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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Today, however, Edmundston–Madawaska is increasingly becoming something more: a destination in its own right, a hub for investment, and a community actively shaping its future through housing initiatives and year-round tourism development.

According to Joanne Bérubé-Gagné, Executive Director of the Edmundston Madawaska Tourism Office, the momentum building across the region is unmistakable. “There have been a lot of changes in the area,” she says. “Hotels are building, adding rooms, or refurbishing, new restaurants have come in, and we’ve seen a much more diversified food experience with new people moving in.” That evolution is not happening in isolation; it reflects shifting economic patterns and a deliberate effort by local leadership to ensure growth benefits both residents and visitors alike.

Tourism in Edmundston–Madawaska has seen a notable upswing over the past year, driven in part by broader shifts in how and where people choose to travel. With some travelers opting to vacation closer to home and others exploring Canada more deeply, the region has found itself well positioned to capture new audiences.

Visitor stays are lengthening, and the region is increasingly being included in extended Maritime travel itineraries. Visitors from Western Canada are discovering the appeal of Atlantic Canada’s quieter destinations, often arriving with flexibility and curiosity rather than rigid travel plans. “People are really coming to explore,” Bérubé-Gagné explains. “They don’t always have specific plans, so they’re willing to stay a couple of days more, find out about the culture, change routes, and explore a little bit more.”

This openness has worked in the region’s favour. Edmundston–Madawaska offers an easy entry point into the Maritimes while providing immediate access to rivers, forests, trails, and a walkable urban core. For travellers seeking a slower pace without sacrificing amenities, the balance is compelling.

The region’s bilingual character also plays a quiet but important role. Visitors moving between provinces or countries find a place where language is a bridge rather than a barrier, reinforcing the area’s reputation for warmth and accessibility.

As tourism and economic activity increase, housing has emerged as one of the region’s most critical priorities. Like many communities across Canada, Edmundston is navigating the challenge of ensuring enough affordable, diverse housing options to support workforce needs and long-term livability. In response, the City of Edmundston has taken an unusually proactive approach, one that Bérubé-Gagné describes as both bold and necessary. “The city really took the bull by the horns,” she says, pointing to initiatives that include offering land to developers, updating zoning bylaws, and approving new housing formats such as mini-homes and container homes that would not have been considered in years past.

The municipality has also worked to remove common barriers to development by pre-approving architectural plans for multi-unit housing, allowing developers to move faster and reduce their upfront costs. Dedicated staff now focus full-time on housing coordination, working directly with builders and community stakeholders. And the scale of construction underway is significant. More than 300 housing units are expected to be added in the coming year, ranging from small multi-unit buildings to larger developments of up to 60 units. These projects are designed not only to address housing shortages but also to support tourism workers, healthcare professionals, agricultural employees, and newcomers settling in the region.

Beyond permanent housing, Edmundston has also invested in social infrastructure; it is now one of the smaller communities in the province to establish a seasonal warming shelter, addressing immediate needs while maintaining a long-term view of inclusive growth.

For Bérubé-Gagné, the emphasis on communication has been just as important as construction itself. By sharing studies and progress updates with residents, the city has worked to frame growth as a positive force, one that strengthens the community rather than strains it.

Edmundston’s location, mere kilometres from Quebec and directly across the river from Madawaska, Maine, has always shaped its identity. Today, that geography is increasingly seen as an economic advantage. The region sits within a few hours of major markets, including Quebec City and Boston, while serving as a key transit point for goods and people moving across Eastern Canada. This connectivity makes it an attractive base for businesses looking to access multiple markets without the congestion or costs of larger urban centres.

Cross-border collaboration remains a defining feature of the area. Committees continue to explore joint initiatives with neighbouring communities in Maine and Quebec, from shared festivals to recreational trail systems that could one day connect snowmobilers and ATV riders across borders. “We keep meeting and asking, ‘How can we put something together that generates economic development on both sides?’” Bérubé-Gagné says.

While regulatory and permitting challenges remain, particularly around licensing and insurance for cross-border recreation, the appetite for collaboration has not diminished. Shared industries and longstanding economic relationships continue to anchor these efforts.

The forestry sector remains a prime example. The mill in Edmundston produces pulp that is transported directly to Madawaska, Maine, through an underground tunnel, an arrangement that underscores just how interdependent the regional economy has become.

Currency exchange has also created new dynamics. With the Canadian dollar offering strong value, residents from Maine increasingly cross the border to shop, dine, and attend events in Edmundston, boosting local businesses and reinforcing the benefits of proximity.

Perhaps the clearest sign of confidence in Edmundston–Madawaska’s trajectory is the level of private investment flowing into the region. Nearly all local hotels have changed hands in recent years, with new owners expanding capacity or rebranding under global hospitality names. One notable project will see a former Travelodge transformed into a Hilton Spark property, an investment exceeding $10 million. “When you build hotel capacity, it means the market can absorb it,” Bérubé-Gagné notes. “For us, that’s really good news.”

These investments reflect not just optimism about tourism demand, but belief in the region’s long-term economic fundamentals. Campgrounds and accommodations across the area are also being upgraded, expanding the range of options available to visitors.

Beyond tourism, a major manufacturing announcement has further diversified the economic landscape. A global agri-food company headquartered in Switzerland has selected Edmundston as the location for its new North American production facility, set to open in 2026. The project is expected to bring approximately 50 new jobs and introduces a new sector to the regional economy, reinforcing Edmundston’s appeal as a place where international companies can find workforce availability and community support.

Yet despite its growth, Edmundston–Madawaska continues to define itself by its human scale. For many newcomers, whether investors, families, or visitors, that sense of personal connection is what stands out most. “It’s a small town with a big human approach,” Bérubé-Gagné says. “People care, they’re welcoming, and it’s easy to connect with the right person when you need something.”

That culture of accessibility extends across sectors, from municipal offices to tourism operators. It’s a quality that companies have cited as a deciding factor when choosing to locate in the region and one that residents work hard to preserve even as the community grows.

At the same time, the physical environment delivers an uncommon combination of amenities. Within minutes, residents and visitors can ski, golf, paddle rivers, hike forest trails, or enjoy a full range of urban services. Nature is not an escape from daily life; it is part of it.

This balance also supports the region’s appeal as a place to live. Families and remote workers increasingly see Edmundston–Madawaska as an alternative to larger cities, one that offers affordability, access to the outdoors, and a strong sense of belonging.

Looking ahead, the Edmundston Madawaska Tourism Office is focused on positioning the region as a four-season destination, one where tourism does not peak and disappear, but remains active year-round. Winter, in particular, is a strength; snow arrives early and stays late, enabling a longer season for skiing and winter recreation than many other parts of the province. “We really want to position the region as the four-season destination of New Brunswick,” Bérubé-Gagné says.

Investments at the nearby provincial park support this vision. A major renovation of the Antique Car Museum is nearing completion, with its reopening expected this summer, alongside broader plans to expand river access and explore winter operations.

Infrastructure improvements within the city are also playing a role. A new public transit system, introduced post-pandemic, now connects neighbourhoods and surrounding areas, helping residents and visitors move more easily throughout the region. Expansion plans will extend service across northern New Brunswick in 2026, further enhancing regional mobility.

Edmundston–Madawaska’s story is no longer just about geography or history; it’s about intentional growth. Housing initiatives are aligning with workforce needs. Tourism strategy is supporting investment. Economic development is diversifying while remaining rooted in community values.

For Bérubé-Gagné, the success of the region lies in that balance. “It’s the ease of living, the slower pace, the closeness to nature but also having all the amenities you need right nearby.”

As borders shift in meaning, travel habits evolve, and communities across Canada rethink what sustainable growth looks like, Edmundston–Madawaska offers a compelling example. It is a place embracing opportunity without losing its character, welcoming change while staying true to the human connections that define it.

And for those who arrive expecting only a brief stop along the way, many discover something more: a region worth staying to explore.

The post A Borderland on the Rise: How Edmundston Madawaska Is Building a Four-Season Future<p class="company">Edmundston Madawaska Tourism Office</p> appeared first on Business In Focus Magazine.

Currently, that means managing her units and the people living there, as well as dealing with neighbours and others to handle any number of issues and concerns. “Those [issues] include an increase in mental health issues, income instability, and social support needs, all going up,” she shares.

In addition to those particular challenges, Knight is also drawn to older properties—the “fixer uppers”—that generally require much more time and care. “It’s my love,” she says. “People call me crazy because of it, but I do love the older properties even with the ongoing maintenance and capital investment. I’ve always got windows or doors, roofs, and furnaces to update, and then we’ve got the ever-increasing cost of local regulation to deal with.”

Homeowners understand the never-ending upkeep that comes with maintaining their own properties, and for Knight, that cost is multiplied exponentially. “With a duplex or a four-unit building, you’re multiplying all of those costs and time constraints times the number of units, plus dealing with people living there who may not have an understanding of things. So, yes, it’s not as simple as just collecting rent.”

While there is always some backlash against landlords, particularly in the media, Knight has a deep understanding of—and empathy for—those who are looking for housing who simply can’t afford to buy on their own, particularly now with a nationwide housing crisis.

“We all know the people who are living in our properties, and we do look at them as family and friends,” Knight says. “We’re involved in their lives. I’ve got people with me whose kids were two when they moved in, and now they’re five and six and going to school, navigating school and daycare and all those other things. We very much are aware of what’s going on in our tenants’ lives.”

Combatting that image of the heartless landlord can be difficult, which is why Knight is committed to her community first, not only assisting those who need attainable housing, but ensuring she employs local tradespeople to help with her properties’ ongoing upkeep. To that end, connections within the community are vital.

“I’ve got partnerships with my tradespeople,” Knight says. “I’ve got my go-to plumbers and electricians I can call at seven o’clock on a Sunday morning, and they’ll answer because they know there’s an issue.”

Along with her contractors and service companies, Knight also fosters strong partnerships at the municipal level with the town and other local support providers, and works with several community organizations that provide additional support to the tenants who live in her properties. “Partnerships are massive,” she stresses. “We deal with so many different people. I think with partnerships, it does allow us to leverage our expertise.”

And while her love of old homes—particularly their character and quirkiness—persists unabated, they do give her a “headache with repairs. I know what I’m good at, though,” she says. “I’m good at finding underutilized properties, or properties that are really run down, and I restore them.”

Even when Knight’s trusted tradespeople advise her to move away from the old to embrace the new, she perseveres. “I have the skills to do it. I’ve got the contacts to do it. My skills are transferable, but I know what I like,” she says. “I know what I can get back onto the market in a livable state, which means getting more housing created quickly. Existing homes are faster to turn around; even with renovations, they’re less expensive and they’re within my wheelhouse. That’s what I focus on, and that’s where I focus with my partnerships, too.”

While Knight understands the appeal and potential beauty of new homes and why other landlords may be more drawn to them as investments, her passion lies elsewhere. “The new stuff is absolutely beautiful, but there’s no life to it,” she says. “If you need a roof over your head, you need a roof over your head. The old homes are quirky and quicker to turn around because you’ve already got access to water and sewer, and usually they’re in town on either bus routes or walkable for a lot of people.”

Indeed, transportation challenges are ones she continually takes into consideration for her renters. “It may be a bit more challenging because I’m also rural, in a smaller community,” Knight says. “For public transit, we’ve got community transit but not traditional transit as you’d find in the bigger centres. Walkability is absolutely a big concern for people.”

It’s about being strategic, she stresses. “My partnerships are strategic, my locations are strategic. You have to take all of that into the equation.”

With this in mind, Knight’s renters are generally located close to grocery stores, medical centres, downtown, or their place of work, and if something happens with a vehicle and they don’t have the money to fix it, they aren’t stuck. “You can still make it to your job and to get the necessities, which in turn means you’re going to be happier where you live,” she says. “You’re going to respect the property, you’re going to maintain it, and you’re going to want to pay your rent and bills on time. That’s how we all work as a partnership.”

Knight also stresses that while she loves bigger cities and all they have to offer, providing rentals in more rural areas offers unique benefits that may be overlooked by others. “Being rural, you’re so interconnected. You go to the grocery store or walk downtown, and somebody you know will see you. If we had more people in every rural community who had a similar mindset or skill set to take all of these things into place, we could put a big dent in the housing challenges we’re facing right now just by having more community involvement and discussion around it.”

With a severe shortage of affordable housing plaguing almost every city across North America, Knight’s vision is a welcome one. “We’ve got so many people trying to bring employees into work on every level: blue collar, white collar, all the way up. We’ve got some of the smartest people with the greatest connections, and yet we can’t tackle this issue.”

Knight, who personally works closely with several local organizations like Healthy Pictou County, which relocates doctors and other healthcare professionals, finds the process frustrating. “If we can’t find housing for doctors and people in healthcare, our healthcare will continue to fail. I don’t understand why more people aren’t working with other employers and building that relationship.”

Other important work for Knight includes the Community Housing Transformation Centre, or the Centre, which she joined in November 2022 as a volunteer for a selection committee. Transforming Canada’s community housing sector by catalyzing partnerships, new ideas, and resources, the Centre’s ambitions are for the sector to play a leadership role within Canadian society and to unite the sector around a 20 percent housing market share by leveraging its strengths.

“I specifically joined the Centre because I didn’t have the best impression or understanding of what not-for-profit housing was,” she says. “I had a vision or a stigma of it in my mind, and I thought, here’s an opportunity; it’s a six-month term to volunteer, and I can see what this is actually about. I was super impressed.”

She reviewed several projects through that six-month term, and then was asked to extend her term for a total of 18 months. What she truly liked about the Centre is that they took the recommendations and advice that she, as well as some of the other volunteers, offered, and actually incorporated them into their application process.

“They listened, and they took action,” she says. After her 18 months of volunteering, Knight then applied for the Program Manager position and was hired, specifically brought in to develop and implement the Community Housing Capital Fund. “This tied in nicely, because the Capital Fund provides grants for acquisition and preservation of existing affordable housing, which aligns with some of the things I do in my other life.”

Knight has also had the opportunity to tour “amazing” acquisitions, buildings that were purchased by non-profits and community housing organizations to preserve affordable rents and prevent tenant eviction. Conversions and demolitions are two significant factors contributing to the sharp decline in affordable rental housing units; the Capital Fund has helped protect existing, occupied, purpose-built rental properties.

As rewarding as her business is, there are always challenges, including the rising cost of materials along with mental health and addiction issues, which can create liability concerns for tradespeople entering units.

“If I call one of my trades to go in and fix a leaky faucet in one of my units, I now have to send two people in because they won’t go in by themselves anymore,” she says. “It seems small in the overall scheme of things, but when you’re paying two people to fix something that only takes one person, it’s very costly. Or if I have to take time off from work to meet somebody, I’m also losing my own personal income. It’s sometimes those little things that we forget.”

While Knight does approach housing as a community good and not just a business, it is, essentially, both of those things. “I do make a profit, and I won’t apologize for making a profit, because it’s what allows me to reinvest in my buildings,” she says. “I barely compensate myself for my time as well as my energy and expertise. Everyone’s time is valuable.”

In the meantime, she will continue to do what she does best: devoting herself to turning under utilized housing into treasure. “I’ve purchased a couple of other properties that have been unbelievable, the state that I’ve purchased them in, but I’ve got great people living in one of them, and I’ll have people moving into the next one this year,” she says.

Knight also has some big personal news coming up in the next few months that is sure to further solidify her role in the local affordable housing market. “If you ask me, what do I do in my spare time? I’m probably talking about housing or something to do with housing in some capacity,” she says. “I love it. I don’t consider it a job. I’ve met incredible people, but I think collaboration has been key.”

The post The Business of Affordable Housing: Community Care Begins at Home<p class="company">Knight Growth Strategies</p> appeared first on Business In Focus Magazine.