Ironically, this new spike in home security investment is coinciding with an era where property crime is on the decline. “Break and enters were less common [in Canada and the United States] than they were 25 years earlier,” states Statistics Canada’s Trends in Police-Reported Crime in Canada and the United States, from October 8, 2025.

In 1998, there were 4,158 incidents of property crime in Canada per 100,000 people and 4,052 incidents per 100,000 people in the United States. By 2023, that had dropped to 1,995 incidents per 100,000 people in Canada and 1,906 incidents per 100,000 people in the U.S., states Statistics Canada. Such data is cold comfort, however, in an era of high-profile media accounts sharing brazen car thefts, residential break-ins, and retail robberies caught on video. And, as the title of the Statistics Canada analysis suggests, not all crime involving private homes gets reported.

Fortunately, there is no shortage of home security measures available to property owners, some of which have surprisingly long histories.

Centuries ago, domestic and wild animals alike were commonly used to guard home and hearth. Dogs, pigs, and geese, a notoriously noisy species, were all employed in this fashion. Today, outside of farm country at least, only dogs retain an important role in protecting homes.

The 1850s marked the introduction of electromagnetic burglar alarms. Augustus Russell Pope of New England is credited with developing a solution involving metal contacts on windows and doors connected to copper wires running on an electromagnetic circuit. If the circuit was disrupted by someone trying to open a window or door, a bell started clanging.

Pope sold the rights to his alarm system, and eventually a commercialized version became available. By the turn of the 20^th century, a handful of homes, businesses, and buildings were fitted with burglar alarms. Sometimes, these alarms were connected to police stations to ensure a speedy response from law enforcement.

Early burglar alarms only offered an audio component. They might scare off a burglar but did not provide any images that would be helpful in tracking down criminals. This changed with the arrival of Closed-Circuit Television in the 1940s. In a CCTV setup, footage from a surveillance camera is displayed on a monitor. It was a major step forward for security, but not ideal. Early CCTV systems did not record the footage, so unless someone sat and actively watched the monitor at all hours, they weren’t much use as a security system.

In the 1950s, the advent of videotape recorders meant that CCTV camera footage could be saved and stored, initially on reel-to-reel tapes and later on video tapes. By the 1970s, CCTV systems with videotape recorders had become ubiquitous in banks, businesses, and other buildings. In April 1974, a CCTV camera in a San Francisco bank famously recorded black and white footage of kidnap victim Patty Hearst brandishing a rifle during a holdup. Whether through coercion or conviction, Hearst had joined the self-styled revolutionaries who abducted her and participated in their crimes.

Still, CCTV systems were pricey and out of reach for homeowners except for the very wealthy. In the mid-1960s, an African American nurse named Marie Van Brittan Brown came up with a way to modify and simplify cumbersome CCTV technology for home use. Brown and her husband, Albert, an electronics technician, lived in the borough of Queens in New York City. They both worked erratic shifts and worried about rising crime rates. Together with her husband, Brown developed a unique security solution for the front door of a house.

The solution involved “four peepholes” through which “a motorized video camera on the inside could view visitors of different heights as the occupant toggled the camera up and down. The camera was connected to a television monitor inside. A microphone on the outside of the door and a speaker allowed an occupant to interrogate a visitor, while an alarm could alert police via radio,” states A Brief History of the Invention of the Home Security Alarm in the March 2021 edition of Smithsonian magazine.

The Browns filed a patent for their system in 1966, which gained approval in 1969. While hailed as the pioneers of the home video security system, Brown never reaped much financial reward for her invention, which was expensive to install. She died before technological advancements made home video security systems a realistic option for homeowners.

These advances included the advent of digital recording. Surveillance footage could now be saved on hard drives with massive memory, eliminating the need for bulky video tapes with limited recording time. Cameras became smaller, which led to the emergence of surveillance cameras specifically designed for use at home. “Nanny cams,” discreet digital cameras that could monitor babies, kids, and assets inside homes, were introduced in the early 1990s.

Another technological leap occurred in 2014, when entrepreneur Jamie Siminoff introduced his doorbell camera system. Originally called DoorBot, this solution blended a doorbell with a surveillance camera element capable of capturing footage of visitors on the doorstep. The product was renamed the Ring Video Doorbell, and Siminoff sold his company to Amazon.

The Ring Video Doorbell was inexpensive and available in retail channels, making it a popular choice for homeowners. And today, there are many competing options for doorbell cameras available for security-conscious property owners.

From the original model, new features kept being added to the Ring Video Doorbell. A Night Vision solution enhanced surveillance footage shot under dark conditions. A Live View feature enabled users to communicate with anyone on their doorstep via a smart phone or other device. Motion detection features were tweaked, improving the system’s ability to pick up unexpected presences and send alerts to homeowners.

Dashboard or car cameras have become another popular security measure. Such cameras are typically installed inside a vehicle, facing forward to capture footage through the windshield. While the concept is not new—police departments have used dashboard cameras for decades—car cameras have enjoyed a surge in popularity. This is partly due to seemingly endless online posts from users depicting amusing or alarming incidents they filmed while driving.

Entertainment value aside, dashboard or car cameras provide an additional and accessible layer of security for the public. Footage recorded by car cameras is commonly used to settle insurance claims in the case of accidents or mishaps.

Beyond cameras and alarms, bollards are emerging as a reliable means of preventing car theft. A bollard is simply a post, about three or four feet tall, made from cast iron, stainless steel, concrete, or other materials. Bollards have been a common feature at wharfs for centuries, used by ship crews to tie up mooring lines. At some point, bollards became incorporated into traffic infrastructure, blocking or guiding vehicles, defining and protecting walkway perimeters, and more recently, delineating bike lanes.

Permanently secured bollards have started to appear in front of retail outlets selling high-end goods as a precaution against ram raiding. This term refers to a smash and grab attack in which criminals slam a vehicle into a retail outlet that features a secured, locked door. The idea is to shatter the storefront glass, enabling easy entry for robbers. Bollards can stop a vehicle before any glass is hit.

In a similar fashion, some homeowners have taken to installing bollards on their driveways to secure their cars. Since permanent posts would not be practical on a driveway, homeowners rely on retractable bollards to protect their parked vehicles.

Ranging in price from a few hundred to several thousand dollars, bollards have become a common sight in wealthy neighbourhoods of Toronto, where car theft is rampant. When a homeowner wants to enter their driveway, the bollards are lowered automatically via a sensor or remote control, or manually with a key. Once the driver parks, the bollards are raised, making it impossible for car thieves to exit with the vehicle. Since they are featured on driveways, homeowners in Toronto at least do not require permits or special bureaucratic permission to install bollards.

As residential security continues to evolve, artificial intelligence is likely to play a growing role, helping systems analyze potential threats, identify unusual activity, and alert homeowners with greater precision. These tools may increasingly draw on broader data sets, from neighborhood crime patterns to real-time video analysis, further extending the reach of modern home protection.

From guard animals and early alarm bells to digital cameras, doorbell systems, and driveway bollards, the history of home security reflects a constant effort to adapt technology to everyday fears. While crime statistics may ebb and flow, the desire to protect one’s home remains unchanged, driving innovation that blends peace of mind with practical defense.

The post From Watchdogs to Smart Bollards<p class="company">The Evolution of Home Security</p> appeared first on Business In Focus Magazine.

To appear environmentally friendly, some manufacturers use buzzwords and carefully crafted marketing slogans in their packaging, TV commercials, and other advertising aimed at eco-conscious consumers eager to do the right thing. It isn’t enough for dish soap to be merely effective; it should also be “biodegradable” or “green,” ideally coming in bottles made from recycled plastic. Some companies claim their products are made in factories powered by “sustainable energy” or are “net zero,” while laundry detergent is promoted as not just gentle on skin, but “hypoallergenic,” “eco-friendly,” “non-toxic,” and “free from chemicals and dyes.”

While these and other encouraging terms are popular and resonate with buyers, reports suggest some claims are not only wildly exaggerated, but downright false. ‘Greenwashing’ is defined by Investopedia as “the act of providing the public or investors with misleading or outright false information about the environmental impact of a company’s products and operations,” and has grabbed the attention of consumers, governments, and environmental groups worldwide. Described as “misleading” by the United Nations’ Climate Action, businesses misrepresenting themselves as good environmental stewards are not only fooling the public, but undermining “credible efforts to reduce emissions and address the climate crisis.”

In 2022, the United Nations high-level group on net zero released Integrity Matters: Net Zero Commitments by Businesses, Financial Institutions, Cities and Regions. The 42-page report is unapologetic about greenwashing tactics, and contains numerous recommendations about Net Zero Targets, Increasing Transparency and Accountability, and Accelerating the Road to Regulation. In the report, UN Secretary-General António Guterres states: “We urgently need every business, investor, city, state and region to walk the talk on their net zero promises. We cannot afford slow movers, fake movers or any form of greenwashing.”

Despite Guterres’ forceful words and those of other global experts, it appears not all manufacturers are listening. There is a big difference between companies stating they are “good corporate citizens” and actually putting words into action. Businesses of all sizes—from local shops to multinationals employing tens of thousands worldwide—continue to be caught greenwashing, making deceptive environmental claims about everything from manufacturing processes to product contents and packaging.

One of the most questionable claims centers on one word: natural. Some businesses take liberties with “natural,” which suggests products like soap and shampoo are pure, made from organic ingredients, and devoid of synthetics and harmful chemicals. For buyers, it isn’t enough to skim the bold marketing text; we must carefully review ingredients and question claims.

Even with increased legislation, public shaming, and recent rules introduced by the European Union (the “Greenwashing Directive”) aimed at preventing bogus claims and compelling manufacturers to support their eco-friendly statements, greenwashing continues worldwide. In fact, a 2020 European Commission and national consumer authorities study of websites analyzed green claims of manufacturers producing everything from cosmetics to clothing. A screening of 344 suspicious claims revealed that, in 42 percent of cases, green claims were “exaggerated, false or deceptive and could potentially qualify as unfair commercial practices under EU rules.” To make matters worse, 59 percent of cases revealed traders didn’t provide “easily accessible evidence” to support claims. And in 37 percent of cases, manufacturers made circumspect claims products were “eco-friendly” and “sustainable,” leading consumers to believe products had “no negative impact on the environment.”

As companies strive to increase their market share, cases of greenwashing grow. Faced with competition from rival corporations and increasing costs, many manufacturers have jumped on the green bandwagon to appeal to consumers and cut costs, sometimes with disastrous results.

In recent years, restaurants have come under fire for single-use products such as plastic cutlery and non-recyclable containers, which add to mountains of landfill worldwide. In 2018, fast food giant McDonald’s substituted plastic straws for new “recyclable” paper straws at over 1,300 locations in Ireland and the United Kingdom to “protect the environment.” The problem: unlike their plastic counterparts, the new paper straws soon became soggy, and were too thick to be recycled.

Other companies have come under fire for claiming products were recyclable and/or compostable, including coffee companies Keurig and Lavazza. Popular for its individual cups, Keurig claimed for years its single-serve K-Cup pods were recyclable; more often than not, they weren’t. The revelation wasn’t just a blow to the company, but also resulted in Keurig Canada being ordered to pay a $3 million penalty following an agreement with the Competition Bureau. According to the Bureau, K-Cup pods “were not widely accepted in municipal recycling programs,” save for British Columbia and Quebec.

Along with the penalty, the company was required to change its claim about pod recyclability, pay an extra $85,000 for the Bureau’s investigation costs, and donate $800,000 to a Canadian charity focused on environmental causes. Stated Commissioner of Competition, Matthew Boswell, “Portraying products or services as having more environmental benefits than they truly have is an illegal practice in Canada. False or misleading claims by businesses to promote ‘greener’ products harm consumers who are unable to make informed purchasing decisions, as well as competition and businesses who actually offer products with a lower environmental impact.” As recently as 2025, another coffee company, Lavazza UK, was forced to backpedal on claims that their “eco cap” coffee pods were compostable, after research revealed the pods could only be composted in an industrial setting, not by home users.

Even companies known for environmental initiatives have been called out for greenwashing, including IKEA. The world’s biggest consumer of wood, the Swedish-based business was cited for making children’s furniture from pine tied to illegal logging in Russia’s boreal forests. And the world of fashion is not immune from claims of greenwashing, with well-known retailers like H&M and SHEIN going under the microscope for statements about sustainability, social responsibility, and greenhouse gas emissions.

Although some companies are making efforts to live up to their claims such as Nespresso, which sends out complimentary recycling bags for its aluminum coffee pods, the green movement took a hit recently when Canada’s federal government, following pushback from lobbyists, cited “investment uncertainty” regarding greenwashing, stating these provisions are “having the opposite of the desired effect, with some parties slowing or reversing efforts to protect the environment.”

When it was passed in 2024, Bill C-59 introduced changes related to deceptive advertising, including greenwashing. This saw the Competition Bureau state: “While the supply of ‘green’ products has greatly increased, there has also been an increase of false or misleading environmental ads or claims, also known as greenwashing. This practice harms competition because it misleads consumers into believing they are making environmentally friendly choices when they aren’t.”

While some businesses expressed relief, environmentalists are worried companies will be less accountable with claims. The Canadian Association of Physicians for the Environment (CAPE) recently posted, “Tell the Prime Minister: Protect Canada’s anti-greenwashing rules.” An online submission page, it is aimed at the oil and gas industry, holding companies responsible and preserving Canada’s anti-greenwashing rules.

Citing “climate disinformation,” the message states in part, “When companies misrepresent the health and environmental impacts of their products, they obscure risks that directly harm people: worsening air pollution, extreme heat, wildfire smoke, heart and lung disease, and more. People in Canada need truthful, evidence-based information to protect their families and communities. Removing truth in advertising laws amounts to rigging the market to favour big polluters over genuinely green industries, undermining innovation and the energy transition.”

As the old saying goes, “If something seems to be too good to be true, it probably is,” and consumers need to question manufacturer claims to avoid being victims of greenwashing.

The post Buyer Beware<p class="company">Avoiding the Greenwashing Trap</p> appeared first on Business In Focus Magazine.

“At the end of the day, we’re a community that embraces manufacturing; we have a lot of manufacturing assets. It’s kind of in our DNA,” says Jeff Shaw, President and CEO of the Pueblo Economic Development Corporation (PEDCO). Pueblo County workers have experience in “automation, welding, machining, large fabrication, steel, carbon fiber, and a lot of disciplines attached [to these services],” he adds.

With a median age of 39.8 years, Pueblo County has a population of just under 170,000 people. Its biggest city is also called Pueblo and accounts for 106,000 residents, while smaller communities include Colorado City and Avondale. Median household income is $54,340, and leading employment sectors include aerospace and defense, construction manufacturing, chemical manufacturing, food and beverage, outdoor recreation, and agriculture.

A longstanding commitment to economic development
PEDCO is a private, nonprofit group that works hard to highlight the benefits of doing business in Pueblo County. The organization was founded in 1981 after a crash in the steel industry rocked the region and county officials sought new avenues for economic renewal. In 1984, Pueblo County citizens agreed to pay a half-cent sales tax on non-exempt items, with revenue going toward a capital development fund used to entice new businesses. The fund generates $10 to 12 million on an annual basis and is disbursed in the form of grants or loans to companies looking to relocate, expand, or set up operations in Pueblo County. This funding can only be used for capital development purposes (for example, acquiring land, buildings, or equipment).

While PEDCO makes recommendations on funding recipients, Pueblo County government officials oversee the actual disbursement, and firms that want to receive capital development funding are expected to create a certain number of positions based on their size and output. “There’s an obligation to pay some money back if you don’t have the jobs you promised the community; if you have the jobs, you don’t have to pay anything back. [In such cases] we don’t want the money back—we want the jobs,” says Shaw.

Full-time jobs, he adds, have “a multiplier effect” on the economy, with benefits extending well beyond the original investment.

Every five years, voters get to choose whether to renew the half-cent sales tax and capital development fund. The sales tax was reapproved last fall, not a surprise given how effective the development fund has been in bringing in business. In August 2025, for example, Trussworks Operations, LLC, a wood and floor truss manufacturer, announced that it chose Pueblo County for its newest facility and Trussworks received capital development money in return for a new jobs guarantee. Once it reaches full capacity, Trussworks’ plant is expected to employ 65 full-time staff.

Location, infrastructure, and water
Of course, there are plenty of other reasons why companies might want to set up in Pueblo County. The county offers excellent workforce training programs, for a start, and is also blessed with great weather, abundant water, and an enviable location.

Pueblo County is spread across roughly 2,400 square miles within a centrally located state. Several major markets, including Salt Lake City, Albuquerque, Dallas, and Houston, are within easy reach of county businesses. Transportation infrastructure is a particular strength, with the county served by Interstate 25 (for north/south road travel), U.S. Route 50 (for east/west travel), and Pueblo Memorial Airport. The county is also frequented by Union Pacific Railroad and BNSF Railway and is the only southern Colorado county to offer east, west, north, and south rail access. “One of the true secrets of Pueblo is our rail infrastructure,” Shaw notes. “We’ve embraced rail, we love rail.”

Water availability is another significant differentiator, especially as many western regions face increasing scarcity. Pueblo County can accommodate large manufacturers requiring “two to four million gallons a day” and could “triple our population without running into water issues,” according to Shaw—an increasingly rare advantage in the American West.

Workforce, education, and veterans
Pueblo County’s workforce is bolstered by strong educational institutions and a high concentration of military veterans. The county is home to two school districts and two post-secondary institutions: Pueblo Community College and Colorado State University – Pueblo.

Pueblo Community College has earned a strong reputation for customized workforce training, a legacy that dates back to the 1980s when the school helped retrain laid-off steel workers. Today, the college remains “very, very good at customized training programs,” Shaw says, whether teaching welding skills or training workers to meet specialized international manufacturing standards.

CSU Pueblo complements this pipeline with degree programs in engineering, business, nursing, computer science, construction management, and cybersecurity.

Veterans further enhance the local labor pool. Pueblo is known as “The Home of Heroes,” having produced four recipients of the Congressional Medal of Honor. At a 1953 ceremony, President Dwight Eisenhower famously remarked about “something in the water out there in Pueblo.” Shaw says veterans bring discipline, leadership, and a strong work ethic, while also contributing to a shared sense of civic pride.

Quality of life
For visitors and residents alike, nearly continuous sunshine and warm temperatures are major draws. Pueblo County typically receives over 300 days of sunshine a year, with an average daily summer temperature of 91°F and average daily winter temperature of 47°F (well above freezing). The overall average temperature works out to just under 70°F.

“Pueblo is unique because we’re just off the mountains by 20 miles or so,” Shaw says. “Even in January or February, you can play golf on a Saturday afternoon and go skiing on a Sunday.”

Mountain biking, golf, hiking, fly fishing, rafting, and rock climbing are also hugely popular outdoor activities, and Lake Pueblo State Park is a popular spot for boating, picnicking, fishing, and swimming. Pueblo also plays host to the annual Colorado State Fair and a local event called the Pueblo Chile & Frijoles Festival. The latter event draws huge crowds and reflects the region’s agricultural heritage; in addition to being a manufacturing epicenter, Pueblo County is renowned for its melons, beans, potatoes, and chili peppers.

The area’s affordability only adds to its appeal. The county’s median home price is $364,950, and it scores 92 on a national cost-of-living index where 100 represents the U.S. average. By comparison, Colorado Springs scores 100 and Denver 108, making Pueblo County a comparatively accessible place to live and work.

History, promotion, and present-day challenges
The history of Pueblo County dates back thousands of years. The area was home to the Ute or Nuche peoples, then was annexed by Spain in the late 1500s. Spanish rule ended when Mexico became independent in the 1820s. The area came under U.S. control following the 1848 Mexican-American War and was then flooded with prospectors during the subsequent Colorado Gold Rush. Statehood was conferred on Colorado in 1876, and Pueblo County joined the USA.

Today, PEDCO continues to promote the county through trade shows, digital outreach, partnerships, and word of mouth. Recently, the organization formed a loose collaboration with the Metro Denver Economic Development Corporation to pursue initiatives benefiting the broader Front Range region.

For all its present-day advantages, Pueblo County does face its share of challenges. Manufacturers in the county are concerned about federal interest rates impacting their bottom lines and influencing hiring decisions. Federal politics can also impact the county’s fortunes; until recently, Pueblo featured a great deal of manufacturing activity based around renewable energy, but shifts in federal energy policy have slowed this activity.

A measured vision for the future
Even so, Pueblo County remains, in Shaw’s view, an excellent place to live and do business. “It’s such a quality place to raise a family. There are a lot of great sports, whether it’s baseball, basketball, golf, or football. Even though it’s not small anymore, it’s got that small-town feel to it. You can get anywhere in Pueblo by car in 15 minutes—you’re not going to run into traffic. It’s just a great place to grow up,” he shares.

Going forward, Pueblo officials hope to preside over steady and sustainable growth, not expansion for its own sake. Based on water availability and infrastructure capacity, Shaw estimates that Pueblo County can support between 250,000 and 300,000 people without sacrificing quality of life or impacting the county’s enviable ambiance.

In five years, he hopes to see a community that has strengthened its primary job base while preserving the character that makes Pueblo County distinctive. “We don’t want to lose that character of Pueblo,” Shaw says. For a county defined by its manufacturing heritage, natural advantages, and strong sense of place, the goal is clear: grow thoughtfully, stay grounded, and ensure that economic progress continues to benefit both businesses and the people who call Pueblo County home.

The post A Sun-Splashed Community with a Pro-Business Mindset<p class="company">Pueblo County, Colorado</p> appeared first on Business In Focus Magazine.

Conveniently located just 20 miles north of downtown Denver, Brighton attracts residents who want to feel like they’re part of a small town while having access to the amenities of larger urban areas, making it the ideal location for its nearly 50,000 inhabitants.

“Brighton is a vibrant, close-knit community where neighbors take pride in the city’s unique character and longstanding traditions,” says Mayor Greg Mills of the City of Brighton. “Its deep agricultural roots continue to shape local identity, from multigenerational farms to seasonal celebrations that bring residents together.” The community recently celebrated the 30^th anniversary of the beloved Festival of Lights Parade, an event that captures the small-town feel of Brighton, he adds.

Brighton EDC’s vision embraces its aims to enhance the city’s quality of life by fostering and supporting economic growth to ensure it’s an ideal place to live, work, learn, and play, striving to accentuate its many attributes and abilities, and also strengthening public-private partnerships to drive economic growth.

Brighton EDC, a public-private partnership operating as a 501(c)(6) nonprofit, continues to play a pivotal role in shaping the economic future of Brighton. With the city itself as its largest investor, Brighton EDC is guided by a board of investors composed of influential local and national business leaders representing companies of all sizes.

Funding from these investors enables Brighton EDC to attract new businesses to the area and develop innovative programs and services that support the growth and success of the local business community. Brighton EDC’s impact is amplified through strong collaborations with key community partners, including School District 27J, Adams County Government, Adams County Workforce and Employer Services, North Metro Fire District, the North Metro Small Business Development Center, State and Regional Economic Development offices, and the Greater Brighton Chamber of Commerce & Tourism Bureau.

In addition to these public and nonprofit partnerships, Brighton EDC is supported by private investors such as Vestas, a global leader in wind turbine manufacturing; Wells, a nationally recognized building design and architecture firm; Intermountain Health Platte Valley Hospital; regional utility providers United Power and Xcel Energy; as well as national and local banks, developers, and small business owners. These partners all bring valuable expertise and insight, helping Brighton EDC identify and address business challenges, foster meaningful connections, and create opportunities that enhance the region’s overall business climate.

“Brighton EDC takes pride in the synergy and relationships cultivated through its economic development efforts, which continue to strengthen Brighton’s position as a vibrant and thriving community for businesses and residents alike,” says Martinez. The city also prides itself on its many unique attributes, including how it values its history and agricultural roots while embracing progress, innovation, and sustainable growth.

The city’s commitment to honoring its past is also reflected in the recent addition of BJAA Park to the Colorado State Register of Historic Properties, a recognition that celebrates not only the park but also the resilience, community spirit, and lasting contributions of Brighton’s Japanese American families, whose history is woven into the very fabric of the city.

At the same time, Brighton celebrates progress and innovation through thoughtful planning, investment in modern infrastructure, and a focus on sustainable growth. The city continues to look to the future while adhering to its heritage, whether it be by promoting ecologically conscious development, enhancing mobility alternatives, or supporting renewable energy initiatives. City Manager, Michael Martinez, adds, “It’s this balance of preserving heritage while welcoming new opportunities that makes Brighton a unique place to live, work, learn, and play.”

The city’s location has also served to attract residents who want to feel like they’re part of a small town while still having access to the amenities of larger urban areas. In fact, Brighton’s convenient location has long been one of its greatest draws for both residents and businesses. Situated just a short 20-minute drive from Denver International Airport and with easy access to major highways like U.S. 85, E-470, State Highway 7, and I-76, Brighton offers quick, seamless connectivity to the Denver metro area, regional job hubs, and a wide range of urban amenities.

“With its unique combination of accessibility, community charm, and outdoor recreation, Brighton is quickly becoming a top choice for individuals and families looking to relocate,” Mayor Mills says, with residents able to enjoy the relaxed pace of small-town living while experiencing the vibrant atmosphere of Brighton’s historic downtown district, known for its locally owned shops and diverse dining options.

And despite its small-town atmosphere, Brighton has all the amenities of a metropolis, including shopping, entertainment, and business prospects both inside the city limits and in neighboring metropolitan cities. Outdoor enthusiasts are especially drawn to the area’s expansive recreational offerings, with the city boasting more than 43 developed parks, 29 playgrounds, and 48 miles of open trails, making it a haven for hikers, cyclists, and nature lovers alike. “This balance of lifestyle, location, and livability continues to position Brighton as a desirable and growing community in Colorado’s Front Range,” says City Manager Martinez.

When it comes to Brighton’s quality of life as it relates to business attraction, they both play an important role in bringing new businesses to the community. The city offers a welcoming, family-friendly environment with safe neighborhoods, excellent parks and open spaces, and a calendar full of community events that foster strong connections among residents. Additionally, its unique blend of small-town charm and modern amenities creates a place where residents and employers can thrive.

Economic Development Director, President, and CEO, Robin Martinez, emphasizes that “this high quality of life is a major advantage for employers. Brighton’s affordability and close proximity to the Denver metro area attract a growing, skilled workforce that benefits businesses.” Additionally, the city’s dedication to sustainable expansion and easily accessible transportation options makes it simpler to draw in and retain talent.

New businesses are met with a level of support that sets the city apart when they consider setting up shop in Brighton, with the EDC leading a collaborative effort that unites key community partners and city workers to offer potential business prospects a full-service concierge approach. This essential support ensures that companies receive prompt and comprehensive guidance on municipal, county, and state development processes, licensing requirements, and permits. “The objective is to streamline the process of establishing operations in Brighton, lowering obstacles and expediting timelines,” Robin Martinez explains.

The city also provides individualized support in addition to competitive incentive schemes designed to save development time and expenses, with a dedication to creating a business-friendly atmosphere and attracting investment that supports its strategic growth objectives.

The EDC continues to establish the city as a top location for companies looking for opportunity, efficiency, and long-term success by taking a proactive stance and fostering strong community partnerships, and, according to Martinez, the EDC celebrates significant economic achievements while addressing growing pains, working hard to ensure that growth is in line with both industry trends and the long-term objectives of the community as Brighton continues to expand.

Working with other municipal departments to develop a comprehensive and achievable growth strategy that will benefit businesses and citizens for many years to come is also key. “The long-term supply and demand of essential resources like water and power is one of the most pressing challenges facing Brighton—and many communities across Colorado,” says City Manager Martinez. “The city of Brighton is taking preemptive measures to ensure its future since pollution and climate change are endangering the state’s water reserves.”

The construction of a new water treatment plant, designed to meet the community’s needs for the next 25 years, is now in progress with a significant investment. In order to guarantee that new and growing businesses have dependable access to power, Brighton EDC is also collaborating closely with local energy providers. This innovative strategy draws businesses looking for long-term sustainability and reliable infrastructure.

The announcement of Trader Joe’s new Colorado primary distribution center, which is scheduled to open in September 2026, is one of Brighton EDC’s recent achievements. The Lovett 76 Logistics Center, a 613,758-square-foot Class A industrial complex, was purchased by the well-known grocery chain for $69.35 million, representing a substantial investment in Brighton’s economy and demonstrating the EDC’s dedication to promoting sustainable growth and establishing the city as a competitive location for businesses and cutting-edge industries.

In addition to all of these accomplishments, the city offers a wide and engaging variety of outdoor activities, restaurants, and special events designed to draw both locals and visitors. Mayor Mills cites iconic events like Summerfest, the Festival of Lights Parade, the Turkey Trot, and Art in the Park, which draw thousands of people for music, art, and family-friendly fun. “Brighton offers a lively mix of events and attractions that draw both residents and visitors year-round,” she says.

In addition, the historic Armory Performing Arts Center hosts plays, concerts, and community events in a small, exquisitely renovated space, and the city offers free movies and music in the park all summer long.

Not only is there plenty in Brighton to see, do, and experience now; there’s also much more to come in the years ahead. Mayor Mills says, “These events and amenities create a vibrant atmosphere that appeals to both locals and tourists, especially when combined with Brighton’s beautiful parks, trails, and an increasing number of local restaurants and breweries.” Brighton’s future looks bright indeed.

The post Building a Perfect Balance: Live, Work, Learn, Play in Brighton<p class="company">Brighton Economic Development Corporation</p> appeared first on Business In Focus Magazine.

“The City of Durango is lucky to have a URA, which is a fantastic resource for a town of our size,” says Tommy Crosby, Economic Opportunity Manager. “As a small rural mountain town in southwest Colorado, it really helps us punch above our weight when it comes to ensuring we have viable pathways for businesses to expand, to continue investing into our community and ensuring pathways for revitalizing and restoring parts of town that have been otherwise overlooked or under-invested in years past.”

At the City of Durango’s newly created Prosperity Office, Crosby helps connect the dots between economic goals and the financing tools that can bring projects to life. In close collaboration with the Urban Renewal Authority, he works to structure deals that deliver community benefits while supporting business growth and long-term investment. The biggest tool the URA offers is tax increment financing (TIF), he adds. By entering into TIF agreements with businesses, developers, or investors, Durango can use future sales and property tax revenue that a project will generate to fund development and investment today.

“It’s a fantastic tool. Their payback terms for that are simply paying their normal sales and normal property tax,” says Crosby. “It’s a creative financing tool that isn’t available everywhere, and the fact that we have that available in Durango is a great resource.”

Much like a snowcat, URA “grooms the trails,” he adds, so businesses, investors and developers see less risk. While it’s still up to them to make those turns down the ski run, the URA reduces that risk. “By helping businesses see where those rocks or cliffs are, the URA makes their trail down a little smoother and easier.”

Another tool Durango employs is the MidTown Peak Grant, which enhances the quality of the MidTown area, located on the north end of the historic downtown, providing an opportunity for businesses that might not qualify for those larger tax increment financing agreements. While those projects may be in the $100,000 to $500,000 range instead of the millions, it’s still meaningful and impactful, and Durango can try to meet businesses in the middle with a grant offering or resource for a final nudge of support to push them over the line and move forward with an alternative to a larger incentive agreement.

For example, one way the City of Durango was able to leverage the public-private partnership component of its URA program was through a URA plan area called the North Main Gateway, created after the city was approached by a developer interested in creating five single-family homes in a walkable part of town. The city asked the developer if they would be interested in pursuing a project with higher density, as these five single-family homes would likely fetch a price of $1.5 to $2 million.

“We’re up to bat against the big housing affordability challenges, like many towns in the West are facing,” Crosby says. “This developer was willing to work with us to find a pathway to delivering a housing development that, in the end, would deliver 22 townhome units, with about half of those townhomes carrying various degrees of a deed restriction.” Some of those restrictions had a price cap, while others had a local worker requirement, and the project wouldn’t have been possible without the support of the URA to incentivize developing some of the infrastructure costs.

Along with the URA’s ongoing investment in Durango, exciting upcoming news includes the city being selected to host the 2030 UCI World Mountain Bike Championships at Purgatory Resort from August 26 to September 1, 2030, a definite highlight. Projected to be one of the largest sporting and tourism events ever hosted in Southwest Colorado, the 2030 World Championships will bring global athletes, massive economic benefits, and lasting outdoor recreation improvements, helping to cement Durango’s legacy as North America’s mountain bike capital.

“It’s our shared commitment to harnessing the global spotlight to create enduring benefits that go beyond just the finish line of the UCI World Championship,” says Crosby. “We recognize this is a once-in-a-generation opportunity fueled by partnerships across the public and private sectors.”

Indeed, Durango’s vision sees the city investing in infrastructure resources and community assets that will make it a place where residents thrive and visitors feel welcome far after the event, he adds. “We’re focusing on building smarter infrastructure that helps meet the long-term community needs while amplifying local businesses and their capacity. We’re approaching this from a place of tourism resilience, not overwhelming our tourism capacity and resources. One of our biggest assets is our quality of life, and we want to make sure that is very much centered with our parks, trails, transportation, and public spaces.”

With 800 riders expected from more than 55 countries, the event should make a $10 to $30 million direct economic impact, along with millions more in local and state tax revenue. “We’re excited to bring this event to Durango, because it will be one of the largest sporting and tourism events ever seen in the area,” Crosby shares. “It also marks the 40th anniversary of Durango hosting the inaugural UCI Mountain Bike World Championships in 1990, so that will be a fun theme to lean into.”

Durango’s ongoing utilization of additional grant programs within the community is another exciting investment tool that the city has expanded rapidly in the last four years. In 2020, Durango invested roughly $60,000 worth of grant funds into the community per year, and following a 2021 Lodgers’ Tax increase, grant programs have grown over 10 times to more than $600,000 dollars per year in 2025, spread across a handful of categories.

The largest pool of grant funding is for the Lodgers’ Tax Arts and Culture Grant Program that funds about $500,000 of projects, programs, events, and experiences focused on arts and culture, including everything from traditional types of public murals and sculptures to behind-the-scenes support such as scholarships for youth art programming, or replacing the roof at the Durango Arts Center.

“We tried to be intentional about this grant funding being representative of the full spectrum of arts and culture, and we know that well runs quite deep in our community,” says Crosby.

Durango has also been intentional about weaving in creative business consulting with that budget, ensuring arts and culture organizations and individual artists and community organizations are investing in the infrastructure of their business without becoming overly reliant on grant programs. Outside of arts and culture, the Lodgers’ Tax Local Event Marketing Grant Program funds about $150,000 worth of projects each year.

“We are rich when it comes to our abundance of local events,” Crosby says. “This fund is a way to help those organizations ensure that not only are locals aware of them, but the folks who visit our community have a way to weave into the local fabric of our events that are occurring at least once a week. That’s been a great opportunity to help amplify the reach of those events locally, regionally, statewide, and even nationally.”

The last of the Lodgers’ Tax Grants is the Lodgers’ Tax Impact and Resiliency Grant, which ties into the sustainable tourism component of the work in Durango, for projects that help mitigate and steer some of the impacts of tourism.

“How can we be more intentional with educating our visitors who are coming to Durango to ride our trails, to camp, to raft our rivers?” Crosby says. “How can we show them what it means and what it looks like to be a responsible steward and visitor when coming to these magnificent, otherworldly places?” The Impact and Resiliency Grants have helped support that resiliency, whether it’s signage at trails or assisting restaurant partners in mitigating food waste, or, one of Crosby’s favorites, the DuranGoats.

“This herd of goats comes onto properties and chomps down on all of the potential wildfire fuel—small, low-lying shrubs—and can clear out a backyard or embankment in an afternoon.”

There is also the Re:New Grant, a resource offered to businesses for any sort of property improvement visible from the public right of way—updating signage, repairing sidewalks, repaving parking lots, replacing windows, repainting a building—that the city matches dollar for dollar up to $5,000. “It’s a great resource to help encourage businesses to lean into the sense of place and feel a little more pride in the façades of their business. It’s been a really successful program.”

In addition, the MidTown Peak Grant Program offered through the Durango URA also funds up to $300,000 worth of projects per year for larger redevelopment projects for property improvements visible from the public right of way, including larger development or redevelopment projects.

If all of this isn’t enough to encourage a visit to Durango, there’s a “Greatest Hits List,” Crosby says, including 100 miles of trails inside city limits, 300 miles of trails surrounding the city, the Animas River running through the heart of Durango for rafting, swimming, and fishing, and skiing just 30 minutes from town. There’s a new rope tow hill at Chapman Hill, the Durango Hot Springs, located within a 10-minute drive from town, and the historic Durango & Silverton Narrow Gauge Railroad that runs through the heart of the San Juan Mountains.

“I also can’t speak highly enough of our historic downtown shops and restaurants and art galleries,” says Crosby. “There’s an event nearly every single weekend: the Iron Horse bicycle classic over Memorial Day, the Autumn Arts Festival, our incredible weekly farmers market, tons of galleries and local public art, and Mesa Verde National Park less than an hour away,” he shares.

“It’s pretty easy to sell the highlights of what we have to offer to residents and tourists!”

The post Snow, Sunshine, Parks, and Trails: Investing in the Great Outdoors<p class="company">City of Durango, Colorado</p> appeared first on Business In Focus Magazine.

Without these efforts, valued services and amenities like infrastructure fail to meet the ever-changing needs of communities, deficits that can be exacerbated by market ebbs and flows and geopolitical conditions outside of their control. For matters within control, however, organizations like the Economic Development Council of Colorado (EDCC) have spent the last five decades working to support economic development activities state-wide, offering education, resources, and advocacy while serving as a conduit for relationships and ideas to take shape.

“It’s grassroots,” says Executive Director Kim Woodworth. “Pull up your bootstraps type of work,” of the approach that has been taken by EDCC and its partners.

While the organization has taken many forms throughout the years, over the last decade especially, the team at EDCC has been working to sustain its impact through a unified vision for growth for the state, empowering the various private and public sector stakeholders who are working to secure economic wins for their communities.

Riding the momentum of revival
Like any effective economic development agency, EDCC has evolved throughout its history to better meet the changing needs of the local economy and community. Celebrating 50 years of economic development, the organization, like the market, has experienced ebbs and flows.

In the late 1980s, after a brief period of inactivity due to a leadership change, two economic developers saw the opportunity to breathe new life into the organization and the state economy. John Grueling of Denver, who at the time represented the State Office of Economic Development, and Robert Scott, who was CEO of the Colorado Springs EDC, came together in conversation and saw an opportunity to revive the organization and maximize its impact through collaboration.

Under their leadership, they infused the organization with a renewed sense of community, bringing economic developers from across the state together and offering an outlet to share information, resources, and best practices and a forum to air their challenges, which resulted in the establishment of professional development programs, education initiatives, and advocacy efforts to support the various efforts taking place statewide.

“We had a number of professionals in the state who we thought would benefit from getting to know each other, staying in touch, and sharing information and sharing best practices and the status of things in their community,” explains Scott of the organization’s revival through relationship building.

This effort to revitalize the organization not only brought economic developers together from across the state; it also created a place for legislators where a feedback loop and system of advocacy and representation could take place, which at the time was imperative from an economic development level, as policies could be informed by the communities and regions themselves for more tangible results.

Thinking collectively, acting regionally
Given the competitive nature of economic development, as every community vies for opportunities to expand within its own bounds, EDCC is softening this adversarial approach to promote a more collaborative framework, serving as a pipeline through which cooperation and collaboration can take place. These efforts were necessitated by the pandemic, which caught many people and organizations on their heels—economic developers included—as they worked to insulate their communities from the brunt of the economic impact associated with the shutdowns and drastically altered approach to doing business.

Working with the state’s economic development alignment initiative, Colorado Align (CO|Align), EDCC is part of the collaborative force working to foster and sustain a cohesive strategic framework within which Economic Development Districts (EDDs), governmental and non-governmental agencies, and other economic development stakeholders work together to advance the state’s economic growth rather than competing for resources and opportunities.

For the first time in the state’s history, Colorado has achieved complete statewide alignment with a total of 14 Comprehensive Economic Development Strategies (CEDS), including two tribal nations. This milestone expands from just nine original districts to a finished map that captures the unique needs of every community across Colorado. Through a unique ‘Nesting Strategy,’ these regional blueprints serve as the essential data-drivers for Colorado’s first-ever Statewide CEDS.

Colorado has thus created an ‘Economic Secret Weapon’: a synchronized system where local priorities immediately advise state strategy, giving us a competitive advantage over every other state in the nation. With the increased opportunity to gain EDA funding, our hope is to increase the capacity of the funding to accomplish bigger goals. Colorado as a whole has left hundreds of thousands of dollars on the table, and now here is our opportunity to really maximize those dollars to support the work that these CEDS plans are trying to address,” says Woodworth of the systemic issues that require a regional, rather than local, strategy and solution.

Through this work, resources are being shared and optimized in accordance with a unified purpose and vision across the various regions, with 85 communities and statewide organizations taking part to see the economy sustainably return to strength.

Moving beyond boom and bust
As a state that was heavily dependent on extractive industries, Colorado has long been subject to boom and bust cycles, which is why efforts have been underway to define a clear path forward and away from these volatile cycles.

The regional strategies that are being developed and implemented will give the state more diverse legs to stand on and will facilitate development that makes sense for the various regions according to their unique needs and strengths. This includes a strategic and necessary focus on primary employment, which will have benefits throughout the community in the form of secondary employment and the provision of supportive services and amenities.

“Those dollars then go into the secondary market, which then runs your retail establishments,” Woodworth explains. “Those sales tax dollars and property tax dollars feed the coffer of the government, municipal, county, or state, and that’s how we pay for all the things that we consider quality of life: education, police, parks and recreation.”

Advocacy is another particularly important aspect of EDCC’s work, particularly when it comes to advising elected officials and ensuring that policies and programs that are legislated meet the needs of its membership. For instance, the costs of doing business in Colorado are higher than in many other states, which instantly reduces its competitiveness. Woodworth calls for lower taxation and an increasingly business-friendly environment as well as the need to prioritize talent development and investment, particularly in the K-12 education system.

“Our workforce system is doing incredible work, and a lot of money has gone through that system to really back up the work. But not everybody’s college-bound; as Elizabeth Garner, our past state demographer would say, ‘It takes 23 years to grow a person and get them into the workforce.’ That makes a lot of sense, so how do we look at really putting money into the education system so that they are coming out of high school work ready?”

Colorado certainly has the room and the resources to grow; it just needs to continue to align efforts to optimize those resources and attract business and industry that makes sense for its quality of life. This includes water, with Woodworth noting, “Colorado doesn’t have a water shortage problem; we have a water management problem.”

Once again, collaboration is the solution. As a headwater state, the west and east slopes need to align their visions and efforts to better manage the flow of water leaving the state, and EDCC is again serving as a conduit for those kinds of partnerships to bloom.

Part of the efforts to enable relationships between stakeholders across the state are the events EDCC hosts. In April, it will facilitate regional roundtables, which are great opportunities to bring everyone to the table to connect, learn, and strategize, and to celebrate how far the state and the organization has come over the last half-century.

50 reasons to celebrate
For 50 years, EDCC has worked to promote economic development in Colorado, and as the organization celebrates this milestone, it is reflecting on what economic development truly means.

For lifetime members like Robert Scott who had such a pivotal role in the organization’s success, “What I treasured in that activity so much is the unique ability to engage and align with peers, all of whom have a passion for this subject to advance not only the craft, but the outcomes. If it were not for EDCC, no one would be doing that. Every community in Colorado that has somebody participating in EDCC, in my view, is benefitting in ways that they’ll never fully understand—and they shouldn’t need to, but I think it serves a critical purpose.” He credits Woodworth’s enthusiasm and passion for keeping the momentum moving ever forward.

And for Woodworth, this is a moment in time worth celebrating. She explains, “What we’re hoping to see and do in our big celebration is go back to the roots, back to the basics of what economic development is,” to further increase buy-in from the various communities across the state and amplify the positive impact a collaborative approach to development can have.

“We’re all doing economic development, every single one of us, all the way down to the person who’s running the gas station. It’s all part of commerce. It’s all part of creating vital communities. What is your role and how do you play that role really well? Because if you play your role really well, then we’ve reduced redundancy because you’re really holding up your pillar.”

This creates capacity, which Woodworth notes will help mitigate the impacts of economic uncertainty. “If we get back to the basics and we do what we need to do to control what we can control, all the rest of this is noise and it doesn’t hurt us. We need to keep our noses to the ground, steadfast and furious forward, doing what we have to do for our own economy.”

The post Celebrating 50 Years of Economic Development by Getting Back to Basics<p class="company">Economic Development Council of Colorado (EDCC)</p> appeared first on Business In Focus Magazine.

One of the largest draws is that Windsor is a community where outdoor recreation is prime, thanks to features like Hoedown Hill and Raindance National Golf Course, the longest winter tubing hill and longest golf course in the nation, respectively, which attract residents and visitors alike. Certainly, the trails, green spaces, and lifestyles these amenities afford all play their part, but in reality, so much more is going on behind the scenes that contributes to this way of life and community vitality, particularly as the population continues to grow.

From Director of Economic Development Evan Wendlandt’s perspective, “We’ve dealt with a fast-growing community and an opportunity with continued population growth. We’ve done a good job of infrastructure improvement, but we’re at that point where we’re taking ourselves to the next phase,” to ensure that services and amenities keep pace with growth.

To support Windsor’s booming population, the leadership and economic development team is focusing on bolstering these amenities with greater retail, infrastructure, and service delivery offerings. Improving economic diversity and strength will support these efforts, and the plethora of projects underway strongly suggest that this strategy is working.

Developing opportunities
“There’s been a lot of development on the east side of town, around the Windsor-Severance Corridor—the gateway between the two communities,” says Wendlandt of the burgeoning partnership between the two communities. “We have really been the beneficiary of the two growing communities and this development will help serve their community as well as ours,” he shares.

One such development is Hollister Lake Marketplace, a 45-acre King Soopers-anchored commercial development with 14 pad sites due to commence construction early in 2026, which is a welcome addition for both communities.

Business Development Manager Terry Schwindler remarks on the significant potential the site holds: “We’re at that tipping point where we’re big enough to start being seen by national retailers and chain restaurants as a viable community for expansion. Now that we have the available inventory, these pad sites are going to go fast.”

Bolstering local investment
Close to bigger communities like Greeley, Fort Collins, and Loveland, Windsor’s residents have access to all the services and amenities they could want, but that often comes with traffic and congestion. The reality is that they would rather use their buying power to support the local economy. As Schwindler notes, “They’re tired of leaving the community and spending their tax dollars elsewhere,” which is why Windsor is so dedicated to growing its retail base.

The fruits of this labor can be seen all around the community, but specifically at the interchange of Interstate 25 and Highway 392, one of the few interstate exits in Northern Colorado that remain underdeveloped—but not for long.

Further, Martin Lind-backed investments like the Bass Pro Shops under development in Loveland will, as Schwindler notes, “be another catalyst for retail and commercial investment, and we see the opportunity continuing to grow along that corridor.”

Windsor also boasts site availability at two smaller developments: Windsor Villages at Ptarmigan, which is approximately 28 acres in size; and an unnamed potential development adjacent to it at Highway 392 and County Road 5 that offers approximately 17 acres, which is ideal for a number of retail and commercial uses.

As Wendlandt notes, “We’re also committed to diversifying our economy with more manufacturing jobs to help bolster and balance our economy. And while we are somewhat considered a bedroom community because we’re located between three major municipalities, the opportunity for individuals to live, work, and play here is another commitment by our team.”

Wendlandt notes that Windsor is involved in a regional marketing effort through the Northern Colorado Regional Economic Development Initiative (NoCo REDI), which will further advance its economic development goals and strategies. A regional partnership is also underway between Windsor, Greeley, and Johnstown, supported by economic development partners, to conduct a market study and a strategic plan around chip manufacturing and the related supply chain.

To ensure that the town can sustain this growth, efforts are underway to expand wastewater treatment in the community as well as broadband access, which will be welcomed by residents and businesses alike and could open more doors to opportunity.

Room to grow (and ready for it)
One thing that Windsor, Colorado, does have is room to grow, residentially, commercially, and industrially—but the growth must be sustainable and preserve the existing quality of life. Already home to neighborhoods attracting new residents from all walks of life, Windsor is conducting a housing study to determine where, if any, gaps in the market exist, including the provision of services and amenities such as parks, recreation, and infrastructure, which are not only attractive to residents, but prospective investors as well (another area where gaps are being addressed).

There is also a commitment to preserving green space. Earlier this summer, Windsor secured 300 acres for $30 million to preserve open space and establish some development limits around the community, as well as create trails and outdoor spaces for the enjoyment of residents and visitors, making the town a true one-stop shop for recreational tourism.

Wendlandt also has a perspective on the previously proposed community sports complex: “We would like to see the Future Legends Sports Complex come to fruition with the current owner or whatever the next iteration looks like. The pieces are in place; the community is still a partner in it. We want to see its success, and hope to help see it through.”

Navigating uncertainty with grace
Uncertainty is and always has been a part of economic development, but trying to mitigate the challenges it brings will remain a focus of Windsor’s economic development team moving forward as it seeks to secure the economic vitality and community vibrancy that its residents, businesses, and visitors have come to know and love.

For Wendlandt, “It is a major area of focus and opportunity for us to continue to take our small, robust, hometown community, bring it to the next phase, but never lose our flavor and vision of who we want to be.”

And, whether the town grows to 60,000 people or beyond, it has the strategy, the capacity, and the commitment of the community and its leaders to forge ahead with economic development and infrastructure investments that will support its growth long into the future.

The post Sustainable Growth to Support an Enviable Way of Life<p class="company">Town of Windsor, Colorado</p> appeared first on Business In Focus Magazine.

“It’s not enough to say, ‘We have the best talent,’” says Carrie Kelly. “Externally, it really is about differentiating ourselves from other Jefferson Counties by building on our strengths and what is special here—especially around innovation and other industry clusters—and getting that information out there.”

Joining the Jefferson County Economic Development Corporation (JeffCo EDC) last August as President and Chief Executive Officer, Kelly brings years of industry experience to her role. Serving previously as Managing Director at the Site Selectors Guild, her other positions include CEO and Founder at Pick it Up! Management & Consulting, Executive Director at the Arizona Association for Economic Development, and Executive Director at the Downtown Santa Barbara Organization.

With extensive knowledge in the private, public, and nonprofit sectors, Kelly was the ideal choice to lead JeffCo EDC. While at the Arizona Association for Economic Development, she grew membership over 40 percent, and leading key strategic advocacy efforts saw large investments from major corporations like Intel and the Taiwan Semiconductor Manufacturing Company (TSMC).

“Carrie brings a unique blend of strategic vision, operational excellence, and a passion for building collaborative communities,” stated Tony Giarratano, JeffCo EDC’s Chair of the Board, in a media release. “She sees the big picture while understanding the day-to-day effort required to move a region forward. Her leadership will be vital as JeffCo EDC continues to grow its reach and impact.”

A connected ecosystem
“I think what ultimately brought me to JeffCo was JeffCo,” says Kelly, whose previous positions saw her having “a front row seat into economic development organizations,” and how they operate across the U.S. and worldwide. “I saw different funding models, structures, missions, strategic plans, and staffing approaches, and Jefferson County really stood out. It is a place where I can see myself living, working, and raising my nine-year-old daughter, which was really important to me.”

Along with the county’s many amenities, she was drawn to JeffCo’s organizational structure itself, built around three pillars she considers essential for community economic vitality. Unlike some other counties, JeffCo EDC’s integrated model brings together economic development, Chamber initiatives, and leadership programming under a single umbrella.

“It’s a unique structure, having the Chamber, the EDC, and Leadership JeffCo under one umbrella of JeffCo EDC,” she says. “It’s a connected ecosystem.” JeffCo EDC works on the strategic side, focused on attracting and supporting primary employers, business attraction and retention, growing primary industries and sites, and policy development. The Chamber, meanwhile, is focused on small business and networking events in the region.

For over 40 years, Leadership JeffCo has remained the key pipeline bringing together emerging and established leaders from business, government, education, and nonprofits to build relationships, understand the underpinnings of the community, and work to execute initiatives.

“It’s a really incredible continuum of economic vitality that we have in the community, and definitely why I was interested in coming here,” adds Kelly. “Since I’ve come on board, I would say my guiding principle has been with the intersection of those three pillars, and using that vantage point to tell the JeffCo story more clearly.”

Although Jefferson County isn’t Metro Denver or a mountain community, the area is a strong tourism destination and so much more. “We are a county with our own economic identity,” states Kelly. “We have world-class employers, thriving businesses, and leaders that show up day after day for the community. So it’s really about focusing on driving our work in those three pillars and creating an original plan that encompasses all of those and that storytelling. We are doing that for potential investors, the community, the state, and site selectors, and all those different points translate into those arenas.”

Key industries
Over the years, diverse businesses have chosen to call Jefferson County home, including those in advanced manufacturing, aerospace, energy, and outdoor recreation, and much of this has been made possible by Leigh Seeger, Vice President of Economic Development. A fourth-generation Colorado native, Seeger has been with the EDC for over 15 years and is responsible for creating, implementing, and managing the economic development workplan and its efforts to attract, expand, and retain primary employers in Jefferson County. Her main responsibilities are focused on business recruitment and expansion of primary employers, working directly with businesses and site location consultants and handling recruitment and expansion deals for companies including Lockheed Martin, Ball Aerospace, CoorsTek, Pilatus Business Aircraft, the Coleman Company, and many more.

At JeffCo, industry sectors are broken down into two categories. The first are major primary industry clusters with an established presence who are growing and have a large concentration of employment and resources. Traditionally, this includes aerospace and the likes of Lockheed Martin Space, one of five divisions headquartered in Jefferson County. The second category are targeted strategic sectors that may not be large and established like primary clusters but are ones that are seeing a lot of activity and rapid growth.

Another major target for JeffCo is energy. “We’ve got the National Laboratory of the Rockies (NLR) here, which is the federal government’s premier energy laboratory in Jefferson County, and a big driver for the cleantech/renewable energy side,” explains Seeger.

On the biosciences side—medical devices in particular—the area is home to Terumo Blood and Cell Technologies (BCT), a major employer and the State of Colorado’s largest medical device manufacturer.

To help ensure business attraction, the team at JeffCo EDC monitors strategic industry clusters where there is a lot of activity and interest in the county. “We want to make sure we understand that ecosystem, know where we are competitive, and see where we can improve and direct our resources in terms of proactive recruitment and marketing,” says Seeger.

Aviation and complementary businesses remain a key focus for the county. The area is home to Jefferson County’s regional airport, the Rocky Mountain Metropolitan Airport (RMMA). With nearly 200 acres of aviation land for development, it has been earmarked as a strategic growth area.

Along with these sectors, another fast-growing area is “R.E.D..” An acronym for Research, Engineering & Design, R.E.D. industry employment in the county grew 23.5 percent from 2018 to 2023, far outpacing the 17 percent national growth rate. According to JeffCo, “the concentration of ‘R.E.D.’ jobs in Jefferson County is nearly three times the national average.” And no wonder, with assets like the top-rated Colorado School of Mines and 243 percent more engineers than the national average. “We’ve got a lot of engineering companies and talent here, so we compete very well for companies that need engineering employees,” says Seeger.

Other factors boosting attraction and retention include Colorado’s ranking as the number two state to start a business and number one for women entrepreneurs. And to help further support the business community, Jefferson recently became one of the first counties to eliminate its portion of the business personal property tax. These incentives, and many others, are paying off.

“We had the second-largest number of approved incentives for their fiscal year 2025 amongst the 64 communities in Colorado,” shares Seeger. “The State of Colorado has a number of incentive programs to recruit companies to Colorado, and the largest is the Job Growth Incentive Tax Credit.” Performance-based, the Job Growth Incentive Tax Credit is an eight-year job creation incentive supporting “competitive, multi-state, or country relocation and expansion projects,” according to Colorado’s Office of Economic Development & International Trade. “The tax credit gives businesses a Colorado state income tax up to 50 percent of the FICA (Federal Insurance Contributions Act) tax paid by the business per net new job for each calendar year in the credit period.”

Business-friendly
One of JeffCo’s biggest mandates is working with the government affairs committee on business-friendly legislation. “One thing we do for economic development is we try to streamline and make all incentive applications and processes as easy as possible for companies,” says Seeger. “JeffCo EDC helps with the process and site selection in general. We help facilitate incentive requests to make it as easy as possible, to help make Jefferson County the most competitive location in terms of cost of doing business.”

Owing to its business-friendly environment, established industry base, tax incentives, and much more, Jefferson County is seeing plenty of interest from not only U.S.-based companies, but those from Australia, New Zealand, and the United Kingdom, many involved in developing new technologies, cleantech, and advanced research. Other firms are choosing Colorado to reshore their operations back to America.

Among the recent companies coming to Jefferson County is low-carbon iron startup Electra who is building a 130,000-square-foot facility in the county. Expected to be operational by mid-2026, Electra will create hundreds of well-paying jobs and invest millions in new capital.

The area will also soon see Quantum COmmons in Arvada. Currently under development, this will be a 70-acre high-end quantum research center, an industry campus, and a place for companies to locate and invest. “We’ve got a pretty good lead on the competitive advantages and ecosystem for quantum industry in Colorado, so this will really increase that and make us the epicenter of the world for this industry,” says Seeger. “It recently broke ground, and will be a huge international asset for Colorado and JeffCo.”

Although business sectors may shift over time, JeffCo EDC is there to advocate for high-impact industries, including cleantech, quantum, aerospace, and other entities that bring lots of opportunity to the region, export a majority of their goods or services, invest in capital, hire local employees, pay high average wages, and have a strong job multiplier effect to strengthen and anchor industry clusters. “Cleantech is an area we have always led in, and I think that is something we will continue to focus on,” says Seeger. “JeffCo has one of the highest concentrations of cleantech employment in the state, so that’s something we see a lot of activity in. I think quantum is also going to be a big driver soon in terms of economic activity.”

These, Seeger says, are areas in which Jefferson County truly stands apart and will continue to do so—celebrating industries and welcoming businesses “that have high impact, support our existing ecosystem, and will help drive growth.”

The post The Bigger Picture<p class="company">Jefferson County, Colorado</p> appeared first on Business In Focus Magazine.

The town quickly evolved into a resort destination. In 1888, the Glenwood Hot Springs Pool opened, attracting travelers seeking rest and healing, followed in 1893 by the luxurious Hotel Colorado, a retreat that blended European-inspired architecture with mountain wilderness. The arrival of the Denver & Rio Grande Railroad and later the Colorado Midland Railway connected the town to Denver and beyond, boosting both tourism and commerce.

Over time, Glenwood Springs matured into a multi-faceted community. While tourism remains central, mining, coal, agriculture, and trade have diversified the economy, creating a town that combines natural beauty, historic charm, recreational access, and modern infrastructure.

Today, Glenwood Springs leverages a strategic geographic position that few towns can match. Situated at the confluence of the Roaring Fork River and the Colorado River and at the crossroads of major valleys, the city acts as a natural junction between diverse economic zones.

A big impact
“We are in between the Colorado River Valley and the Roaring Fork River Valley. We have a very wide shed of people that come to Glenwood or come through Glenwood on a daily basis,” says Jacob Zook, Economic Development Specialist. Despite a resident population of only 10,000, the city’s reach and influence are far larger.

That influence is important to businesses. Glenwood Springs’ economy isn’t just driven by tourism; it also serves as a regional shopping hub, attracting residents from surrounding areas for goods and services. “It’s not just our 10,000‑person population; it’s the 40,000 people in adjacent towns who rely on our city for goods and services,” says Bryana Starbuck, Communications and Engagement Officer.

Further strengthening its connectivity, Glenwood Springs lies within reach of multiple regional airports and the railroad, all part of the historic rail corridor through the Rockies that still serves the community today. This confluence of geography and valley networks means that businesses established in Glenwood Springs gain access not only to the local population, but also to a broad regional customer base, including commuters, vacationers, and valley residents.

Although tourism—anchored by outdoor recreation—and heritage remain vital pillars of the city’s economy, Glenwood Springs has broadened its economic base significantly in recent decades and is looking to grow further, aiming to attract a major grocery store. “Small business operators are very attracted to Glenwood,” says Zook. “They want to come here, live here, start their business, and grow it.”

Beyond hospitality, several sectors contribute to the local economy. Healthcare, in particular, has grown rapidly and employment in the medical sector is now among the largest in the community. Government services, given that Glenwood Springs is the county seat of Garfield County, also contribute substantially to the city’s economic stability. The downtown commercial district reflects this blend, with retail stores and professional services sitting alongside cultural venues, restaurants, and offices, all serving residents, commuters, and visitors alike.

Of course, outdoor recreation remains a strong draw year-round. From fishing and rafting the Roaring Fork River and Colorado River, to biking and hiking on mountain trails, to skiing at nearby ski resorts, Glenwood Springs offers diverse attractions that support tourism, real estate demand, and local businesses. This mix of sectors—healthcare, services, tourism, recreation, retail, and government—lends the city a balanced economic profile, and that diversity helps buffer against seasonal fluctuations, making Glenwood Springs an attractive spot for entrepreneurs seeking a stable base with growth potential.

Never standing still
The city doesn’t just rely on geography and natural assets, however; its leaders have established deliberate programs to encourage investment and nurture small businesses. One of those tools is a revolving loan fund offering low-interest loans (with no fees) to entrepreneurs and small businesses. This makes early-stage investment more accessible, allowing new ventures to start or expand with lower capital barriers. The city also offers a sales-tax rebate program for certain business-related investments such as renovations, building permits, and system improvements. Such incentives reduce upfront costs for new businesses investing in Glenwood Springs and existing businesses looking to expand their operations.

Additionally, a separate organization, the Downtown Development Authority, supports the city’s downtown, offering matching grants for façade renovations, lighting upgrades, and even entertainment funding to add vibrancy to downtown nightlife and culture. And this commitment to supporting businesses doesn’t only apply to newcomers. “We’ve had businesses survive a pandemic, floods, and fires,” shares Trent Hyatt, Economic and Community Development Director. “That resilience speaks to the quality of life here and the willingness of our community to help each other.”

Moreover, the city has embraced data‑driven planning. By tracking commuter and tourist flows to see how people move through town and where they stop, the city can provide prospective businesses with concrete insights into foot traffic, patterns, and market potential. Taken together, this combination of incentives, community support, and strategic planning makes Glenwood Springs more than a picturesque tourist town; it’s a viable environment for business growth and long-term investment.

Amidst its many advantages, the city hasn’t rested on its historical laurels. Instead, Glenwood Springs continues to invest in sustainability and connectivity to meet the demands of a growing and evolving population. The city now offers a municipal community broadband network, providing high-speed internet access to residents and businesses, a major advantage for remote workers, small businesses, and modern enterprises that rely on digital connectivity.

On the environmental side, Glenwood Springs operates with a forward-looking mindset. The local electricity supply is 100 percent renewable, a commitment since 2019. The city also opened its own recycling center and expanded its commercial composting program, efforts that reflect a dedication to sustainability and responsible waste management. When it comes to construction and development, the city applies thoughtful standards where new projects combine aboveground and underground work to minimize disruption—water-wise landscaping is encouraged, and stormwater quality and resource conservation are prioritized.

Housing, a ubiquitous challenge in desirable mountain towns, has also been addressed proactively by Glenwood Springs. The city funds housing initiatives through a workforce housing tax on lodging and offers down payment assistance and rental subsidy programs, often paired with employers, to help residents live and work locally without being priced out. These efforts speak to a broader philosophy: growth should not come at the cost of community integrity or environmental quality. Instead, Glenwood Springs aims for balanced growth that supports businesses and meets resident needs while preserving what makes the city special.

Something for everyone
It’s easy to look at Glenwood Springs and see only mountains, hot springs, and tourism appeal. But beneath its scenic façade lies a city with serious economic potential, all built on a blend of history, geography, infrastructure, and intentional policy. “It’s a great place to live and a great place to play,” says Zook. That sentiment speaks to a place where natural beauty meets opportunity.

For small business owners and investors, Glenwood Springs offers a rare combination: access to a regional customer base beyond the local population, support for new and existing businesses, infrastructure suited for modern commerce, and a high quality of life that attracts both workers and residents.

For families and individuals seeking balance, a place where outdoor recreation, community, culture, and services coexist, the city delivers. From rivers and trails to vibrant downtown streets, Glenwood Springs offers the kind of lifestyle that many would call aspirational. And for the region at large, as a hub connecting valleys and communities, the city plays a key role in local commerce and economic resilience.

No community is perfect, and Glenwood Springs faces some of the familiar challenges of growing mountain towns. Housing affordability remains an issue, especially with the area’s appeal to newcomers. The city continues to push housing assistance and workforce support programs to help address this. Balancing development with environmental stewardship is another challenge, but by prioritizing sustainability and thoughtful construction, the city is committed to long-term ecological responsibility. Finally, growth must remain inclusive. Governance and development strategies must continue supporting both residents and small businesses, ensuring that economic success doesn’t come at the expense of community character or affordability.

If the city continues along this path, with thoughtful planning and community support, Glenwood Springs could serve as a model for how smaller towns, especially mountain towns, can evolve beyond tourism and seasonal economies into vibrant, resilient, year‑round communities.

Glenwood Springs’ story is one of transformation and adaptation. From sacred hot springs used for healing by Indigenous peoples, to a frontier settlement called “Defiance,” the town has reinvented itself several times over more than a century. Today, it stands as a regional hub where rivers converge, where valleys meet, where tourists, commuters, residents, and entrepreneurs cross paths. It offers more than natural beauty—it offers opportunity. It offers support. And most importantly, it offers a quality of life where work and play coexist.

For anyone looking for a place to build a business or a life shaped by both community and nature, Glenwood Springs might just be the hidden gem you’ve been searching for.

The post Thriving in the Heart of the Valleys<p class="company">City of Glenwood Springs, Colorado</p> appeared first on Business In Focus Magazine.

At the center of this strategy is City Administration with the Economic Development Director, Kimberly Bailey, who has spent more than a decade helping guide the community through major planning initiatives, incentive expansion, Olde Town revitalization, and a renewed focus on transportation and infrastructure investment. Her tenure has closely aligned with Fountain’s transformation, from addressing aging rail crossings to implementing modern placemaking strategies and championing a business-friendly environment built on collaboration.

Fountain’s rise has not been accidental; according to Bailey, the city has been working in a deliberate planning structure that ensures accountability and incremental progress. “As a city, we started initiating strategic planning in three-year cycles,” she explains. Each cycle allows the city to identify new priorities and allocate resources where they will have the greatest long-term impact.

During the first cycle, Fountain’s Economic Development Department was tasked with creating a comprehensive incentive policy, one that would serve businesses of all sizes and support long-term economic vitality. Under Bailey’s leadership, the result was a robust portfolio outlining 27 incentive programs available at the local, regional, and state levels. What makes Fountain’s incentive strategy unique, however, is its broad eligibility and its emphasis on inclusivity. “The creative thing with our incentive packages is that we actually adapted it for small business and entrepreneurialism, because that’s a feeder channel for economic growth in a community,” Bailey says.

Programs range from façade improvement grants in Olde Town, designed to boost curb appeal and preserve historic character, to support for retrofitting older buildings with energy-efficient equipment. As a state where climate and energy policy remain top priorities, many Colorado businesses benefit from funding that helps them modernize and reduce their environmental footprint. Fountain has embraced this opportunity and positioned itself as a partner for companies navigating the transition.

For new and expanding businesses, Fountain offers a compelling array of incentive options tailored to local needs. These include tax rebates, infrastructure assistance, and grants tied to capital investment, job creation, and building improvement. The city’s approach is deeply collaborative and businesses are invited to work directly with both the city and El Paso County to identify which incentives they qualify for and how different programs can be layered for maximum impact.

The façade program and overlay zoning in Olde Town, for example, has helped multiple property owners modernize aging buildings and attract new tenants. By prioritizing the needs of both small businesses and large employers, Fountain ensures that economic growth remains diverse and well-supported. This collaborative spirit also extends to Fountain’s commitment to infrastructure, particularly transportation safety and accessibility, which Bailey sees as essential to maintaining business momentum.

Fountain’s story cannot be told without acknowledging the role of rail. Colorado’s freight network is integral to commercial trade and regional mobility, and Fountain has long been a key connection point—but that has also created challenges.

In 2014, Fountain voters passed the Moving Fountain Forward ballot measure, an initiative aimed at improving several of the city’s at-grade railroad crossings. These crossings had impacted traffic flow and noise levels for years. Through this voter-supported mandate, Fountain successfully addressed six major crossings and introduced improvements that are now nearing final certification. “We were able to address about six points of at-grade crossings to create a quiet zone,” Bailey shares. Once fully certified, this quiet zone will reduce train horn noise significantly across the community, a major quality-of-life upgrade for residents and businesses alike.

The city has not stopped there. In 2022, Fountain adopted its first Transportation Master Plan, positioning the community to compete for regional, state, and federal funding. That effort paid off quickly with the award of a Safe Streets for All grant in 2023. The grant allows the city to analyze intersections with high crash rates and identify traffic hazards. Bailey describes the transportation strategy not as a single project, but as a full-spectrum approach to long-term safety, mobility, and business accessibility.

Colorado’s emphasis on multimodal transportation also fits seamlessly into Fountain’s goals. “In Colorado, we like to use trails, bikes—anything other than a vehicle,” Bailey notes. This statewide lifestyle preference has encouraged the city to incorporate trail connectivity, bike lanes, and greenway expansion into its transportation priorities, making Fountain even more attractive to both residents and workforce talent.

And perhaps no part of Fountain has seen more dramatic transformation than Olde Town, the heart of the city’s earliest settlement and a district full of heritage buildings and local culture. When Bailey took her position in 2014, Olde Town was just beginning to build momentum following its Revitalization Master Plan, which established design standards and encouraged the rehabilitation of older properties. The incentive portfolio and overlay zoning allowances soon became a vital tool in accelerating the district’s progress. Businesses investing in capital improvements could access tax incentives, grants, and various other means of support, deepening the city’s partnership with property owners.

The results have been remarkable. Since COVID-19 pandemic recovery, Olde Town Fountain has welcomed over 14 new businesses per year, a level of growth Bailey describes as unprecedented for the district. Even with some closures, a normal part of any business cycle, Olde Town has become a magnet for new goods and services along with private investment. This surge demonstrates strong community demand and signals that Olde Town is well on its way to being an aspiring Main Street district in Colorado.

Urban renewal initiatives have further enhanced the district, with four blighted properties remediated and redeveloped into new job-generating businesses. Through a combination of historic preservation and targeted incentives, Fountain is restoring Olde Town’s unique character while preparing for its future generations’ lifestyle.

During the pandemic, cities across the country began rethinking how outdoor spaces could support economic resilience. Fountain seized this opportunity to implement a series of placemaking projects that continue to elevate the community today. “Cities and states got really creative and moved dollars into placemaking,” Bailey explains. Funding supported wider sidewalks, outdoor patios, greenway connections, and improvements within the Main Street district.

The city also partnered with Class I railroads to extend the urban greenway footprint and enhance walkable connections with a series of pocket parks along Ohio Avenue which shall contribute to the district’s charm and usability. These changes do more than beautify the area; they support commerce, encourage tourism, and strengthen Fountain’s identity as a lifestyle-oriented community.

Two major planning efforts, both recently funded by city council, will have significant influence on how Fountain grows over the next decade. The first is a revision of the Parks, Recreation, Open Space and Trails Master Plan, which helps align park improvements with development patterns and public accessibility. As new development contributes funding toward parks, the updated plan (2026) will ensure resources are directed where they will have the most impact.

The second is the city’s first Wayfinding Master Signage Plan, approved in 2025. This project will standardize the visual experience for residents, visitors, and workers moving through the city and guide them to business districts, amenities, trails, and key public facilities. When the new wayfinding signage is in place, it will make the districts easier to navigate while strengthening small business activity and reinforcing Fountain’s unique sense of place. Bailey notes that example renderings are already complete, with an implementation phase underway, signaling another step toward a more cohesive and welcoming community environment.

Fountain’s commitment to revitalization extends beyond business support and transportation planning. The city has also taken proactive steps to remediate environmentally challenged sites through the EPA’s Brownfields Program. During the pandemic, Fountain partnered with the City of Colorado Springs to secure a Brownfields Assessment Grant. This effort focused on properties along Fountain Creek, a major watershed running from Pikes Peak to the Arkansas River. Through the assessment, the city examined potential contamination risks affecting the natural resource and identified 35 parcels seeking evaluation to move infill land assets toward productivity in redevelopment.

From this work came the opportunity to pursue a 2024 EPA Brownfield Cleanup Grant for the former Lorraine School District property, an eight-acre site in Olde Town containing decades-old materials such as asbestos and lead-based paint. “We just received that award notice in May 2025,” Bailey says. Cleanup will take roughly two years, after which the site will be positioned for transformative redevelopment based on a mixed-use concept developed in an earlier study. With its central location and scale, the site represents one of the most promising revitalization opportunities in Olde Town’s next chapter.

Beyond its quality-of-life amenities and revitalization momentum, Fountain benefits from exceptional regional connectivity. The city sits near major freight corridors, including rail and highway systems, and is just six miles from the Colorado Springs Airport. These logistical strengths make Fountain an appealing choice for companies that depend on smooth transportation networks and reliable distribution routes.

Fountain also has access to a robust military workforce from five nearby installations, a significant competitive advantage. “They bring a tremendous workforce asset to backfill technical needs and support centers of excellence,” Bailey shares.

One of Fountain’s most unique assets is its publicly owned water and electric utility, which the city operates as a public service, not a private, profit-driven entity. “We own and operate our own utility and that can actually be very beneficial to business operations,” says Bailey. When companies look closely at what it will take to run efficiently over the long term, this element can play a major role in their final choice. The utility’s commitment to efficiency and alignment with Colorado’s renewable energy vision is exemplified through recent solar array projects and other system upgrades. In 2024, a 1.67MW solar smart-grid renewable energy substation was brought online and co-funded by the State of Colorado, marking City of Fountain as a leader project for other communities.

Fountain’s forward progress is grounded not only in strategic planning but also in continuous engagement with its business community. In 2025, the city introduced its inaugural State of Business Report, highlighting what matters most to local businesses and showing its commitment to working transparently with the community. The report builds on Fountain’s longstanding practice of meeting with local businesses, addressing challenges, analyzing supply chain opportunities, and supporting expansions.

With El Paso County as a top growth region along Colorado’s Front Range corridor, and the City of Fountain a part of that region, it’s preparing for the next planning cycle. The city’s vision is clear: a thriving, well-connected community rooted in historic character, strengthened by modern infrastructure, and energized by growing business opportunity. From Olde Town revitalization to better mobility, from public utilities to business incentives, Fountain is building a community where investment and opportunity go hand in hand.

The post Strength in Strategy<p class="company">City of Fountain, Colorado</p> appeared first on Business In Focus Magazine.