanted newcomers to succeed, we had to support the whole family,” McGregor explains. PEI Connectors offers comprehensive support ranging from business guidance to assistance for spouses and family members seeking employment.

The program is one of many established settlement programs that play a crucial role in addressing workforce shortages, particularly in sectors such as tourism, agriculture, and hospitality. Mayor Brown notes that immigration has been essential to sustaining economic growth. “Our workforce was shrinking and our population was aging,” he says. Welcoming newcomers has helped lower the median age of the population while contributing directly to GDP growth, bringing fresh energy and entrepreneurial momentum into the community.

While immigration policy has tightened in recent years, both leaders remain hopeful that future adjustments will reflect the unique needs of Atlantic Canada. “We need boots on the ground,” McGregor says. “There are many roles, especially in hospitality, that simply can’t be automated. People come here for friendly faces and great service, and that requires people.”

Indeed, tourism remains one of PEI’s most visible and impactful industries, particularly in the Greater Charlottetown Area. Each summer, hundreds of thousands of visitors pass through the capital region, creating a concentrated period of economic activity. The summer season presents a strong opportunity for businesses to generate significant sales in a short window, with even year-round operations seeing notable spikes in July and August.

Cruise ship tourism continues to grow, bringing hundreds of thousands of visitors each season and contributing millions to the local economy. Effective marketing by Tourism PEI, combined with the Island consistently delivering memorable experiences, keeps visitors returning year after year.

Quality control and regulation have also played a role in maintaining PEI’s reputation. Licensing and oversight of accommodations, including short-term rentals, ensure that visitors receive a high-quality experience. “We take the quality of our tourism product seriously,” McGregor says. “That attention to detail makes a difference.”

And of course, few places in Canada are as closely associated with food as Prince Edward Island. From oysters and lobster to potatoes and beef, local products are central to both the Island’s economy and its identity. The Food Island Partnership plays a key role in helping producers and processors bring products to market, supporting both tourism and export opportunities, and PEI-branded products are increasingly visible across Canada and beyond.

Beyond economic opportunity, quality of life remains one of the region’s strongest selling points. Charlottetown offers a rare combination of urban amenities and rural tranquility. Living just 20 minutes outside the city puts you close to the North or South Shore, surrounded by natural beauty, while keeping all the amenities and opportunities of the capital region within easy reach.

Mayor Brown highlights that safety, strong community infrastructure, and accessibility make the area ideal for families. He notes the region offers excellent schools and recreational facilities along with reliable high-speed internet—even in rural areas—and a genuine sense of community.

That sense of connection extends to the business environment as well. Connections in the region are straightforward; you can quickly meet the people who can help bring your ideas to life, and the Chamber often serves as the gateway to those opportunities.

As Charlottetown and the surrounding region continue to grow, collaboration between the Chamber, municipal leaders, and the business community will remain essential. “We’re in a period of transformation,” Mayor Brown says. “With thoughtful planning, continued investment, and strong partnerships, Charlottetown is well-positioned for sustainable growth.”

The Chamber stays focused on its core mission: making sure businesses, particularly small and micro-enterprises, have the resources and support to succeed, knowing that when they do, the whole community benefits.

In a province defined by connection and opportunity, the Greater Charlottetown Area Chamber of Commerce continues to serve as both advocate and anchor, helping shape a future where people can truly live, work, play, and do business.

The post Making Connections<p class="company">Greater Charlottetown Area Chamber of Commerce</p> appeared first on Business In Focus Magazine.

“Most economic development organizations don’t do workforce development, but we do,” he says. “And we do pretty robust small business lending.”

Headquartered in the City of Bangor, Maine—the home of Stephen King and the backdrop of many of the author’s horror novels—EMDC has served residents and businesses statewide since 1967. Eastern Maine Development Corporation was founded as a private, non-profit organization to create economic opportunities while serving as a trusted liaison and guide, helping towns, businesses, and workers “find economic growth and prosperity while preserving local identity,” says Umphrey.

Taking the long view
Historically, the area was known for industries like shipbuilding, textiles, and lumber, which fell into decline over the decades. Today, rural Maine faces challenges that range from limited investment in infrastructure to population loss and economic transition.

These issues and others see community leaders recognizing the need for EMDC, a regional organization coordinating state and federal resources, supporting long-term planning, and advocating for Maine’s many rural communities. This includes diversifying funding sources and service delivery, which has proven more challenging in recent years.

“EMDC stands out because every team member and every member of our organization, from the CEO down to our workforce specialists, works our roles as though we were all boots on the ground,” says Jennifer King, Chief Operating Officer.

“We all work for the betterment of the communities and to make sure what we’re doing makes a difference. And that’s how every one of us feels about working here; how we share a passion for what we do, as we’re all on the same level. It’s a great organization with everybody working as a team.” Before becoming COO, King served as Director of Planning, a role Umphrey thinks of as “the underpinning of our economic development projects.”

Rather than talk about EMDC’s achievements, Umphrey is set on how to help residents and businesses now and into the future. “I want to be seen as less stodgy,” he says. “Even with our Data Analysis Team, we ask, ‘How do we create data analysis tools that are visually arresting and are going to catch people’s eyes?’ As an old guy, I’m trying to make us seem younger and smarter,” he laughs.

“It’s an organization about the future, so we have an emphasis on youth development programs in the workforce, and we’re trying to be more innovative. When new things come up, I want us to be the first to try them. Right now, we’re all wrestling with artificial intelligence and how we can apply AI to make us better.”

Lending a helping hand
“I’ve been here seven years, and it’s been a focus for us to have some kindness, humanity, empathy, and understanding that people face challenges, especially in rural Maine,” Umphrey shares. “We don’t have public transportation. Access to affordable healthcare is hard. There are not many jobs, and over the years, jobs have been lost. Paper mills have closed. There’s a reason Stephen King, who lives in Bangor, is able to write what he does, because he’s been surrounded by people and problems and how you rise above them, above all this adversity.”

Known for its striking natural beauty, rural Maine is also challenged with long, brutally cold winters that can see up to 110 inches (280 cm) of snow every year. In the face of the weather and challenges like unemployment, access to basic needs like food and childcare, and the opioid crisis, EMDC strives to serve as a conduit to various community programs. These include workforce development initiatives, the Agriculture Workforce Program, the Jail Diversion Workforce Program, providing business services and technical assistance, and many other initiatives.

Illustrated by George Danby, Maine’s preeminent editorial cartoonist, the cover of its 2025 Annual Report depicts the bridging role of EMDC. Silhouetted figures on either side of a cliff are moving toward the chasm, but in the center, a massive, upstretched hand is ready to catch and support them so they can keep moving. “That’s the theme of what we do,” Umphrey tells us. But, he says, things have changed recently.

“When I started here, it was too top-down. Organizations like ours get caught up with Chambers of Commerce and tend to be self-congratulatory. Now, we try to be more hands-on.”

Facing challenges
The Federal Government’s constant changing of perspective has created uncertainty among many agencies across the United States, and economic development has felt the impact. Nevertheless, EMDC has stood behind its Community Resilience Partnership program for years, identifying opportunities to reduce energy use and transition to clean power, boost access to electric vehicle charging, and prepare for severe weather events.

While many of EMDC’s goals for 2026 remain unchanged, they are now described differently. The Federal Government has sent agencies a list of words they should not use. Every Federal program is under scrutiny, and to combat this, the organization created a compliance team and a data analysis team.

“EMDC, with the creation of the data analysis and compliance teams, is continuously building internal capacity and positioning the region to effectively compete for federal and state investments tied to infrastructure and workforce development,” Umphrey explains. These teams will measure and record the impact they make, and if cuts are proposed, they will be armed with the information and data to make their case.

“EMDC’s 2026 objectives include accelerating service delivery across the workforce, lending, planning, and business support, while strengthening data-driven decision-making and expanding programs that directly address workforce shortages and housing constraints,” adds Umphrey. “A core organizational priority focuses on program performance consistently matching spending, demonstrating measurable outcomes.”

During his time at Eastern Maine Development Corporation, Umphrey says the emphasis has been people first; under the current federal administration, there is more emphasis on business. While this has seen EMDC shift somewhat, its mission and motives remain the same. “We are trying not to lose any integrity in who we are, and keep on doing things with kindness and competency,” he says, adding that terms like ‘climate resiliency’ and words such as ‘equality’ are being discouraged by Washington. “So we are trying to soften that description, but the actions are still the same.”

As President and CEO, part of Umphrey’s job is to liaise with the federal government and congress to protect EMDC and its programs. In addition, the organization works closely with Maine’s Governor, Janet T. Mills. “A lot of our programs are state-funded and need the approval of the Governor, and we work very closely as a true partner with the Governor of the State of Maine,” he says. “We work equally closely with our Congressional delegation, especially Senator Susan Collins and Senator Angus King,” he adds.

Taking on rural prosperity
Indeed, Eastern Maine Development Corporation administers myriad state and federal programs aimed at revitalizing communities and businesses to create jobs. “We support municipalities through community planning, infrastructure readiness, technology fluency, and project development efforts that position towns to secure and manage outside investment,” says Umphrey.

“As the Northern Border Regional Commission (NBRC) Local Development District (LDD), and certified by the U.S. Department of Commerce Economic Development District (EDD), EMDC helps communities identify, design, and advance projects to strengthen infrastructure, workforce capacity, and local economies,” he continues. “This work is reinforced through workforce development programs administered under the U.S. Department of Labor’s Workforce Innovation and Opportunity Act (WIOA), including career navigation, training support, and apprenticeships that help individuals move into sustainable employment.”

In addition, EMDC’s lending program provides access to funding sources for local small businesses. This is executed in partnership with the U.S. Small Business Administration and others, says Umphrey: “EMDC is a Community Development Financial Institution (CDFI) organization, helping to empower rural Maine in finding resources. We support the economic development of the region’s former paper mill sites and all communities in attracting new businesses. Working directly with municipalities and local businesses, EMDC’s impact lending efforts make us a leader of community-driven change.”

The organization’s support for workforce programs is unique, as it targets specific areas. These include agriculture, criminal justice, and the Dairy Workforce Program, to name a few, and focus on specific sectors critical to rural economic resilience. “Maine, like all states, is challenged by finding quality, prepared workers,” says Umphrey, so EMDC’s workforce programs partner with local and state entities including community colleges, universities, adult education providers, and others to create training paths for workers to attain the credentials to find and keep jobs.

“Programs focused on agriculture, the dairy industry, and on individuals impacted by the criminal justice system respond directly to employer needs while expanding access to opportunity for our workforce,” Umphrey explains. These targeted approaches can help stabilize essential industries, reduce barriers to employment, and ensure that workforce investments translate into real economic outcomes for communities.

“In partnership with the Maine Department of Labor, we collaborate on various programs to reach potential workers who have overcome intense barriers, including incarceration, substance abuse, food insecurity, homelessness, and gaining access to affordable housing and healthcare.”

Ready for anything
Being open to untried new programs has long been a hallmark of EMDC’s success. “If the state is going to try a new program, we are an organization they will reach out to to do it,” says Umphrey. “And as long as we feel we have the capacity—and it’s going to help people—we will do it.” adds Jennifer King.

As a community-based organization, EMDC values distinct local approaches that are nimble and effective. In the coming years, Umphrey says the organization will become even stronger by leveraging resources “and further integrating services to provide comprehensive solutions to economic distress and opportunities—the uncertainty of the actions in Washington, shutting down the government, making draconian cuts, and infringing on state rights, particularly the protection of civil and human rights.”

By further integrating its services and expanding staff expertise, EMDC intends to launch additional programs that will respond to emerging workforce and community needs. “Our vision is to remain a trusted and reliable regional partner that combines planning, financing, and workforce solutions to create public value while helping rural Maine communities thrive in an increasingly complex economic environment,” says Umphrey.

“We are in this for the long haul, committed to cultivating and promoting resiliency, recovery, and prosperity.”

The post A Holistic Approach to Community Development<p class="company">Eastern Maine Development Corporation</p> appeared first on Business In Focus Magazine.

Long before the convenience of grocery stores and home refrigeration, many of our ancestors preserved food through a variety of methods. Storing fruit and vegetables in a cool, dark root cellar was how countless generations kept food from spoiling and fed themselves and their families during challenging winters. Vegetables like beets and cucumbers were pickled in sterilized jars, with the contents remaining safe to eat for months, even years. For other foods, like potatoes, carrots, and turnips, cold cellars and root cellars were an ideal way to store produce long before electric refrigeration.

Although keeping food chilled in a root cellar seems straightforward, it required know-how and preparation. Some vegetables, like parsnips and carrots, needed a damp bedding for storage, usually sawdust, sand, or wood shavings. Other foods, like onions and garlic, had to be kept in drier conditions, while apples and pears had to be kept separate, because they release ethylene gas.

For years, cold cellars and root cellars proved to be a popular and practical way to store food longer, especially in isolated, rugged communities like Newfoundland’s town of Elliston. With a population of about 315 residents and an area just over 10 square kilometres, Elliston is famous for its many colourful puffins (Newfoundland’s official bird) and for being “The Root Cellar Capital of the World.”

Today, Elliston is home to more than 130 historic underground root cellars. Remarkably, about half of them still function, dating back almost 170 years. “These traditional food storage structures are built into hills and banks and were used to keep root vegetables, such as potatoes and carrots,” states the official Newfoundland and Labrador website. “Natural humidity keeps food cool in summer and frost–free in winter. They were integral to surviving the harsh winters and indicative of the food culture that still exists on these shores today.”

Keep it cool
While cold cellars served a purpose, they have been largely replaced by refrigeration. When we think of cold storage, many of us think of our refrigerators at home, or coolers in our local grocery stores. But the reality is much more complex. Over the decades, cold storage has evolved from small household root cellars to a system of modern refrigerated trucks and massive, temperature-controlled warehouses, and technology allows temperatures to be maintained precisely, helping prevent bacterial growth and unwelcome chemical reactions in everything from food to wine to pharmaceuticals.

A multi-billion-dollar sector involving refrigerated warehousing, transportation, grocery stores, restaurants, pharmacists, and consumers depends on precise cold storage to ensure product safety and quality. For fruits, vegetables, meat, and dairy to remain fresh, for instance, they must be transported quickly and efficiently to reach distributors and coolers unspoiled and at peak freshness. Many medications, meanwhile, must be kept at precise temperatures to ensure they remain effective.

In the early days of the COVID-19 pandemic, one of the most notable examples was the vaccine itself. Depending on the manufacturer, some had to be stored at an exact frozen or refrigerated temperature range—sometimes at ultra-low temperatures (ULT) between -90°C and -60°C (-130°F and -76°F)—thawed at precise temperatures, kept away from light until use, and protected from “cold chain breaks” to ensure potency.

The rise of frozen food
While many of us today don’t think twice about grabbing an entrée from the grocery store freezer, this wasn’t always the case. Believed to be “cheap” or of poor quality decades ago, the frozen food sector became much more than ice cream and treats with the introduction of TV dinners, which were inexpensive and easy to heat and serve.

As households shifted from stay-at-home mothers to more women in the workplace, thus having less time to shop and cook, the frozen food market exploded. According to MarketsandMarkets, the value of the worldwide frozen food market in 2023 was $284.2 billion USD, and will grow to $363.7 billion USD in 2028, at a Compound Annual Growth Rate (CAGR) of 5.1 percent.

The reasons behind the increase include a significant reduction in food waste, the longer life span of frozen foods compared to fresh, the rise in e-commerce and the convenience of ordering frozen food online, and globalization in frozen food form. “Consumers can now enjoy a diverse culinary experience from the comfort of their homes, adding excitement and variety to their diets,” states MarketsandMarkets.

In her 2024 book, Frostbite: How Refrigeration Changed Our Food, Our Planet, and Ourselves, author Nicola Twilley explains how economical, temperature-controlled, land-based transportation and refrigerated infrastructure led to a dramatic “snowballing” increase in how we buy and store food. “Frozen food shipped by truck tasted better and cost less, and Americans responded by buying it in ever-increasing quantities,” Twilley writes. This led to the widespread introduction and distribution of new products such as Minute Maid frozen orange juice concentrate in 1946, and fish sticks in 1953.

Inevitably, individual frozen products would eventually be combined. The first true all-in-one meal arrived in 1954, when Swanson Frozen Foods introduced its frozen TV dinners. According to company lore, Swanson salesman Gerry Thomas saw the company had 260 tons of unsold Thanksgiving turkey the previous year. In what amounted to a mind-boggling engineering design flaw, the turkey—in 10 refrigerated railroad cars—needed to be used quickly, since the refrigeration only functioned when the cars were in motion. Instead of wasting the product—and pointlessly driving railway cars across America—the company cooked the turkey and added mashed potatoes and peas in airline-style food trays that were then frozen. While some critics called these TV dinners an abomination, Swanson sold a staggering 10 million trays in 1954.

Refrigeration reigns supreme
More than 70 years after TV dinners forever changed our perception of frozen food, convenience meals are more popular than ever thanks to advances in refrigeration and refrigerated transportation, freezing, storage and food safety. Many dollar stores—which used to have just coolers for soda and juice—now have entire sections dedicated to frozen food for budget-minded consumers.

And the market size for packaged, refrigerated, and frozen meals continues to grow thanks to consumer demand and lifestyle changes. With little time to get home from work and prepare full sit-down meals before getting their kids to hockey or dance practice, many parents are choosing hassle-free frozen entrées and meals that come out of the microwave piping hot in just minutes, instead of hours. To appeal to a broader range of consumers, manufacturers have expanded their offerings well beyond frozen TV dinners to products that are gluten-free, vegetarian or vegan, keto, or suitable for Paleo diets.

Serving a diverse range of sectors, including food and beverage, pharmaceutical, healthcare and others, the business of transporting, storing, and distributing refrigerated and frozen products shows no signs of slowing down. As global populations grow, supply chains expand, and consumers demand fresher products year-round, the cold chain has become not just a convenience but a critical pillar of modern life. At the same time, the industry is evolving to meet new challenges, with operators investing in energy-efficient refrigeration systems, smart temperature-monitoring technologies, automation, and more sustainable warehouse design to reduce environmental impact while maintaining precision.

From the humble root cellar carved into a windswept Newfoundland hillside to ultra-low temperature freezers safeguarding life-saving vaccines, the story of cold storage is ultimately one of adaptation and innovation. And as technology advances and expectations rise, the business of keeping things cool is sure to remain anything but static.

The post Rooted in the Past<p class="company">Considerations for Cold Storage</p> appeared first on Business In Focus Magazine.

Envision Saint John’s mission is to drive strategic, robust, and sustainable economic growth, attracting visitors, people, business, and investment to the Saint John Region while enhancing an enviable quality of life. The agency employs four strategic pillars to achieve this: Growth Readiness, Talent Attraction and Retention, Business Attraction, Retention, and Expansion, as well as Visitor Attraction.

First let’s look at Growth Readiness—looking to the future that the agency wants to see in the Saint John Region and working backwards to find out how to accomplish it. “Growth readiness includes future-back strategies to address key regional considerations such as our labour force, housing, healthcare recruitment and retention, business and investment attraction, and strategic real estate development, among others.” For example, Envision Saint John plays a key role in supporting developers, non-profits, and everyone involved in housing to ensure projects can move forward. This includes land sourcing, navigating municipal approvals, looking for funding opportunities to get projects get across the line.

Growth readiness can also mean working on infrastructure challenges like improved highway access for increased volumes at Port Saint John or supporting the Saint John Airport in its quest for improved air access.

Related in many ways to the first, the second pillar is Talent Attraction and Retention. Envision Saint John leads initiatives to attract a working population as identified by the needs of local employers. For this to be successful, Beckett says that enticing living environments, housing solutions, economic opportunities, and a high quality of life are needed in the region.

Based on data and the region’s workforce requirements, the agency has been running marketing campaigns in Ontario to encourage people to move east for career opportunities and an amazing quality of life. A new talent attraction initiative espouses the region’s many attributes to post-secondary graduates in the Maritime provinces. Strategies for workforce recruitment in key sectors like healthcare, energy, and logistics and transportation are also important to meet the region’s goals.

The agency’s Talent and Attraction efforts simply would not stand without recognizing and investing in people moving to the city. This includes the region’s immigration strategy, called Pathways to Belonging. This strategy was built in partnership with the Saint John Local Immigration Partnership (SJLIP), which urges “governments, businesses, non-profits, and citizens to work together to build a welcoming, inclusive, and economically resilient community,” says Envision Saint John’s website. The SJLIP brings together local settlement agencies for ongoing discussion and support. The agency provides administrative support for the SJLIP, giving the agency insights into the challenges and opportunities related to immigration in the region.

The third pillar of the plan is Attraction, Retention, and Expansion of local business. Beckett says, “Envision Saint John wants to promote an interconnected business environment,” that supports local businesses and helps them prosper, which can be achieved through support mechanisms in the startup or expansion phases. For instance, the Impact Loan program, which is funded through the Atlantic Canada Opportunities Agency (ACOA), provides startup loans of up to $50,000 for new entrepreneurs to the area at low interest or even interest-free. The agency manages the Impact Loan Program on behalf of ACOA in the Saint John Region. Envision Saint John also publishes growth stories promoting local industry success stories, many of which got their start in the Impact Loan Program.

Beckett emphasizes the role the agency plays in investment attraction, so it has collaborated with important players like Invest In Canada and business development agency Opportunities NB to do so. And, among the global uncertainty and shifting trade relationships created by tariffs imposed by the United States, new sectors like defense and modular construction have come to light as potential growth areas. Envision has even engaged a company in Montreal that will be connecting with as many as 500 companies in emerging areas like these to uncover investment opportunities and introduce Saint John as a place with great business potential.

The final of the four pillars, Visitor Attraction, includes ongoing awareness campaigns in high-affinity markets like Quebec, Ontario, the northeastern United States, the Maritime provinces, and New England to promote the Saint John Region as a premier tourism destination. “We’re looking for whatever we can do to showcase the region,” Beckett says. To achieve this, Envision Saint John is collaborating with Tourism New Brunswick to create a campaign to appeal to people in the Eastern United States to visit or even live in the province.

Envision Saint John also sponsors local events creating vibrant community for both residents and visitors. And in 2025, Envision Saint John launched an online Local Welcome Ambassadors training program for the general public on how to best promote the region, raising awareness of the awesome local experiences and operators.

An area of particular interest for the coming few years is sports tourism, from both visitor attraction and community engagement lenses. In the past 18 months, Saint John has worked with the city of Moncton on a successful joint bid for the 2029 Canada Games, leading to an estimated economic impact of $200 to 300 million. And mostly recently, Envision Saint John rallied a local organizing committee on a successful bid for the 2027 Men’s World Curling Championship, which will bring 18 teams to the city, filling hotels, restaurants and retailers.

The new strategic plan is an all-encompassing effort; it is simply not possible to do the work that Envision Saint John wants to do without the collaborative effort to match. In terms of growing the economy and improving business investment, “There’s no way to do it in isolation,” Beckett says. Over the last two years, the agency has built a planning framework while engaging with the local community. As such, it has developed both a regional economic development strategy and a tourism master plan, both of which were guided by separate community-based steering groups.

Beckett notes that it is important to have good data to support this level of decision-making, and Envision Saint John does its part with a comprehensive, regularly-updated economic dashboard available on its website; this tool has become another important piece in focusing the agency’s efforts and improving decision-making. To be sure, this agency has equipped itself with the tools, the know-how, and the people to make its goals for the next five years a reality. The Envision Saint John team continues to work hard to support the growth of its home region into a place recognized nationally and internationally as a go-to destination.

The post The Four Pillars to Grow a Region<p class="company">Envision Saint John: The Regional Growth Agency</p> appeared first on Business In Focus Magazine.

Covered Bridge Potato Chip Company began not just as a business, but as a continuation of a family tradition. “It’s a fourth-generation family-owned business. Potato farmers—that’s our background,” says Jaime Nevers, Director of Sales and Marketing. While the company formally launched in 2008, its roots stretch back much further, to a tradition of cultivating the dark russet potatoes that form the heart of the brand’s signature chips.

“What we do differently is we grow dark russet potatoes, which gives us the ability to offer a unique product,” made with ingredients harvested from the Saint John River Valley, explains Nevers. “Not many other potato chip companies use this, so it gives us that competitive edge in the market today.”

This commitment to quality from the ground up—literally—has always set Covered Bridge apart. The company’s heritage is more than a marketing line; it’s embedded in the product itself. By leveraging its own farms, the team can control the process from planting to harvest to chip production, ensuring consistency and quality that few competitors can match.

Based in Carleton County, New Brunswick, home to the longest covered bridge in the world, the business started small, as an agritourism venture, but it quickly captured the attention of local consumers. With a focus on small-batch production and careful attention to detail, the brand began carving out a niche that combined classic snack enjoyment with premium quality. Nevers emphasizes that from the beginning, the mission was simple: make something special from the family’s own farm.

“From day one, it’s all been about the farming and preserving that classic family tradition, making small batches using our quality ingredients and taking real care in the process,” she says. This dedication resonates with customers, creating a loyal following eager for every new flavour and innovation.

The early years were marked by experimentation, both in flavour and production. The team tested different cutting techniques and seasoning combinations to find the perfect balance. What started as a local endeavour in the heart of potato country soon became a recognizable brand valued for its authenticity and quality.

In March 2024, Covered Bridge faced a devastating setback when a fire destroyed its main plant. It was a moment that could have ended the company’s trajectory, but instead, it became a catalyst for resilience and reinvention. “The fire really was devastating, not just for us as a business, but for everyone in our community. What we learned quickly was just how strong our team truly was and how resilient we could be,” Nevers recalls. Within days, plans were in motion to maintain operations through co-packers and supplier partnerships. The team’s ability to pivot so quickly minimized disruption and kept the brand on shelves.

The fire completely destroyed the original factory, leaving no equipment or infrastructure to recover. However, the company’s decision to operate a separate warehouse and office facility proved critical in the aftermath. With inventory already on hand and operations housed elsewhere, Covered Bridge was able to maintain supply while quickly forming partnerships with co-packers, allowing the business to continue moving forward without losing momentum.

From devastation arose opportunity. The rebuild allowed Covered Bridge to rethink its operations, modernize equipment, and create a more efficient production process. Nevers tells us, “Starting fresh allowed us to really be mindful of how the design works to allow us to be most efficient in the new facility.” The lessons learned during the rebuild, about flexibility and strategic partnerships, have positioned the company for sustainable growth and innovation.

The process of rebuilding was meticulous. Every detail of the new plant, from the layout of fryers to the positioning of packaging lines, was designed with efficiency in mind. The team used the opportunity to integrate modern technology that streamlined production while maintaining the small-batch quality that consumers love. This thoughtful approach ensures the company is not only back to full capacity but better equipped for future growth.

When production resumed the following summer and the fryers were turned on again for the first time since the fire, it marked a significant moment for the company. Reaching that point required months of coordination and commitment from the entire team. Beyond the operational achievement, the moment represented resilience and the deep support Covered Bridge received from its employees, partners, and surrounding community.

While rebuilding a plant is impressive, it’s innovation that keeps a brand relevant, and at Covered Bridge, flavour development is both an art and a science. Nevers describes a hands-on, collaborative approach to new products: “Innovation is definitely at our core. We have a very small but mighty product development team. It usually starts with a fun idea, whether it’s one of ours or a suggestion from a customer.”

From there, ideas are refined through partnerships with seasoning suppliers, extensive tasting, and feedback from staff and family. Only the best makes it to market, and recent launches demonstrate this creative spirit. Sriracha Lime, a nod to trending global flavours, and collaborations with Canadian restaurants like St. Louis Bar and Grill, have introduced exciting new tastes for fans.

The brand has also experimented with playful, nostalgic concepts. One notable innovation is the Storm Chips series, a blended bag of four flavours created for the winter months. “You can wait out the storm and enjoy your chips and relax at home while the snow falls around you,” Nevers says with a smile. The concept, inspired by social media buzz and local weather patterns, has become a fan favourite over the past decade. A summer counterpart, the Weekender, offers a different flavour blend to celebrate the warmer months.

Beyond its seasonal flavour launches, Covered Bridge has also expanded into complementary product categories, including tortillas. Introduced just ahead of the holiday season, the new line reflects the company’s ongoing willingness to experiment and evolve. It highlights a culture where creativity is actively encouraged, with new ideas shaped by internal collaboration, customer input, and emerging market trends rather than staying confined to a single product format.

This commitment to innovation is balanced with care to preserve what makes Covered Bridge special. Despite modernizing the plant and expanding product lines, the original small-batch approach and quality ingredients remain the foundation of every chip. Nevers emphasizes that “the process remains the same—the product, the quality, everything that we offer, is the same as what we had before.”

Covered Bridge’s reach now extends well beyond the Maritimes, with its products available in more than 13 countries worldwide. Over time, the brand has cultivated a strong international following, particularly in markets where it has maintained a longstanding presence. The Philippines, for example, has been a key export destination for roughly a decade, reflecting sustained demand and the company’s ability to resonate with consumers far from its New Brunswick roots.

Of course, international expansion brings new opportunities and challenges. Shipping products across continents requires meticulous attention to logistics, regulatory compliance, and freshness. Yet despite these complexities, Nevers sees a clear strategy: sharing a uniquely Canadian product with the world while staying true to the company’s heritage. Trade shows and direct engagement with international buyers help the team understand which flavours resonate abroad, allowing the company to tailor its offerings without compromising quality.

Even as the company reaches overseas markets, its local roots remain fundamental. “Locally, we are supported by other farmers, families, our employees, and customers,” Nevers says. “We are very grateful to our customers and everyone that has supported us along the way. The support since the fire has really shown us that Covered Bridge is more than just a brand; it’s something that people truly care about.”

The support goes both ways. “We absolutely try to give back wherever we can,” Nevers shares. The company’s community involvement ranges from youth sports sponsorships to funding school food programs, ensuring that success is shared widely. From donating to volunteer fire departments to supporting mental health organizations, Covered Bridge has created a culture where business success and social responsibility go hand-in-hand.

For this company, milestones are both big and small. From navigating the challenges of a devastating fire to celebrating flavour anniversaries, the team cherishes each achievement. Looking ahead, Covered Bridge is firmly focused on the future, with product development initiatives already underway and extending into 2027. While the fire temporarily slowed innovation efforts, the return to in-house production has reopened the door to creative exploration. With operations fully back on track, the team is once again able to invest time and energy into developing new flavours and products that align with the brand’s strengths and longstanding passion for innovation.

And it is that blend of innovation and quality that truly sets Covered Bridge apart. Covered Bridge Potato Chip Company is about more than just snacks; it’s a story of heritage, resilience, and a commitment to doing things right, from sourcing ingredients to giving back to the community. It’s about innovation without losing sight of what makes the brand unique.

The company’s journey reflects a rare balance in business: embracing innovation while preserving tradition and overcoming adversity without compromising core values. With a rebuilt plant, modernized equipment, new flavours, and a presence in global markets, Covered Bridge is ready for the next chapter.

For fans both new and old, that chapter promises more creative flavours, quality snacks, and a brand that represents the very best of New Brunswick. Whether in a small bag of local favourites or on international shelves, Covered Bridge Potato Chip Company continues to deliver not just chips, but a piece of Canadian tradition that’s crispy, flavourful, and built to last.

The post A New Chapter Built on Resilience and Innovation<p class="company">Covered Bridge Potato Chip Company</p> appeared first on Business In Focus Magazine.

An organically defined region, yet one of the country’s loveliest, this rural area rich in character has been described by the Brave Little State podcast as having “fuzzy edges.” Some certainties, however, include Hanover and Lebanon in New Hampshire, with its White Mountains, and Hartford and Norwich in Vermont, with its Green Mountains—all on the Appalachian Trail stretching from Maine to Georgia.

At least, these are the widely accepted facts, while another clutch of towns—the ‘in or out’ status of which is hotly debated by locals—are gathered along the outskirts. What is not debatable is the exquisite landscape carved out by the Connecticut River that defines the region—that and the Upper Valley’s bustling business scene, which is enjoying a welcome revival as of late.

A place to prosper
Education and healthcare are primary contributors to the prosperity of the region, with Dartmouth College (an Ivy League School that is the source of many local tech startups and medical research facilities) and the Dartmouth Hitchcock Medical Center as two of the largest employers. Technology and manufacturing, logistics and services, agriculture, light manufacturing, and a lumber industry also thrive in the Upper Valley.

To maintain this lively economic ecosystem, local businesses are supported and stimulated by the Upper Valley Business Alliance (UVBA). The product of two local Chambers of Commerce merging six years ago, the organization serves around 500 businesses across the Upper Valley, taking great care to help shape each area’s business landscape according to its unique character while offering support in legislative advocacy and economic and workforce development.

The UVBA also contributes to creating and maintaining a sense of community. As the Upper Valley is fairly remote, the UVBA works hard at helping new arrivals establish their place and build comfort zones through community involvement and fun activities. Some of its groups include Upper Valley Women in Business, Upper Valley Mosaic Network, Upper Valley Young Professionals, and the Upper Valley Arts Alliance.

“We cover Vermont and New Hampshire—a kind of bi-state support which you don’t see often,” explains Morgan Brophy, President and Chief Executive Officer.

The Upper Valley three
Headed by three visionaries who each own their own business beyond their office duties, the organization is a hive of activity where problem-solving and economic regeneration meet hospitality and the type of zesty yet well-directed originality that only accomplished creatives bring. And the UVBA has three of the best.

Morgan Brophy took up her position as President and CEO in 2025, following a career as an arts administrator and producer in opera and classical music, during which she founded the Artist Relief Tree (ART) following the dire economic situation artists found themselves in during the COVID-19 crisis, raising $750,000 in mutual aid. The fund supported more than 3,000 artists globally, for which Brophy was awarded the 2020 Virginian of the Year Award. Brophy and her husband’s business, StrongRabbit Designs, supplies merchandise to nonprofits, individual artists, and small businesses looking to create additional income streams.

The region’s historic opera house, built in Lebanon in 1924, is the beautiful community hub that first drew Brophy to the area. She originally visited in her capacity as a Stage Manager for Opera North, the well-known local opera company, when she met her future husband backstage, little knowing that this would one day bring the couple back to the region to settle for good.

“Arts administration takes imagination,” Brophy says, “but also good organization. So that’s really what I contribute to the organization, to the region as a whole.” Additionally, bringing several years of administrative and nonprofit experience to her position, she combines her love of small business and community crafting with strong organizational skills to serve the people of the Upper Valley in fresh new ways.

Gordon Boddington recently joined the UVBA as Marketing and Administration Manager. He is driven by a rich talent for building connections and developing public interest in new business ventures. With a background in small business management and more than two decades securing millions of dollars in grants as part of his role in economic and community development, his wide range of skills, now being applied to building community and helping small businesses flourish, along with his skills in creating marketing campaigns that typically go viral, are being put to good use in the Upper Valley. Boddington is also the founder of the @heyuppervalley social media channel.

Nicole Follensbee, Membership Director, has been a local of the Upper Valley for the past 13 years, and is also the owner of Simply Beeutiful Events, an event and wedding planning business she established in 2021. With a bachelor’s degree in business management and an MBA from Plymouth State University, Follensbee brings nearly two decades of invaluable soft skills and expertise in the hospitality industry to her position.

Together, these three leaders offer valuable support for local businesses in need of more exposure and access to new markets. The team also provides tourist services; workforce attraction, development, and retention; and state advocacy. Moreover, it assists people moving to the region and aids in building and maintaining networks. Maintaining strong collaboration between the town management offices and planners of the four towns, the UVBA directly supports the economic and regional development commissions while weaving a fine tapestry of involvement amongst local stakeholders.

Breaking the boundaries
“This isn’t the case in every community, but for us, there is quite a bit of crossover and cross-pollination, which benefits us a lot,” Brophy says. “The town managers and planning departments have their fingers on the pulse of what’s happening in their neighborhood pockets and their downtowns.” She remarks on how well this cross-pollination works in such a large region when new businesses open, for instance. “They let me know that there’s a new business opening, or if someone is struggling, so that I can reach out.”

As a business support aid, the team also focuses on where members’ goals for gaining market share are positioned. Brophy notes that joining the Chamber of Commerce or the Regional Economic Committee means gaining access to resources that help entrepreneurs in introducing themselves to new markets.

There’s another reason, too, why the approach is proving successful in economic regeneration. “New Hampshire is one of the most tax-friendly states for businesses,” Brophy explains. “It’s a great place to have a business because there is a very low tax burden.” And, with all the burgeoning business opportunities to be filled, the UVBA’s workforce development initiatives provide plenty of opportunities and resources to make this a healthy business ecosystem worthy of exploration and investment.

Part of this work includes further development of its affordable housing and childcare infrastructure, two social issues that stand to improve the current economic landscape. “We do need more talent in this region. What we hear repeatedly is that retention comes down to housing and childcare,” she says. As an important stakeholder in local business health, addressing the ‘missing middle’ in the housing sector has become a crucial element of the UVBA’s contribution to the region’s pathfinding mission.

It’s common to find this team engaged in facilitating conversations and easing processes between large employers and local municipalities on the subject of establishing affordable housing for employees. The UVBA is also frequently involved in national conversations surrounding how different states and municipalities address childcare and learning about how they might address those same challenges in the Upper Valley. Housing and childcare are issues that directly impact the economic health of a region so the UVBA is invested in being a part of the conversation at all levels.

Beyond business
But doing good business isn’t the only reason to move to this exquisite part of the country. Brophy describes the communities of the Upper Valley as very special and the dual region as providing locals with “the best of both worlds.” Both interesting and fun, this is the place where the Green Mountain Economic Development Corporation runs an initiative called the Welcome Wagon that helps new arrivals settle in and feel at home. It is where families gather for games of glow-in-the-dark mini golf, at the new rock-climbing venue, to bike or walk the Rail Trail, or at the virtual reality escape room.

A new bar also recently opened, complete with an arcade-style doggy play park where cameras provide a live feed to the bar upstairs such that pet owners can watch their pooches on sports bar-style TV screens while enjoying a tipple with friends. And, even though the big brand names are certainly represented here, the Upper Valley is definitely a place where supporting local small businesses takes precedence.

The area also boasts a number of wonderful nonprofits doing great work; one in particular, Cover Home Repair (COVER), helps the elderly age in place by providing them, and others in need, with crucial home repairs and upgrades such as ramps and support rails.

The UVBA is committed to supporting both traditional and novel solutions—especially when it comes to shifting strategic stalemates in need of new direction. “Oftentimes, you’re not able to see action until we start participating in the conversation,” says Brophy. Herein, perhaps, lies the UVBA’s greatest contribution—bringing life and dynamism to what can otherwise easily become stagnating corners of its local enterprises and communities. The result of this support is lush crops of healthy new businesses flourishing across the area.

Now, while the UVBA remains dedicated to fulfilling its mandate of invigorating local business and caring for the overall well-being of the area, it is also revamping its own office system to ensure that it has the resources and performance power to achieve this. And so while it lays the groundwork that must anchor a host of new developments—the “sandboxes,” as Brophy puts it, where collaboration can spark new initiatives—this team understands that the Upper Valley Business Alliance must continue adding its layers of input to local businesses and local workforce creation. The organization excels at facilitating good relationships and building strong networks one season at a time—fully knowing that right now, all its hard work is helping to prepare the region for its next season of blooming.

The post Where Two States Meet to Prosper<p class="company">Upper Valley Business Alliance</p> appeared first on Business In Focus Magazine.

General Manager and President, Andrew Cameron, tells us that in 2024, the company finished construction on the last of over 230 finished units, work that began in 2022. At this point, it was decided by upper management to set a five-year goal for Northumberland Properties to further motivate its upward momentum. This goal comes down to expanding its current unit count by more than double to a nice, even, 500 units. This is where the process of unit acquisition has become an important aspect of the work, leading to the company’s first acquisition of eight existing buildings (totalling 32 units) in Amherst.

The timing of this acquisition was auspicious because the original owners were ready to retire and came to the company with a potential deal, which was sealed in May 2025. The purchase was seen as a positive learning experience as staffing and capacity needed to be figured out along with the on-boarding of new units and tenants, and Cameron and the Northumberland crew are never ones to back down from a challenge.

Indeed, the past three years have been busy ones on multiple fronts for the company. In 2024, after completing its most recent subdivision, the company purchased a half-acre piece of land across the street from this subdivision for its first multi-family building. Northumberland has worked with architectural design agency Spitfire Design out of Moncton, as well as with the town of Amherst and local contractors, to bring the building to new life and get it ready for tenants. While the development is still in the middle of construction, it held its groundbreaking ceremony in August 2025, and Cameron says it has been an enjoyable process to oversee and participate in so far.

He explains that a lot of four-to-six-unit garden homes and townhouses have been developed in the last few years as well, further expanding the company’s portfolio. With federal and provincial money coming in for developers and businesses like Northumberland, both Amherst and Yarmouth are pushing for greater density of buildings to increase housing supply in their communities. To aid both this and its own goals, Northumberland took a step into developing multi-family buildings, a move that Cameron says was also driven by his desire to learn more about these types of developments. These buildings are of a larger scale than the company’s typical properties and involve more logistics (elevators, fire alarms, intercoms, et cetera), but are also a clear-cut way to expand company operations.

The growth being pursued by Northumberland is taking place during an interesting time for its business sector. Looking back on 2025, Cameron says that the rental industry was beginning to feel closer to the volume and feel of operations from before the COVID-19 pandemic. From 2021 to 2023, he says that it was generally easier to advertise new units and create interest for renters, whereas today, promoting new units takes considerably more effort. This means that Northumberland has to tighten up its approach to running day-to-day operations, especially in regard to marketing, repairs, and maintenance cost controls, because things in the rental and housing and development sectors are ever-shifting and still feel unknown.

The industry may have a somewhat fluid nature, but Cameron says that ultimately, housing and development is an industry still going strong, especially when it comes to construction and property management/leasing. While aspects of the industry remain uncertain thanks to extenuating circumstances like the ongoing American tariffs, Cameron says it is a reminder for both him and everyone in the business at large to focus on aspects that can be controlled, like the maintenance and utility usage of its existing units.

“It is still an exciting time for real estate despite any challenges,” he says, and Northumberland Properties is excited to provide quality apartments and services for its tenants while helping them tenants feel at home and secure where they are. “Everything in real estate is communication,” Cameron says, whether it be from developer to subcontractor or from tenant to staff member.

A new year brings more opportunities for the business to reach its full potential, and the first major goal for Northumberland Properties in 2026 will be to finish its first building of 18 units by the summer, ideally June or July. The company also has another small parcel of land that it can build an additional four-unit building on, so decisions will be made as to how best to execute that idea.

The team is also on the lookout for acquisition opportunities that align with this mission, with a potential eight-acre development in Yarmouth. Northumberland hasn’t built in the town in five years, so there is interest in bringing more units there as plans continue to take shape. Further land purchases are also being investigated in Amherst, such as acreages and infill lots, to complement the apartments currently on offer.

In 2025, Northumberland Properties celebrated 15 years in business, with Andrew Cameron having started the business in 2010 alongside his mother and father. “Our success has been reliant on so many more people besides me,” he says, and he has learned so much in 15 years from tradespeople, employees, and accountants alike on how to best run the business. To be successful in this sector takes a team effort and everyone’s contribution within the company has made a difference to its ongoing success, says Cameron.

When it comes to running a successful property management business, it’s simply made easier and less stressful when you can find and work with exceptional team members, including staff, subcontractors, and tradespeople. In fact, Cameron says, a key lesson learned in the past 15 years has been to find great people, support them, and let them do what they do best while listening and learning from them. Of course, paying one’s bills on time also helps, he says with a laugh.

As well as the value of being surrounded by capable and intelligent people, Cameron says a key to his company’s success has been to always remember that the tenants living in the many different properties are people first and not just numbers in spreadsheets. A lot of senior tenants in Northumberland developments live on their own, so allowing for the time and space for staff to build relationships with these people, as well as maintaining respect and connection to them through the staff and properties, helps them feel that they are known and looked after.

“Don’t forget who the ultimate customer is,” Cameron says, meaning the tenants and their families who will remember when a property and its owners have done right by them. He and his crew have kept this, and the firm’s other values, close to heart during the lifespan of Northumberland Properties, and it continues to pay off grandly for all involved.

The post Expansion Focused on the Ultimate Customer<p class="company">Northumberland Properties</p> appeared first on Business In Focus Magazine.

For 136 years, the Central Connecticut Chambers of Commerce have worked to foster regional prosperity and vitality through business growth and entrepreneurship and the provision of advocacy, education and training, networking opportunities, and member support. And now, with more than 1,700 members and counting, the Central Connecticut Chambers of Commerce and its partners are working collectively to continue this good work for the communities of Bristol, Burlington, Farmington, Plainville, Plymouth, Thomaston, Wolcott, and beyond.

A legacy in action
Though the Central Connecticut Chambers of Commerce have existed under different names and iterations throughout their long history, over the last 12 years the organization has evolved to become an umbrella organization that offers support and advocacy, hosting more than 100 events annually to provide opportunities for education, networking, and camaraderie.

Recognized as the second largest Chamber in the state (though it aims to one day claim that top spot), according to President and CEO Katie D’Agostino, the organization adds more than 120 new members annually who “lean on us to provide that education, legislative guidance, and advocacy to make sure that they’re able to focus on running their business.”

In March 2021, with the receipt of American Rescue Plan Act (ARPA) funding, in partnership with the City of Bristol (though it serves all of Connecticut), the Chamber helped establish BristolWORKS!. A non-profit that provides low-cost education, skills training, and employability services, BristolWORKS! acts as a conduit between the needs of the business community and subject matter experts who can best address those needs.

“We initially launched programs in manufacturing, healthcare, IT, and early childhood education—and those programs remain strong today. Since then, we’ve also refined our offerings and added new programs to better meet the evolving needs of our community and local businesses.” explains Kim Ward Holley, Executive Director of BRISTOLWorks!.

“One of the biggest things we’re doing right now is working with local employers to assist them with the training needs of their current employees,” she says. “Employers who qualify can access Incumbent Worker funding to get reimbursed 50 percent of the training costs up to a certain amount every year. This is a great opportunity for employers to invest in their staff at a lower cost to the employer.”

AI and advanced technology are among those areas of focus, ensuring that members are not falling behind the technology curve, especially given the rapid pace of technological advancement. This could be something as simple as employing a virtual assistant to free up bandwidth, or the establishment of policies and best practices around its use.

As D’Agostino notes, “When personal computers first entered the workplace, many feared they would eliminate jobs. Instead, they transformed them—automating routine tasks, increasing productivity, and creating entirely new careers. Today, AI stands at a similar crossroads. While there is understandable concern about disruption, history shows that innovation doesn’t erase opportunity—it reshapes it, rewarding those willing to adapt and learn.”

Energizing success
The Central Connecticut Chambers of Commerce are also working to educate members about valuable resources available in the community. There is an initiative underway with Energize CT, a state-run program designed to help rate-payers lower operating costs by making energy efficiency improvements in their facility in alignment with Connecticut’s energy goals.

For instance, the Small Business Energy Advantage (SBEA) program offers no-cost, no-obligation energy assessment for small businesses. These assessments identify opportunities to make energy-saving improvements to their facilities, complete with incentives and zero-interest payment plans that can help business owners take advantage of the energy savings and long-term advantages more quickly and simply.

“Partnering with the Chambers to educate businesses about this opportunity has been incredibly meaningful,” explains Christina D’Amato, Vice President of Business Development for Energy Resources USA. There is funding available to support the business community, but many business owners simply aren’t aware these programs exist.

She adds, “This is a powerful way for organizations to better understand their facilities and implement practical improvements that positively impact their bottom line. That’s the feel-good part for me with small businesses and nonprofit organizations,” where cost savings can mean the world to a small business or new business owner working hard to grow and sustain their operations.

Once again, this is timely due to the rapid advancements in energy-efficient technologies, combined with rising energy costs. It makes it more critical than ever for businesses to stay informed.

“The educational component of this partnership is what matters most,” D’Amato says. “Technology is constantly evolving, and so are the incentives available through energy efficiency programs. It’s essential that businesses stay aware of current opportunities and continue to keep energy efficiency top of mind.”

Growth through partnership
Partnership and collaboration are at the heart of the work of the Central Connecticut Chambers of Commerce. The organization itself is the result of the coming together of stakeholders who share a common goal of pushing the needle forward for the business community in Central Connecticut and statewide.

D’Agostino acknowledges the economic development teams in the region who play such an important role in this regard. “We have a great reciprocal relationship with every single one of our economic development directors in the region,” she says. “They are basically our first phone calls every day. If something comes up, they keep us in the loop and vice versa.”

The Chambers also serve as a conduit between members and decision makers at the legislative level to ensure that policies and programs are meeting their needs and creating business-friendly environments in which to thrive. “We’re able to have those personal relationships with our legislators at the State Capitol and they really do sit down and listen to our members,” says D’Agostino. “They really do take the time to get to know our members.”

From a legislative standpoint, this year the organization will focus on four primary tenets with lawmakers, including workforce development, energy, AI, and healthcare, addressing gaps that exist while advancing the membership and the organization as a whole.

“Our long-term goal is to continue to make sure our membership knows that we are a trusted partner for them, and we never take that for granted,” says D’Agostino.

And as a trusted partner with a long legacy of demonstrated impact, the organization continues to identify ways to remain a source of guidance, education, advocacy, networking, and support for the communities of Bristol, Burlington, Farmington, Plainville, Plymouth, Thomaston, Wolcott, and beyond, advancing the best interests of the business community in Central Connecticut and the state as a whole to maximize the benefits for all.

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