This is still true, but paired with the low taxes and affordable housing, the area’s population continues to grow as well, with young people and families seeking out the quality of life this oceanside retreat has to offer. For several years running, Myrtle Beach has been ranked amongst the fastest growing metros in the United States, momentum that the Myrtle Beach Regional Economic Development Corporation (MBREDC) continues to ride as it locks in new investments and a sound economic future for the region.

Tending to growth
Growing for growth’s sake is one thing, but tending to that growth is quite another, and since 2013, Sandy Davis, President and CEO of the Myrtle Beach Regional Economic Development Corporation (MBREDC), has not only sowed the seeds of growth herself but also nurtured the work of her predecessors to ensure their work is done.

Nowhere is that more evident than at Bucksport Marine Park, which has sat vacant since before her time—until recently, that is. Now, with the addition of a new road making the area more attractive to potential investors, a new partner in Ocean Craft Marine is expected to bear fruit.

“The company visited different sites in several locations in various states and we were the last stop, and they really loved the Bucksport Marine Park site. They loved the area,” says Davis. “We toured the HGTC boat building program and they said, ‘This is it. You have everything that we wanted. You have a great community. You have the skills for the workforce we need. We’ve met with all your leaders in the area and they’re really supportive.’”

While the deal for the land has yet to close, it is underway and the anticipation is growing, especially given the fact that the land has been vacant for so long. This will serve as a beacon of economic growth and prosperity for the community and will free Davis to seek out new deals with an even greater impact.

Big deals, big impact
The Myrtle Beach region is no stranger to big announcements that come with big investments. That is certainly true of the relationship it has with DC BLOX, which has been located in Horry County’s International Technology and Aerospace Park since 2023. It offers connected data center infrastructure, including its first subsea cable landing station (CLS), the largest on the Eastern Seaboard, with the capacity to host up to five subsea cables.

From Davis’s perspective, “DC BLOX has been a huge asset to our area. They continue to grow, continue to invest in the Myrtle Beach region, and continue to bring in more subsea cable customers.” This includes Segra, which will be taking a fiber line from the subsea cable line from Myrtle Beach to Charlotte.

Noting that, “it is a lot of investment for our area,” there is still further room to grow and economic impact to be had. What started as 20 acres for DC BLOX has now expanded to 40, with more growth potential in the future.

Initially there were opponents to this development, but Davis reaffirms that there has been no strain on local utilities or infrastructure. In fact, many people are unaware that a data center exists in the community.

One investment that people are aware of, however, is Amazon. Home to a 165,000-square-foot, same-day delivery facility that opened in 2024, which sped up deliveries and improved service, a second last-mile delivery center is planned and underway for early 2027 operation. “The community loves Amazon,” says Davis of what has been the most popular project over her 13 years at EDC.

Discussing the second project, she notes, “It will be a lot more product, a bigger distribution area, and more jobs than what we saw with the first one.”

Acknowledging concerns around the strain on infrastructure, as the facility will be located proximate to Highway 501, one of the most utilized roads in the county, Davis explains that Amazon has been a true community partner, working to schedule departures from the facility around the existing traffic patterns to alleviate strain on transportation infrastructure in the region.

Still searching for a hole in one
Further to these big economic wins, any discussion about the Myrtle Beach economy would be remiss to not mention the role of retail and hospitality in the strength of the region, driven by tourism, which is being viewed in a new light.

Golf has long had a respected presence in the community, but beyond its value in tourism dollars, there is untapped potential to grow the economic impact of the sector. For instance, while golf is certainly a regional draw, Davis is exploring the notion of bringing in a golf manufacturer or similar kind of operation that could further reinforce the region as the golf capital of the world.

“It makes so much sense in the golf capital of the world to look at recruiting a golf manufacturer in our area that we can support. That would definitely be a company we have the visitors and the locals to support, and we even have golf courses who are happy to say, ‘If we can get one here, we would love to showcase them at our golf course,’” says Davis of the full-circle potential of such a strategy.

Whether it is a golf ball, a grip, or even carts, there are so many components of the golf industry that can be leveraged to maximize the region’s economic potential. “We are actively searching for that. We attended our first PGA trade show in Orlando in January, and it was the most successful trade show that we have been to in probably the last two years,” explains Davis. To advance the concept, MBREDC is working with Golf Tourism Solutions as a strategic partner to increase attention to the region and help showcase the skills and available workforce that could support investments in this sector.

A place to call home
Strategic partnerships, like that with Golf Tourism Solutions, are a big part of the economic success of the Myrtle Beach region. From the various municipalities to the local Chambers of Commerce, educational institutions, local, county, and state legislators, The Department of Commerce, and the North Eastern Strategic Alliance (NESA), a nine-county regional economic development organization, it is truly a group effort to advance the interests of the region.

Investments continue to be made to keep pace with growth to preserve and elevate the area’s quality of life; this includes investment in housing to ensure that the missing middle has access to affordable and adequate housing, as well as infrastructure.

Regarding housing, Davis notes, “We have a lot of housing, but affordable housing may be the issue, so we have started something new for our target companies that we need to provide for called a Community Land Trust, where we focus on housing for the incomes between the $45,000 to $72,000 range.” This is the group most struggling to secure housing due to the rising rents and home costs in the area.

This is certainly not a problem unique to the Myrtle Beach region, but it is exacerbated by the growing population causing housing prices to rise.

Further to economic development and growth, the region is also focused on the provision of infrastructure and services to sustain the quality of life that has proven so attractive to so many. “We have a lot of plans for our infrastructure as far as roads,” Davis shares. “Our utilities are robust and we’re working on some new projects with utilities as far as gas and electricity. We recently had a gas company and utility company team up to build a generation station together,” which will serve the area well as it seeks to attract manufacturers with high power demands.

Downtown Myrtle Beach is also beginning to see the positive outcome of years of revitalization efforts. These efforts are intended to not only enrich the aesthetic of the city’s core but also improve traffic flows and walkability. And through the creation of opportunity zones and tax credits, more work will be undertaken to breathe new life into the city’s already vibrant energy.

A long-term strategy
Crediting the Myrtle Beach region for how far it has come, Davis continues to be mindful about the future, planting the seeds of change with hopes that they will be tended to and given the opportunity to bloom.

While she acknowledges that she might not see some things come to fruition while she is at the helm of MBREDC, she will continue to advocate for change, particularly around matters like Interstate 73, which could benefit from investment and could further open up the area to opportunities in manufacturing, industry, and other high-wage sectors.

“My long-term goal is to have a footprint on the progress of bringing manufacturing, distribution, and technology into our areas,” she shares. “That will create a lot more opportunity for people moving here, having children, to be able to keep their children here to build the skills that diversify our economy.”

This diversity has been the area’s strength—not just economically but also from a population standpoint. Now, never resting on its laurels, MBREDC and its partners are working to ensure there will always be opportunities for all, making the Myrtle Beach region a great place to visit and to stay.

The post Planting the Seeds of Change and Reaping the Rewards of Investment<p class="company">Myrtle Beach Regional Economic Development Corporation (MBREDC)</p> appeared first on Business In Focus Magazine.

“Since the Riverport Authority was created almost 60 years ago, we’ve provided real value to Louisville, the state of Kentucky, and even to the entire nation,” says Steve Miller, who became the authority’s Executive Director in August 2024. “We’re actively shaping the future, not waiting for it.”

To understand where the Louisville Riverport Authority is headed, it helps to understand what it already is. Miller describes its value through three interconnected pillars.

The first is the authority’s two vibrant industrial and commercial parks in southwest Louisville, which are home to more than 120 businesses employing more than 6,500 people. These parks have developed over 2,000 acres of industrial and commercial real estate and continue to offer investment opportunities across available parcels and buildings for sale or lease.

The second pillar is Foreign Trade Zone 29. For businesses engaged in manufacturing and assembly, this can significantly ease cash flow pressures and reduce operating costs. With more than 300 foreign trade zones now operating across the country, businesses facing the complexities of today’s shifting global trade environment are looking more closely at what these zones can offer.

Miller notes that FTZ 29 closed 2024 with record growth across jobs and trade activity, a sign that the zone’s advantages are resonating. In early 2026, Foxconn announced a $173 million investment at its Riverport facility, further underlining the appeal of the park’s business environment.

The third pillar, and perhaps the most distinctive, is the authority’s role as a multimodal logistics hub. Louisville’s central geography within the United States makes it a natural crossroads for freight movement, and the Riverport takes full advantage of that position.

Barge traffic on the Ohio River, rail connections, and truck access converge at the authority’s 300-acre port facility, creating what Miller calls a river-rail-road connection. And sitting just minutes away is UPS Worldport at Louisville International Airport, one of the most significant air logistics operations in the world, adding a fourth dimension to an already formidable freight infrastructure.

“We’re a strategic logistics hub that brings together these various ways to move freight based on Louisville’s central location in the country,” Miller says. “And we are working hard to be an entity for investments in Louisville’s future.”

When Miller arrived in August 2024, he brought with him a career spanning public policy, nonprofit leadership, and state and national politics. He quickly worked with the board to develop a new strategic framework, the Five Pillars strategic plan, which governs the authority’s full scope of operations across its entire footprint. That includes the 2,000 acres near the river as well as an additional 200 acres the authority owns near Dixie Highway in Louisville.

Alongside the strategic plan, the authority secured a federal grant through the office of Congressman Morgan McGarvey to fund the development of a comprehensive master plan focused specifically on the 300-acre port facility, the area where the rail, barge, and truck operations all come together.

The master plan was publicly launched in February 2026. When complete in early 2027, it is expected to serve as a transformational roadmap to modernize the port into a more resilient, future-ready logistics facility. The scope is broad: modernizing marine terminals and road and rail infrastructure; optimizing land use and site readiness; improving environmental sustainability; and positioning the facility to attract advanced manufacturing and logistics operations.

“The master plan is not just about what has been successful over decades,” Miller says. “It’s about the future. Through this master planning process, which is a very comprehensive one, we will position Louisville Riverport to better compete with our peer inland ports regionally for the decades ahead.”

The vision for the modernized facility includes a redesigned port with enhanced barge, rail, and truck integration, and the potential creation of a second dock on the river to expand capacity. Environmental stewardship near the Ohio River is also a core consideration, as is a forward-looking economic analysis to guide infrastructure investments that will need to remain relevant for decades.

Governance is another area where the authority has undergone a meaningful shift. Board member Rick Blackwell, a lifelong South End Louisville resident and former Jefferson County Metro Council member who served for 22 years, describes the change in tone and ambition as substantial.

“My main focus is on it being something that’s for the city and especially the opportunities for the South End,” Blackwell says. “With Steve’s leadership, I think it really has taken quantum leaps in terms of being the authority.”

Blackwell’s perspective is rooted in deep community knowledge. He has watched the Riverport develop from its earliest days and, during his time on the council, worked to consolidate its political representation to ensure more coherent support from local government.

He acknowledges that in previous years, the authority’s role was not always well understood or well communicated. “There was always confusion about the role of the Riverport Authority as opposed to the Riverport Business Association and individual businesses,” Blackwell says. “It didn’t come across to the community or to the Mayor’s office as an authority that was really driving economic development for the city.”

That perception has shifted, and Blackwell describes the current board as a group of active participants rather than passive overseers. “This is a board that’s very, very active,” he says. “Steve, to his credit, is not threatened by that in any way. He wants the feedback, seeks the feedback, listens to the feedback, and responds to it. We’re all on the same team.”

Indeed, Miller frames the board-staff dynamic as one of the authority’s key leadership assets. Alongside proactive planning and clear external communication, he says the alignment between staff, board, and community partners is what will ultimately determine the authority’s long-term success.

The timing of the authority’s transformation is not incidental. The global supply chain landscape has shifted dramatically in recent years, and the dynamics at play—tariff volatility, reshoring and near-shoring of manufacturing, the rise of e-commerce, and the rapid evolution of automation and smart logistics—all point toward the kind of infrastructure the Louisville Riverport Authority is working to build.

Miller is closely watching how these trends intersect with the authority’s role. “Both the political decision makers and the business communities are committed toward bringing manufacturing back on shore and expanding it here in the United States whenever possible,” he says. “We’re analyzing the impact of e-commerce and how distribution chains and demand are working. We’re also trying to keep our minds focused on automation, robotics, and how smart logistics are changing the entire global supply chain.”

To serve a facility seeking to modernize its infrastructure with investments that must remain effective for decades, the master plan is being designed not just to address today’s freight volumes but to anticipate how goods move, where they come from, and what kind of infrastructure will be required to handle them in a future defined by technological disruption and geopolitical complexity.

The authority’s proximity to UPS Worldport, one of the most significant global import-export hubs on the planet, gives it an asset few inland ports can match. Combined with rail access, river connectivity, and the regulatory advantages of FTZ 29, the Riverport’s multimodal offering is positioned to become even more competitive as supply chain pressure continues to favor consolidated, flexible logistics operations.

Beyond the strategic and infrastructure plans, the authority has also taken concrete steps to raise its profile in the community. It recently purchased a new building a mile down the road from its previous offices, a more visible location that will allow it to function as a genuine community hub, hosting meetings with Riverport businesses and building the kind of relationships that have historically been harder to cultivate.

For Blackwell, this is as meaningful as any element of the master plan. Having spent decades watching the authority operate largely behind the scenes, he sees the move as symbolic of a deeper cultural shift. “We’ll be able to invite Riverport businesses there to have meetings about how we work together to improve the area, to improve access to the rails, improve access to the river, and make it much more vital,” he says.

The authority’s sense of renewed purpose extends to its advocacy work as well. Miller says the authority has become more aggressive in pushing for both the public funding and the policy environment its infrastructure investments require, a posture the board has actively encouraged.

The Louisville Riverport Authority is, at its core, a special purpose governmental entity. Its six-person board and Executive Director are charged with managing and overseeing a riverport and a set of commercial and industrial parks on behalf of the public. But the authority’s leadership is clear-eyed about the gap between what the institution has been and what it can become.

As the master plan takes shape over the coming months, built with input from businesses and community stakeholders across Louisville and Kentucky, the authority is making the case that a modernized, proactive riverport is good for everyone—for the companies that rely on its infrastructure, for the workers they employ, and for the region’s long-term competitiveness.

“This is the new Louisville Riverport Authority and the new Louisville Riverport,” Miller says. “It’s an exciting time for businesses and government and local leaders to partner with us.”

The post Charting a New Course<p class="company">Louisville Riverport Authority</p> appeared first on Business In Focus Magazine.

“We don’t take them all,” says the Mayor. “They have to be a fit that we feel can help our community. Can we see ourselves forming a partnership with them to advance our community in the future?”

A third-generation resident, Mayor Gregory has devoted much of his personal and professional life to Elizabethtown (often called E-town) and Hardin County. Following a career in law enforcement spanning over 20 years as a Kentucky State Trooper, he entered politics. Successfully becoming Mayor in 2018, Gregory was re-elected in 2022. A determined leader, he has helped to oversee exceptional economic growth and job creation for workers of all ages as well as veterans.

Celebrating 70 years
Mayor Gregory is quick to credit others with Elizabethtown’s ongoing success, including city staff and Andy Games, President and Chief Operating Officer at the Elizabethtown-Hardin County Industrial Foundation (EHCIF). Previously serving as EHCIF Vice President, Andy took over from his father, Rick Games. Serving as President for 25 years, Rick is now Vice President of the Foundation, which was originally formed in January 1956.

All those years ago, the EHCIF launched thanks to some local business executives focused on creating jobs for Elizabethtown. By the early ’60s, the city was recruiting well-known companies like Dow Chemical, Crucible Magnetics, and the Gates Rubber Company. The EHCIF’s mission, it states, is “to create jobs and elevate Hardin County as the top destination for advanced manufacturing, distribution, and industrial companies from across the nation and around the world.”

Another factor behind E-town’s success is vision for growth and prosperity. “We’ve had great leadership forever,” says Games, “and a lot of good Mayors over the last 50 years.” Mayor Gregory agrees and praises James R. Pritchard. Serving as Mayor in the ’70s and into the ’80s, Pritchard and other community leaders spearheaded Elizabethtown’s industrial boom starting about 50 years ago. This saw the city recruiting industry, developing industrial parks long before many other communities, and implementing an Occupational Tax. “They’re the ones who bit the bullet—and got a lot of the political pressure at the time for doing it—but it’s made all the difference in what we look like now,” adds Games.

Location, low taxes, and tailored training
For years, Rick Games liked to say that Elizabethtown was a day’s drive from two-thirds of the United States. On Interstate 65 in the heart of Kentucky, it is easy to get east or west with the Bluegrass Parkway (officially the Martha Layne Collins Blue Grass Parkway), and the Western Kentucky Parkway (Wendell H. Ford Western Kentucky Parkway), just five minutes from two industrial parks. The city also has the nearby Elizabethtown Regional Airport (EKX), and two major railway lines. “Our central location has always been our calling card,” says Mayor Gregory.

Along with its prime location, Elizabethtown-Hardin County stands out for many other reasons, including low taxes and quality education. Long-established school districts are highly ranked, and the area is home to the Elizabethtown Community and Technical College (ECTC), part of the Kentucky Community and Technical College System (KCTCS). Offering classes at five locations within Hardin County, Washington County, Grayson County, and Meade County, the KCTCS serves residents in 10 counties.

“Our community college is one of 16 regional campuses within the KCTCS and our campus has been here since the late ’60s,” says Games. Along with courses in accounting, business administration systems, and health sciences, the KCTCS offers classes in air conditioning and refrigeration, manufacturing, mechanical engineering, and other hands-on trades. This includes training for industrial partners and certificates in electrical, welding, plumbing, and more.

“If you come in and need training in something specific to your industry, they will build a program and train your people,” says Mayor Gregory. “Whatever industry comes in, they will work with that industry to develop a curriculum that is specific to them, and they will train their people at our community college. It is basically tailored training.”

Welcoming major players
In late 2021, Kentucky announced the $5.8 billion BlueOval SK Battery Park in Glendale, Kentucky. This saw KCTCS and ECTC build a new, specialized training facility and in May 2024, Governor Andy Beshear was joined by community and business leaders for the park’s ribbon-cutting. The park—home to the world’s biggest battery plants—was slated Kentuckians for thousands of new jobs. The massive facilities opened and started making batteries in January 2025, with about 1,500 employees, but by December, it was announced the facility would close, with the joint venture dissolved.

Although this saw job losses, it revealed the area’s resilience. The facility is now in a reboot, and will see Ford Energy (a wholly owned Ford Motor Company subsidiary) take over the site, which will be used for making U.S.-assembled, grid-scale battery energy storage systems (BESS). Set to be up and running by 2028, the property will be the home to over 2,100 workers, with a second facility coming online soon after. In the middle of the pandemic, Canadian packaging giant Kruger opened a massive new facility, representing one of 14 different countries with a presence in the industrial park.

Managed by the Elizabethtown-Hardin County Industrial Foundation, the area is also home to the T.J. Patterson Industrial Park and the Gil Niceley, Sr. Industrial Park, named in honor of the long-time farmer and furniture store owner. Nicely served in the Army Air Corps and during WWII, he was aboard the Straight Flush, the B-29 aircraft that served as the lead weather reconnaissance plane during the bombing of Hiroshima. “Gil had a lot of history here,” says Mayor Gregory. “He was a great citizen, and we thought that it would be appropriate to continue to name that area after him because of all the things he’s done, not only for the city but for the country.”

Some of the largest manufacturers in the area include Metalsa, which makes truck frames for Ford, and Altec, which manufactures products like telecommunication and electrical utility trucks. And, apart from the County school system, other key employers include Baptist Health Hardin and Fort Knox, a sprawling military base home to about 12,000 individuals and a big draw to the area.

A rich business landscape
Along with large manufacturers, many other businesses are coming to E-town. The area’s sixth McDonald’s is in the works, and the city is home to two Chick-fil-A’s. On the grocery side, there is Publix, and Elizabethtown’s third Kroger’s will be the largest in the state of Kentucky. The city also punches above its weight in hotels, while numerous other restaurants, clubs, entertainment venues, shops, and the Lincoln Trail Area Development District (LTADD) also boost the area’s popularity.

The LTADD encompasses seven counties, with Elizabethtown serving as a hub. Many drive to Elizabethtown for work, and the area sees an estimated daily daytime population exceeding 110,000. And for those wanting to permanently settle in the city, Elizabethtown has seen the creation of several thousand housing units since 2021.

A great place to build a business, Elizabethtown is also building a reputation as a sports and entertainment hub. Opened in 2012, the multi-million-dollar Elizabethtown Sports Park is a sprawling, 158-acre complex with dozens of baseball and soccer fields, pedestrian trails, and more. The Sports Park is a major destination from March to October for anything sports-related in the eastern half of the U.S., with people coming from all over to play baseball, soccer, football, and lacrosse. The area recently hosted about 100 soccer teams and 50 baseball teams, most of them from out-of-state.

To attract concert-goers, construction is underway for a new 10,000-seat outdoor concert venue. Estimated to cost about $40 million, the venue will host between 35 and 50 shows a year. “What we are trying to do is fill the space in between the weekends,” states Mayor Gregory. “So for your Tuesday, Wednesday, and Thursday crowds, we are bringing people into our city for concerts, while the weekends are usually maintained by the Sports Park. We want people here just about every day of the week, and think the concert venue and Sports Park will be very compatible and complement each other.” Set to open in the first quarter of 2027, the yet-to-be-named venue will be large enough to host big-name acts.

Ranked number one for startup growth in the nation, Elizabethtown is the fastest-growing city in the state of Kentucky. The city’s success stems from extensive planning and solid leadership. “We’ve never had anybody come in and deflate the balloon. The balloon keeps getting bigger, and keeps going up,” says Games. “Jeff has done a phenomenal job for seven years now, and it’s been the case that each Mayor has been a building block on what the previous Mayor has done.”

Quality of life
Along with solid business attraction and retention, Elizabethtown provides an outstanding quality of life for its residents. With robust police and fire departments, 2023 saw Elizabethtown ranked as one of the five safest cities in the United States per capita by the FBI. Public safety remains a top priority.

“I’ve said this a million times over seven and a half years, but if people feel your city isn’t safe or clean, you can’t do the rest of the work,” says Mayor Gregory. “You need those pillars in place as a foundation to build upon. So we work hard on public safety and making sure we keep a good, clean city to be attractive to people who want to come here, so we can do the rest of these things.”

Preparing to run as Mayor for the third time and buoyed by a strong and enthusiastic team, Jeff Gregory welcomes the coming years and looks forward to continuing to raise the profile of Elizabethtown and Hardin County.

The post Strong Leadership and Long-Term Vision<p class="company">Elizabethtown-Hardin County Industrial Foundation (EHCIF)</p> appeared first on Business In Focus Magazine.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

To enhance the quality of life for those living in the region through its four divisions—Aging & Health, Home Care, Community Development, and Planning—the Buckeye Hills Regional Council (BHRC) builds thriving communities by collaborating with elected leaders in the eight counties. To provide communities and individuals with the resources needed to accomplish their objectives, BHRC also collaborates with local, state, and federal partners, assisting communities throughout Southeast Ohio in obtaining funds and putting into action initiatives that benefit the area and its citizens.

Buckeye Hills has seen tremendous expansion and service diversification since its modest beginnings with only a few employees in 1968. In 2025 alone, BHRC facilitated investments of more than $73.1 million, with 6,110 individuals receiving Older Americans Act services and 3,840 households receiving improved water and wastewater service, while 39 local community projects were completed and 1,166 individuals received in-home care.

Through the Home Care and Aging & Health departments, Buckeye Hills has provided $610 million in services to the area since its founding and contributed nearly $1 billion to area communities through its Planning and Community Development departments.

Additional accomplishments include 2,989 older adults in Southeast Ohio receiving vouchers to purchase fresh local produce from more than 40 local farmers and markets through the Senior Farmers Market Nutrition Program; 54 homes repaired or receiving accessibility improvements through the Housing Assistance Grant Program and PASSPORT Medicaid Waiver Program; and 122 acres of green space and stream corridors protected and enhanced through $1.1 million in funding from the Clean Ohio Green Space Conservation Program.

A more recent development includes supporting the State of Ohio’s establishment of the Ohio River Commission, which adds a new avenue of access to the assets of communities via the Ohio River and a catalyst for growth through logistical freight and newly developing commerce and industrial sites. Many organizations saw the benefit of establishing a state-level entity through the Ohio Department of Development, with local leadership appointed to the Board of Trustees, to guide the mission toward improving the use of the region’s great Ohio River asset.

According to Jesse Roush, who serves on the Board for the Ohio River Commission and is CEO of the Southeastern Ohio Port Authority, Washington County and the surrounding region, built on the Ohio River, has had an influence that still runs through everything done today.

“Our legacy in energy, from oil and gas to modern generation, combined with a transportation network anchored by the river, laid the groundwork for a durable industrial base in plastics, polymers, and advanced metallurgy,” he explains, adding that this same foundation has fueled an entrepreneurial culture that has impacted globally relevant sectors, including high-end laboratory equipment manufacturing. “From our roots as a pioneer river town to where we are today, our story is one of adapting our assets into persistent industrial strength and opportunity,” says Roush.

“The creation of the Ohio River Commission reflects something many of us have recognized for a long time: the Ohio River is one of our most underutilized assets,” says Roush of the potential to transform communities by strengthening an already robust transportation network and unlocking new opportunities for sites positioned along the river. “What excites me most is the ability to better connect our assets to global markets by reshaping regional supply chains, while creating momentum for new commerce and industrial development. If we get this right, the river becomes not just part of our history, but a defining driver of future growth.”

Growth is certainly something to celebrate, adds Executive Director, Chasity Schmelzenbach, with BHRC securing close to $200 million in investments throughout the region in the past 18 months to build out infrastructure, revitalize the downtown, and move forward with some travel and tourism investments.

Home to numerous family-owned, multi-generational businesses, including a second-generation coal mine operator that is now moving into other energy assets, Buckeye Hills also boasts a second-generation local oil and gas producer that does tremendous amounts of philanthropic work.

“It’s also worth noting we are demographically some of the oldest parts of the state—not only from a historical perspective, Marietta being Ohio’s first city—but we’re also home to the two oldest counties in the state,” says Schmelzenbach. “The population there is older than any other part of the state, and we have the Area Agency on Aging also under our umbrella. While we’re trying to provide economic impact and things for younger people to do, we’re also tooling our communities to be attractive to retirees.”

This includes focusing on helping communities obtain adaptive items as the population ages. When putting in a walking trail, for instance, BHRC often partners with Developmental Disabilities organizations that include exercise stops along those trails so people 60 and older, as well as those with developmental disabilities, have a full complement of items to take advantage of along the way.

Meanwhile, recent Appalachian Community Grant investments are improving downtowns, parks and outdoor areas, and healthcare investments in the area. “The Appalachian Community Grant program is making a visible impact across our region, particularly along Marietta’s historic riverfront, where new investment is building on our heritage to enhance vibrancy and economic activity,” Roush says. “These projects, paired with one of the strongest regional healthcare systems and a growing outdoor recreation economy, are elevating our quality of life and making this a more attractive place to live, work, and stay.”

A wonderful example is the continued buildout of the Baileys Trail System, with 88 miles of world-class trails currently in operation and another 88 planned. The Baileys is “built for all skill levels of cyclists, hikers, runners, adaptive athletes, hunters, and nature enthusiasts,” with two trailheads currently open—the Chauncey-Dover Park Trailhead and the Doanville-York Trailhead—and a third to be constructed in Buchtel.

Another project is the Athens County Port Authority (ACPA) spec building, located within the Bill Theisen Industrial Park just outside of The Plains (Athens). Starting in 2023, the ACPA competitively bid the construction of the building under an EDA (U.S. Economic Development Administration) grant and awarded the bid to Setterlin Building Company, says Kate Dunn, MPA, Senior Planner. The building itself has been completed, and the ACPA is in the process of attracting manufacturers to the location with assistance from OhioSE and JobsOhio. The ACPA partnered with Buckeye Hills Regional Council to assist with administering the grant.

What can Southeast Ohio expect in the future in terms of resilience and economic growth? Buckeye Hills Regional Council is in charge of drafting and updating a Comprehensive Economic Development Strategy (CEDS) that includes the eight counties in collaboration with local leaders and citizens as an Economic Development District designated by the EDA. The latest version of the CEDS, which looks ahead to 2030, is titled Buckeye Hills Forward: A Regional Economic Plan. To create good jobs, diversify the economy, and promote economic growth, this comprehensive economic development strategy is a locally based, regionally driven planning process and document that allows the region to identify its strengths and weaknesses while bringing together a wide range of partners.

This revised CEDS was approved by the EDA on July 19, 2025, and represents a common vision for the future based on community goals, ideas, and perspectives.

During the next five years, BHRC is also committed to prioritizing and initiating the plan’s projects in close collaboration with local governments, businesses, nonprofits, economic development organizations, and citizens; advancing important projects; looking for state, federal, and private funding; and assisting communities in realizing their ideas, providing data, planning, mapping, and grant support.

In addition, Schmelzenbach personally always looks ahead. “I’ve always got goals,” she says, which includes setting Southeast Ohio apart for residents, tourists, and businesses. “We have a very strong work ethic in the Appalachian culture that exists here. Any company with the desire to seek a place where they can find a workforce dedicated to a beautiful setting with lots of opportunities would love this part of Ohio.”

For those willing to work alongside “very willing” partners, there are great assets to be found in the rivers and transportation. “We’re looking at creating an entire outdoor economy for this part of the state because we believe it lends itself, both in blue ways and green ways,” says Schmelzenbach. “We have tremendous amounts of investment being put into the state parks dotted throughout the region, and we’re home to one of the national parks, Wayne National Forest, bordered by our rivers and highways.”

Another key milestone involves elevating the Ohio River’s presence as a nationally recognized Marine Highway, positioning the river as critical infrastructure that fuels the broader U.S. economy, says Roush. In fact, success through the Ohio River Commission should translate into increased public and private investment that reactivates underutilized riverfront assets and strengthens the area’s multimodal network.

“From there, the focus is on turning that momentum into real outcomes, job creation, site development, and expanded industrial opportunity tied directly to the river,” he adds. “If we execute on this vision, the river becomes a catalyst not just for our region, but for Ohio’s economy as a whole.”

There is also a growing energy sector comprising active shale drilling operations within the Marcellus and Utica basins, coupled with strong partnerships with the companies that operate there.

“We’re also adjacent to some of the major investments going into Piketon and that area around nuclear. We’re very near a lot of these large investments in Ohio and West Virginia, and we’re the beautiful green space on the fringe that offers great work-life balance,” says Schmelzenbach. “Our role in some of these investments is supply chain businesses in a beautiful bedroom-type community.”

Along with its many impressive natural features and attributes, there is, of course, another vital characteristic that continues to draw residents, tourists, and businesses to this area: its people.

“This is a region rooted in a deep sense of place, where pride in community and a world-class work ethic show up every day across our workforce,” says Roush. “We’re welcoming, accommodating, and consistently punch above our weight in supporting local initiatives and investing in what matters. For residents, tourists, and businesses alike, that combination creates a place that’s not only authentic, but built to last.”

The post Beauty Built to Last: Adapting Assets into Industrial Strength and Opportunity<p class="company">Buckeye Hills Regional Council</p> appeared first on Business In Focus Magazine.

Together with partners and stakeholders, the county is working to maintain the best of both worlds—attracting, retaining, and growing the region’s economic potential, taking advantage of the low cost of living and room to grow, and simultaneously paying homage to the county’s agricultural roots and rich quality of life.

Open for business
Located in the southwestern part of the state, near Dayton and accessible to Columbus, Cleveland, Cincinnati, and even Indianapolis, Greene County is home to more than 170,000 residents who enjoy the services and amenities proximity affords.

“We have Interstate 71,” says Development Director, Jason Foster, “which is a north-south route from Cleveland all the way through Louisville and beyond. That’s a major interstate that crosses Interstate 70 in Columbus and also crosses Interstate 75 just south of Cincinnati, running all the way to Canada. That’s ideal from a supply chain and logistics standpoint, but also accessibility to the major metro areas.” This is a draw for residents and investment alike, he notes.

The county is home to Wright-Patterson Air Force Base, which has over 38,000 personnel and covers more than 8,000 acres. Not surprisingly, it’s the largest single-site employer in the state, highly valued for its economic impact, particularly by the secondary and tertiary suppliers and service providers that support its operation.

“There’s a lot of employment opportunity here,” says Foster, “a tremendous amount of manufacturing opportunity, and educational opportunities as well.” This is largely thanks to the seven universities located in the county which strengthen the talent pipeline for major employers like Resonant Sciences, MRL, and GE.

Room to grow
Of course, development often brings its own challenges, particularly when it comes to adequate infrastructure to support it. “There is simply not all the infrastructure we need in the eastern part of the county, so our goal as a development department is to manufacture ways to create infrastructure,” notes Foster.

Acknowledging that agriculture “is the backbone of what Greene County was built on,” Foster is seeking a marriage between agriculture and industry. “How can we bring new development and increase the tax base of the county, but also respect the history on which the county was built? It’s a fine line.”

Development is not only supported through investments in infrastructure but also through the provision of incentives, grants, and the establishment of enterprise zones, as well as close collaboration with the various economic development organizations of the area’s cities and townships. From Foster’s perspective, “The smaller townships, particularly in the eastern part of the county, don’t have the resources to have their own folks, so we assist in economic development the best we can for what they need and, in most cases, that’s not a lot. These are farming communities, but hopefully, with some planning over the next 15 to 30 years, we’ll see significant growth.”

Further to their relationships with the various communities within the county lines, Foster and his team work in partnership with the Dayton Development Coalition, which is the JobsOhio regional partner, as well as several other organizations that are working collaboratively to address the county’s needs. From workforce development efforts with the University of Dayton Research Institute (UDRI) and other local education partners to the communities themselves, Greene County is working together with diverse stakeholders to secure desired development outcomes.

“We also have a CIC and a Port Authority that are active and willing to help us with projects as best they can, so we have all the tools in place; it’s just a matter of maintaining what we have now, while supporting growth to where we want to be,” Foster explains.

Maximizing curb appeal
The population in Greene County is growing, and for good reason. The low cost of living, connectivity and access, vibrant parks and recreational opportunities, as well as strong educational offerings, all work in the county’s favor, making it attractive to those who value these qualities and the lifestyles they afford.

“We have a fantastic park system in Greene County and a fantastic trail system,” says Foster of the energy surrounding life, work, and recreation in the community. “It will allow someone from Beaver Creek or Fairborn or Xenia, which is the county seat, to get to those farmers markets and out to the agricultural areas very quickly.”

As there is demand for housing stock at all price points, efforts are underway to see housing projects get off the ground and ensure that everyone has a place to call home in Greene County. This includes workforce housing, which will further support the economic growth taking place. “At heart, I’m a job creator,” explains Foster. “Manufacturing and industrial types of jobs, but also residential. We as a county need residential [development] in all forms.”

In Greene County, the focus on housing goes beyond new stock to include maintenance for the protection of existing housing stock and those who reside there, which adds value to the community and uplifts those who need support.

“There’s a community development manager here who manages somewhere between six and seven million dollars in grant funding a year, from brownfield remediation to demo,” Foster explains. “It’s an Ohio program called CHIP, and what it does is allow homeowners who may not be able to afford the necessary repairs an avenue to have those repairs made.”

“It’s allowing those seniors to stay in place to improve their home, and that’s one of the more rewarding parts of the department. It’s great when you have a $400 million investment with 300 new jobs come to the county, but to help a senior stay in their home is one of the more rewarding parts.”

Future-forward growth
In Greene County, economic developers have the unique challenge—and opportunity—to generate momentum in the present that will have implications long into the future. As Foster notes, “I’m not going to be here for 20 more years, so whoever comes after me, how can I set them up to succeed? How can we leave this better than when we got it for everyone that’s here and everyone that will be here in the future?”

And with that, the goal becomes striking a balance between growth and development, finding ways to respect and pay homage to the agricultural roots upon which the county has grown while securing the development that will sustain quality of life in the county for the long term.

This is the promise that will assure Greene County’s growing base of taxpayers of a true return on their investment.

The post Agriculture or Industry? How About the Best of Both Worlds<p class="company">Greene County, Ohio</p> appeared first on Business In Focus Magazine.

Out of Michigan’s 1,240 townships and 275 cities, Canton ranks as the ninth-largest municipality and second-largest township. Canton Township Supervisor, Anne Marie Graham-Hudak, explains that as Canton has around 100,000 residents, it is ranked as a township, and so its municipality provides the level of service one would expect from a large metropolitan area. That includes having independent and fully-fledged fire and police departments, while maintaining a township management structure where a supervisor replaces the position of mayor, supported by a treasurer, clerk, and trustees, rather than councilors, as one would typically see in the management structures of cities.

Canton’s biggest employers are the healthcare and automotive industries, which support a thriving middle class keeping three school districts alive and growing. With an annual median income of $107,000, the township outperforms national averages on a number of statistics, including its below-average unemployment rate. While many businesses and industries drive its prosperity, Ford remains one of its greatest anchors, both economically and socially.

The Township’s strong Chamber of Commerce also contributes to its robust workforce and favorable business conditions, especially as the Chamber supports local municipal leaders in keeping community ties and the economy strong. In terms of its economic strengths, Canton is also easily accessible from other parts of the country via I-275 and is just 15 minutes from Detroit Metro Airport.

Many companies have headquarters based here, including Yazaki, NxLite, Professional Pump, voxeljet America, and E-XTEQ USA; however, many Canton residents work in downtown Detroit due to its proximity. As industrial outfits and the retail sector continue growing, local authorities are collaborating with the South Michigan Transit Authority (SMART) to extend the public transportation infrastructure to facilitate Canton’s residents, visitors, and employees.

Canton is also known for its hospitality and welcoming attitude toward all, especially those in need of protection. To this end, it is proactive in ensuring everyone has food on the table through its local food banks, and city officials don’t hesitate to present their cases at a higher level when necessary to secure grant funding for important causes such as creating care facilities for abused children. Local businesses—especially restaurants—are also well-known for their philanthropy.

Thanks to its demographic mix, Canton’s food scene could, quite fairly, be compared to a foodie paradise, but that is not the only aspect that makes this township different. It also hosts a popular annual LGBTQ pride festival and takes special care of the wellbeing of its youth by keeping them meaningfully engaged in healthy activities and projects. Canton’s parks and recreation department, for instance, hires around 200 high school students annually—all of whom are mentored and trained in maintenance and other useful skills, while contributing to their community.

Naturally, children in Canton learn about diversity from a young age, with 6,300 children speaking a combined 66 languages and dialects. This is a place where hospitality and progressive values are more than taglines. Instead, local government has made it an official mandate for its teams to familiarize themselves with the customs and cultural norms that should be considered and respected when engaging with locals from the many faiths and cultures represented here.

Canton’s sense of inclusion is the result of a 20-year commitment toward consciously facilitating meaningful change. “When you look at the rest of the world and all of the issues that are happening between some of these faiths or cultures, I think Canton is like a model to show how we can all live together in peace and how we should live together in peace,” Graham-Hudak says. To mark this achievement, three years ago a peace pole was installed exemplifying Canton’s mission, with ‘Peace on Earth’ in 13 of its major languages written on it.

Indeed, its absolute freedom of faith is one of the area’s most appealing features as Sikh, Hindu, Christian, Muslim, and many other faiths are represented and supported by one another here. One example is an innovative new bakery in Cherry Hill Village, SAJ, home to delectable Lebanese fare, which serves customers until 3 a.m. to accommodate those observing Ramadan. “The owner, Hussein Siblini, does such a nice job, and it’s a beautiful store. He spared no expense on the finishes,” says Jon LaFever, Director of Parks, Recreation & Community Services.

Despite its size, Canton has never really had a downtown area. However, Canton has a vibrant Ford Road District, a 3-mile commercial area maintained by the Downtown Development Authority, where statisticians have identified traffic from as many as 30,000 vehicles per hour across 22 intersections. It is not surprising, then, that nearly every large chain and restaurant imaginable, including Swedish furniture giant IKEA, can be found here. Interestingly, this same store has brought with it an unexpected destination element that Canton is only too pleased with.

The township also enjoys the annual Liberty Fest, which sees thousands of visitors each summer and boasts carnival rides, midway games, live entertainment, marketplace vendors, a food truck rally, the annual Liberty Run, and more. Liberty Fest this year will be held on June 18, 19, and 20 in Heritage Park.

As Ford Road feeds into Canton’s major shopping area and Michigan Avenue at the southern part of its commercial district ultimately connects Detroit and Chicago, Canton often boasts more than one branch of a big chain; in such a comparatively small community, this is evidence of its popularity as a commercial tourist destination. This road has also been the focus of the Michigan Avenue Innovation Network (MAIN), a technology corridor stretching from Detroit to Canton.

The MAIN will also be used as a tool to maintain the integrity of the commercial endeavors in the area by focusing on clean industries. “We’re looking at the MAIN as a way to positively increase and enhance our communities,” says LaFever.

Since many people recognize these advantages and the wide variety of real estate on offer, growth has been consistent. Years ago, Canton Township went from a community of around 35,000, when development was on the rise in the ’90s, to its current booming population that lives across six square miles. The speed of Canton’s growth has taught its leaders to think on their feet, making them responsive, efficient, and resilient change makers. Over time, as everywhere else in the United States, some areas developed in more economically conducive ways than others. Now, thanks to a welcome cash injection through the American Rescue Plan Act, the township has revitalized areas in need of fresh visions.

One such area is Cherry Hill Village to the west. Described as a neo-traditional development and perhaps its most popular area, this is one of Canton’s most charming places to live and play, as Cherry Hill Village was developed around the original Cherry Hill School in a beautiful, historic area now re-envisioned for modern lifestyles while maintaining its character.

The project was undertaken to regenerate the township at large. As Canton was a residential hub with lively communities but lacking a definitive downtown zone, the extensive improvements to Cherry Hill Village solve this and keep the social scene buzzing. In the process, planners are creating more places for residents to gather, joining an existing performing arts center with an active theatre that welcomes audiences from across the region nearly every day of the year.

This initiative was achieved in collaboration with a nonprofit, Partnership for the Arts and Humanities, which has been a part of the community for over 20 years. This group is now mandated to actively maintain the cultural and activity programs in a number of new spaces, including weekly concerts, yoga in the park, and myriad other events.

There is also a new farmers market pavilion that hosts over 1,000 people on Sunday mornings, where fresh produce, flowers, and delicious treats are on sale. The township also has a new town square—a lovely park right in the center of the village, opposite the theatre, where residents and visitors can enjoy each other’s company and the beauty of the setting. “The leadership here in Canton had a vision to utilize some of the Rescue Plan Act dollars to infuse into that area, to create places for people to gather and stay, give people a reason to go there and be there and spend time there,” says LaFever. An old Ford factory building—with its original wooden floors—is also being transformed into a small community center which will welcome locals and their activities seven days per week.

The result of all this meticulous planning and diligent development is growing commercial development as new businesses all want their slice of the Cherry Hill Village pie. Achieving their goals in good time, it stands to reason that the township’s management teams are proud of the achievement, with every empty plot of land accounting for a new development set to take off over the next two years or so. And the effort is getting Canton noticed, with a delegation from the National Planning Conference in Detroit booked to visit.

Against this backdrop, residents also take great pride in maintaining Canton’s heritage. Committed to preserving and sharing its history with locals, the next generation, and visitors alike, the Historic Society maintains storyboards throughout the area. There are also many recreational options to choose from: apart from a generous sports complex, people can enjoy two golf courses and 10 parks that are well managed and maintained, benefitting from large investments in all of Canton’s amenities.

“These features make Canton an ideal location for people to live, work, play, and visit,” says Dr. Gavin Beckford, Economic and Downtown Development Manager.

Moreover, Canton is undertaking a project that will see the creation of a portal that identifies parcels of real estate eligible for possible redevelopment, aiming to optimize the area’s use of land and infrastructure while helping property owners earn more from their investments. “Canton is also open to considering specific tax incentive vehicles, which can then attract developers who are seeking opportunities,” Beckford explains. The overhaul will include ensuring that every area has strong internet connectivity and other services that support robust economic frameworks.

There is no doubt, the area has momentum. Looking at the many plans in place in Canton, one thing is clear: as the economic landscape continues shifting, Canton Township and its remarkable people continue to meet change with the same sense of welcome with which they meet one another.

The post Real Peace, True Progress<p class="company">Canton Township, Michigan</p> appeared first on Business In Focus Magazine.

Founded in 1951 as the first county in Alberta and located on Treaty 8 Territory, the County of Grande Prairie is home to a diverse mix of urban and rural communities. The region, originally inhabited by the Beaver and Cree First Nations, has a long and rich history, with archaeological evidence of human settlement dating back thousands of years. Today, it remains a resource-rich area where industries such as energy, forestry, agriculture, manufacturing, tourism, and retail continue to drive economic activity, supported by a strong sense of community and access to both indoor and outdoor recreation.

“The Northwest Alberta region is experiencing strong growth and momentum,” says Reeve Amanda McDonald. Ideally situated near the Montney and Duvernay formations, the County benefits from proximity to two of North America’s most significant natural gas plays. “With our natural resources, agriculture, and specifically our regional collaboration initiatives over the past four years, we’ve seen significant investment in all of the sectors we support.”

That growth is clearly visible across the region. Through collaboration within the Grande Prairie–Greenview Corridor, the area recorded 579 housing starts in 2025, representing more than 60 percent growth year over year and one of the highest rates outside Alberta’s major metropolitan areas. This increase reflects both population growth and continued confidence in the region’s economy.

“With our work alongside neighbouring municipalities, we’re seeing housing starts move in the right direction,” says McDonald. “We’ve seen population growth over the last four years, which is helping to support our infrastructure base and position us for continued growth.”

Alongside residential development, industrial investment continues to advance. New energy infrastructure projects have increased natural gas processing capacity, while planned pipeline expansion will further strengthen transportation capacity and improve market access across Alberta and into broader North American markets. The region is also exploring emerging opportunities, including growing interest in data centres, with municipalities working to ensure infrastructure and services are in place to support future development.

Forestry remains a key pillar of the regional economy. “On the forestry side, the three local mills are not showing any signs of slowing down,” says Rory Tarant, General Manager of Corporate Services. “They’re doing quite well and continue to support the area’s vibrant forestry sector.” Despite broader industry challenges, local operations continue to provide stability and employment across the region.

Agriculture also continues to play a significant role in the region’s success. With a strong contribution to Alberta’s canola production and a well-established agricultural base, the sector supports both local communities and the broader provincial economy. “We hope to continue seeing crops being exported and to see that value being felt throughout the region,” Tarant adds.

Supporting this level of economic activity requires strong and reliable infrastructure. The County directs nearly 70 percent of its capital budget toward transportation, recognizing its importance to both residents and industry. This includes maintaining almost 3,700 kilometres of roads, including 562 kilometres of paved roads, which support transportation and logistics across the region.

Major highway improvements completed in 2025 have strengthened connections across northwest Alberta, improving the movement of goods and supporting supply chains that extend across Canada and into the United States. The County also continues to advocate for future infrastructure, including the proposed Highway 40X Bypass, which would improve traffic flow, reduce congestion, and support long-term industrial growth.

As development continues, the County remains focused on ensuring that growth is both strategic and sustainable. “We want to make sure we’re making or supporting things that are going to be there for the long term,” says McDonald. “It’s not just about how fast we can do things, but whether we are doing it in the right place, at the right time, and in a way that supports long-term success.”

This long-term perspective is reflected in ongoing planning efforts, including updates to the Municipal Development Plan, which will guide land use and development across the County for years to come.

Workforce development is another key priority. Through Work NW Alberta, the County is working with neighbouring municipalities, industry partners, and educational institutions such as Northwestern Polytechnic to attract and retain skilled workers. Aligning training opportunities with industry needs remains an important part of supporting both employers and the future labour force.

Regional collaboration continues to play a central role in this work. Through Invest NW Alberta, the County works alongside the City of Grande Prairie and the Municipal District of Greenview to promote the region as a unified investment destination. “We’re focused on growing the region as a whole, recognizing that investment in any one of our municipalities benefits us all,” says McDonald. This coordinated approach ensures the region presents a strong and consistent message to potential investors while supporting shared growth.

While the region continues to experience progress, it has also faced challenges. In recent years, drought conditions, lower rainfall, and higher summer temperatures have increased wildfire risk across northwest Alberta. In 2025, major wildfire activity affected the region, including a fire that burned more than 26,000 hectares.

In response, municipalities work together through the Grande Prairie Regional Emergency Partnership, coordinating emergency response and strengthening preparedness across the region. The County has also expanded tools such as Voyent Alert, which provides real-time emergency notifications to residents, helping ensure timely communication during emergencies.

Industry challenges have also required attention, particularly in forestry, where tariffs have had an impact in recent years. “When our forestry partners reach out and ask for advocacy support, we’re there for them,” says McDonald, reinforcing the County’s commitment to supporting its key industries.

Despite these challenges, there is much to celebrate. The County of Grande Prairie is marking its 75^th anniversary in 2026, an important milestone that reflects decades of growth, resilience, and community development.

“You can’t talk about tourism in Alberta without mentioning dinosaurs, and in particular, the renowned Philip J. Currie Dinosaur Museum,” says McDonald. Located at the Pipestone Creek bonebed, the museum is internationally recognized and continues to draw visitors from around the world. In 2024, researchers excavated a 600-pound Pachyrhinosaurus skull known as “Big Sam,” one of the largest ever discovered, further highlighting the global significance of the site.

Visitors to the museum can see researchers at work, including lead paleontologist Dr. Emily Bamforth and her team, offering a unique, hands-on experience that connects people directly to the science and history of the region.

With so many unique aspects to appreciate, it’s easy to see why the County of Grande Prairie draws both residents and visitors to the area. But for McDonald, it’s a little more personal. “I was born in Grande Prairie. My great-grandfather homesteaded in 1911. My parents live here. I live here. My kids live here,” she says. “Why would you come here? The resounding answer is that we just have everything, and if we don’t have it, it’s close. It’s something we’re very proud to be able to say.”

For McDonald, the appeal of the County is both professional and personal. With strong economic opportunities, access to outdoor recreation, and a high quality of life, the region offers something for everyone.

“This is a place where you can build a career, raise a family, and enjoy everything in between,” she says. “If you want to live in an urban centre, you can, and if you want to live on an acreage, you can. You can build the lifestyle that works for you while still having access to everything you need.”

With continued investment, strong partnerships, and a focus on long-term sustainability, the County of Grande Prairie remains well-positioned for the future.

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Determined to make decisions with inclusivity, cooperation, and communication to meet the changing requirements and goals of Southeast New Brunswick, the Southeast RSC honours public opinion, encourages candid discussion, and welcomes suggestions, fostering a spirit of collaboration and transparent culture.

Caring for the natural environment is also vital, primarily achieved through sustainable and forward-thinking decisions. In fact, the Economic Development service at Southeast RSC bases its activities and projects on the concept of sustainability, striving for a comprehensive approach that strikes a balance between social, economic, and environmental factors.

Serving Westmorland and Albert Counties in Southeastern New Brunswick, Southeast RSC’s various mandates include solid waste management, land planning, economic development, community and social development, regional transportation, tourism marketing, infrastructure cost-sharing, and a public safety committee, as well as supporting communities in cooperating, pooling resources, and addressing shared needs.

“We were given an explicit regional leadership role across several sectors, including economic development, tourism, transportation planning, and public safety,” says Francesco Calazzo, Regional Economic Development General Manager. “What that means in practice is we are facilitators and enablers. We don’t replace municipalities or local development organizations; we help them work from a shared vision, remove friction between actors, and connect the region with partners at the provincial, federal, and international levels.”

The goal is never the spotlight, Calazzo stresses, but is instead the quiet, enduring success of the regional ecosystem as a whole.

When it comes to shaping the region’s future, Southeast RSC’s vision is vibrant. “Regional economic development, the way I think about it, is never about a single project or announcement,” says Calazzo. “It’s about building the conditions that allow businesses, talent, and communities to succeed over time—and then getting out of the way.”

One aspect that makes Southeast New Brunswick distinctive is its bilingual character. Not only is New Brunswick Canada’s only officially bilingual province, but within the province itself, Southeast RSC’s region is by far the most bilingual, almost by design. “Everything we do is built to work across both linguistic identities, straddling both dimensions to maximize reach and impact,” Calazzo adds. Far from constraining, it’s a strategic advantage that very few regions in North America can claim.

Another critical part of the organization’s success is its ongoing commitment to data and evidence-based decision-making. “Too many regional development efforts are driven by intuition or political momentum,” says Calazzo. “We invest seriously in understanding labour market trends, demographic shifts, and sector-level opportunities—not because data is an end in itself, but because it allows communities and partners to make better decisions and allocate limited resources where they’ll have the most impact. That rigour is part of what we bring to the table.”

Workforce and talent are where that approach becomes most concrete. The region is growing, but growth only translates into prosperity if people have access to the right skills and employers can find the talent they need. Southeast RSC works deliberately at the intersection of workforce development, post-secondary institutions, and business, helping to align what is being trained with what the economy actually needs, today and over the next decade.

“That connection doesn’t happen automatically,” Calazzo says. “Someone has to hold the thread, and that’s part of what we do.”

Committed advocates for the success of Southeast New Brunswick, the Economic Development service department of the Southeast RSC advances the strategic plans and potent instruments intended to promote economic expansion, with staff as the first and most important point of contact for businesses and entrepreneurs making the crucial decisions to launch, move, or grow. Providing a clear path to success via direct contact with important partners, financial incentives, and local intelligence, this support is demonstrated through extensive entrepreneurship services, which provide a full range of tools, coaching, and hands-on learning opportunities to assist new businesses in navigating the early phases of development and building a solid, long-lasting presence in the area.

One of these invaluable tools, the Connector Program, is designed to link newcomers, recent graduates, and aspiring entrepreneurs (Connectees) with established local professionals (Connectors) for a one-time, in-person meeting intended to expand collaborative connections and build capacity. Strengthening the local economy by increasing graduate and newcomer retention creates a more inclusive and varied workforce while expanding talent networks to assist companies in meeting labour market demands.

In order to facilitate informed decision-making, the Business Intelligence (BI) Service gathers, examines, and reports on important data. Offering trustworthy information that assists organizations, politicians, and leaders in making plans by monitoring employment trends, company activity, and demographic shifts, the BI Service ensures decisions are supported by solid information and useful intelligence, helping the region’s strategic growth, workforce planning, and economic development.

In order to address common labour market issues in Southeast New Brunswick, the Southeast Labour Market Partnership (SLMP) unites municipalities, employers, educators, workforce organizations, and government partners. Established in April 2020 to offer workforce development initiatives in Southeast New Brunswick regional leadership, coordination, and accountability, 12 communities and one rural district were assigned to the Southeast RSC’s mandate by the Province of New Brunswick in January 2023: Moncton, Riverview, Dieppe, Fundy Albert, Strait Shores, Cap-Acadie, Shediac, Maple Hills, Memramcook, Tantramar, Salisbury, Three Rivers, and the Southeast Rural District. Due to this expansion, current projects were reviewed to ensure they reflected the region’s shared labour priorities and larger economic landscape.

Programs that raise awareness of local businesses and job prospects are also crucial to the success of young people, who will make up a significant portion of the region’s future workforce. The IDEA Centre Moncton and Centre IDÉE are two current efforts that provide high school students with practical, project-based entrepreneurial learning opportunities. Students gain leadership, critical thinking, and problem-solving abilities through mentoring, teamwork, and real-world challenges, preparing them for a workplace that is always changing.

Although these programs offer a solid basis, the objective is to increase opportunities by creating new projects and forming alliances with other groups that encourage adolescent involvement in the workforce. To that end, the commission is proud to collaborate with partners such as Skills Canada, Youth Impact, Youth Quest, CCNB, NBCC, Anglophone East School District, Place aux compétences, Centres of Excellence, District scolaire francophone Sud, Crandall University, Oulton College, Mount Allison University, and Université de Moncton.

When it comes to long-term planning and regional collaboration, the most important work underway is the development of a holistic, place-based regional economic development strategy for the coming decade, says Calazzo. But that strategy doesn’t exist in isolation; it is informed by Vision 2035, the first major initiative Southeast RSC launched back in 2023.

Touted as a foresighting exercise, regional in scope but designed to speak to individual communities as well, Vision 2035’s purpose is to inform both regional and local strategic decisions—not through the narrow lens of current events, but with a long view toward economic sustainability and a shared vision for the future.

“Too much planning in our field is reactive,” explains Calazzo. “Vision 2035 is deliberately the opposite,” adding that anyone interested can explore it at ede.nbse.ca/vision-2035.

Major economic development milestones include the region’s sustained population growth, driven significantly by immigration, which has strengthened the labour market and diversified the community in meaningful ways. The Dieppe-Moncton-Riverview area is now among the fastest-growing urban centres in Atlantic Canada, and that momentum is creating opportunities across the broader region.

“We have also seen real expansion in transportation and logistics, manufacturing, digital services, and entrepreneurship,” adds Calazzo. “And increasingly, the bilingual dimension of the region is becoming a magnet for talent, investment, and organizations looking to operate effectively across both of Canada’s official languages.”

A significant marker of the region’s growing international profile was the commission’s role in attracting and co-organizing the first international conference on place-based regional economic development in Canada, held in partnership with the Organisation for Economic Co-operation and Development (OECD), the international organization of developed, market-based economies (38 member countries including all of the G20) established in 1961 to promote economic growth, prosperity, and sustainable development through policy forums, data analysis, and setting international standards.

“That was not a small feat,” says Calazzo. “It placed Southeast New Brunswick on the map as a serious participant in global conversations about regional development, and it reflected the kind of regional leadership that comes from years of quiet, consistent work.” Full details and key resources from the conference are available at oecd-events.org/e/2025-oecd-new-brunswick-conference.

Of course, growth, while welcome, creates pressure as much as opportunity, and housing, infrastructure, and labour supply are real constraints that require foresight and coordination at the regional level. Another challenge is ensuring growth benefits the full territory, not just urban centres. “A region is only as strong as its whole,” says Calazzo. “Making sure smaller communities and rural areas are genuine participants in the economic story—not observers—is something we work on deliberately. That is where the enabler role matters most.”

While the Economic Development department of the Southeast RSC has enjoyed a number of impressive accomplishments during its tenure, Calazzo is most proud of its cultural achievements, particularly building genuine trust among municipalities and partners who are then willing to align priorities, share resources, and work toward a common vision. “It takes years and doesn’t make headlines,” he says. “That foundation is now in place, and it’s what makes everything else possible.”

The commission has also made real progress in positioning Southeast New Brunswick as a coherent, distinctive economic region that is bilingual by design, strategically located, and increasingly connected internationally. While the OECD conference partnership was one visible expression of that, the future rests on a much deeper foundation of regional collaboration and long-term thinking.

Southeast New Brunswick boasts many admirable assets: a bilingual workforce, strong logistics infrastructure, a growing innovation ecosystem, and a quality of life that is attracting both businesses and newcomers. Southeast RSC’s role is to bring the right actors to the table—municipalities, post-secondary institutions, industry, federal and provincial partners (ACOA, ONB, CBDC, BDC, Invest in Canada and more)—and create the conditions for alignment.

“When that works well, no single organization takes credit. The region moves forward together.”

Southeast RSC’s dedication to enhancing the future economic environment of the area goes beyond starting new businesses to developing a skilled, dynamic labour force. It actively oversees important talent programs such as the award-winning Connector Program, necessary for forming a competent and diverse community.

“We make sure our area continues to be a thriving and appealing destination to invest and expand by effortlessly providing both startups and well-established companies with this all-encompassing support and access to top personnel,” says Calazzo. “When the region succeeds, the work has succeeded, and that is exactly the point.”

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Ignite’s teams support business owners through every step of the process, from launching a company, to expanding, to maintaining long-term success, using a variety of programs, tools, and professional guidance that make it simpler to succeed in the ever-evolving business world.

Part of Ignite’s drive to success involves Vision 2030: A Path Forward, a daring regional economic development plan intended to boost regional businesses, draw in capital, and establish long-term employment in Fredericton and New Brunswick’s Capital Region. The four priority sectors of the region—the knowledge economy, creative industries, defence, and natural resources—are the emphasis, with Vision 2030 representing the voices of the area and offering a framework for transitioning from strategy to action. More than just a blueprint, it’s a commitment to cooperation, innovation, and equitable progress.

“Vision 2030 is very much a regional strategy,” says CEO Sarah Corey Hollohan of the plan that took more than 18 months to develop. “We took the path of a collaboration model with many of the stakeholders and partners in the region, as well as private industry, whether that’s job seekers or employees.”

With Ignite responsible for moving the economic agenda forward in 13 communities and the surrounding rural district, it’s important not to lose focus, she stresses. “There are moments where we need to pivot and look at how we deliver items, but we must stay on the path to ensure we have momentum about where we should be building our future.”

That includes looking at the region’s strengths, current assets, and how to do a better job promoting, growing, accelerating, and not shooting for the moon. “We have to make sure our research institutions are engaged and our students, whether domestic or international, are engaged in the local market,” adds Hollohan.

The knowledge economy, in particular, is very much a foundational sector, with post-secondary and research institutions feeding into everything else. “The knowledge economy feeds into the local market, into a creative and cultural community, and into keeping youth here,” she says.

Traditional natural resources encompass goods and commodities, but also the technology that goes with it. Recently, the Sisson Mine—a major project out of the Federal Government in Ottawa that falls within the Capital Region—was announced, with Ignite tasked with finding a supply chain and making sure it is done in an environmentally responsible way. “It’s about getting our local suppliers engaged,” Hollohan says, “and it’s getting the community ready for housing development.”

The creative sector is well-established and continues to grow, supported by post-secondary institutions and cultural assets across the Capital Region. The fine arts field is very strong, especially in the Fredericton region, with the Beaverbrook Art Gallery as an anchor, but there are also great institutions at the University of New Brunswick, and as the area was very strong in film at one point, Ignite is aiming to bring that back as well.

Defence is a “no-brainer” for the area, with Base Gagetown located in nearby Oromocto. Where Ignite is doubling down is around cyber security, a “massive” sector. “It has always been anchored with what the University of New Brunswick is doing through the Canadian Institute for Cybersecurity,” Hollohan says. When you add national defence to the mix, “it gets interesting fast, because now all of their infantry needs to be trained in cyber, whether it’s deploying it, detecting it, or using it. It’s a huge opportunity for us.”

The team behind all of this is made up of passionate, community-focused professionals committed to driving impact across the region, says Hollohan. “The passion starts at the community level, and when I speak with colleagues at the provincial or federal level, I often say it’s easier to stay energized in this role, because we’re the ones connecting directly with people, businesses, and communities every day.”

That passion also comes in handy when supporting the area’s various urban and rural entities, she adds. “The synergy between urban and rural is really neat to watch, and it’s taken a while to get everyone to see this type of thinking.” It’s not a large region, and there’s not a large population, she adds; while there are opportunities for the workforce to come into the urban centre, there is a lot of strength in the rural communities because of their space and zoning opportunities, including natural resources and traditional agriculture, and a huge opportunity around food production that Hollohan thinks the federal government will invest in.

“There are economies of scale to understand,” she emphasizes. “If one person wins, we all win. Oromocto is a great example, because they have the Base. They may not think an injection of 1,000 new soldiers being trained will affect them, but the benefits extend well beyond Oromocto, with neighbouring communities also experiencing increased economic activity, population growth, and demand for services.”

Ignite’s various incentives and programs offered to new and existing businesses come to fruition through the organization’s supportive design. The startup side includes an incubator called Planet Hatch, a physical space with 70 members working out of the co-working space, as well as a series of offices available for rent. “Whether they’re in the ideation or validation stage, they need us,” Hollohan says. “They’re looking for a spot to work out of to maybe decrease that isolation, build a network, and have access to our services.”

Those services include a startup team that helps with writing a business plan, improving marketing, and assisting with an Impact Loan disbursed on behalf of the Federal Government, as well as a wide range of programs offered across various stages of the business journey.

“The startup ecosystem is a very different one than [what is experienced by] some of the companies we work with in the growth and expansion phase,” Hollohan explains. “In the growth and expansion phase, we have business development officers that look after these folks, as they’re typically faced with challenges around pricing, hiring, writing a job description, entering new markets, scaling operations, and navigating growth strategy decisions.”

There are also sales programs teaching how to identify a lead and how to close a sale, as well as a partnership with the province on how to enter a new export market.

When a company gets a little bigger, Ignite then does a handoff to the Provincial and Federal Governments who can provide their own expertise. “These businesses have done some self-improvement. We think they’re in really good shape, so this is what they need help with next,” Hollohan says. “We also try to groom them a little to make sure they can move on to the next phase if they want. We have a lot of companies that are very happy at the stage they’re at, and that’s fine, too.”

It’s all relationship-based, she adds, with extensive fostering of connections between Ignite and other resources. “The value of Ignite is the value of our network. It’s our job to either have the answer or to know the person who has the answer. If we can’t do either of those, we’re not doing it right.”

Ignite’s widespread knowledge of other community partners, delivery agents, and stakeholders is paramount in best serving its clients. Right now, Ignite is in a “really good spot” in terms of collaboration, particularly with Vision 2030 fostering the combined goals of serving and referring clients who have come through the Ignite system. “We’re very much aligned on that,” says Hollohan.

Other Ignite services include quarterly job fairs in the community, one-on-one matching, a Connector Program, and specific programs in collaboration with post-secondary institutions that ensure international students are integrated to encourage community involvement and longer retention rates. Any newcomer that comes to the Capital Region can access these support systems, so no one gets lost, Hollohan emphasizes.

During COVID-19 in particular, new residents unable to communicate with the emergency room triage system were able to use flashcards created by Ignite programs to encourage communication without a translator. Today, that is a service now provided in the local ER.

“It’s results like these that Ignite thrives on—identifying opportunities and delivering solutions that support the broader community,” Hollohan says. “We don’t need to own the outcome. If others are able to build on that work, it reflects the strength of the ecosystem. Our focus is on creating shared progress and continuing to move the region forward together, building momentum and inviting others to be part of that progress.”

Hollohan believes Ignite has proven the success of its model and its impact in the community. “We track everything we do, and we’re very transparent about our goals—how we’re going to go do it and measure it,” she says. “We take out a lot of the hesitation around, ‘is this possible? Can we do it?’ Give us a shot. We’ll do our best, and we offer a really good return on investment. We’re very good at keeping that indicator top of mind and being successful with it, which opens up a lot of new opportunities for us. At some point, we’ll eventually have to say no, but so far, none of us has learned how to say that word.”

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