As a result, its diverse skill set has proven invaluable in weathering the pressures of a fluctuating economy and other challenges. Based in Waupaca, Wisconsin, this construction firm proudly serves its customers with an open-minded approach to building and an undeniable commitment to delivering consistent quality. The result is a large selection of deep-rooted skills and manpower available for each project, ensuring that every job benefits from the team’s full attention.

From luxury, custom, and hybrid homes to most of the trades needed to complete them, Strongwood provides peace of mind for every customer on every project. As its capabilities have grown, the company has continued adding services to enhance its offering. These include automation, audio-visual installations, security systems, and appliances. In the process, Strongwood’s breadth of expert capabilities has become a draw for clients looking for dependability and guaranteed outcomes.

As the company’s reputation grew, requests for interesting sports additions followed. As a result, sports simulator installations, putting greens, and turf projects have all joined Strongwood’s portfolio. Moreover, a fully equipped design team provides everything from home design to interior design and all services related to the creative aspects of the process. “We have three brilliant women who bring visions together for people who have a hard time doing that,” says Aaron Green, recently appointed President.

All these services translate into what is, perhaps, the most challenging yet most coveted aspect of contracting today: control. With the means to manage its in-house teams while regulating quality and timelines, unlike many of the more construction coordination-focused operators available today, Strongwood is the solid partner project owners need when making large home investments.

Building the firm, and its reputation for excellence, was not always easy. Achieving its current level of success has meant diligently addressing and solving expansion issues and the challenges these have presented over the past 20 years or so. Green is proud of the approach the company has taken. “We did a good job managing our growing pains to become this successful,” he says.

Originally established as a builder of log homes, Strongwood grew steadily until the recession of 2008. Suddenly, demand dwindled as the product became a luxury few of its former target market could afford at the time. Owners Thad Marcom, Chief Executive Officer, and Amy Marcom, Design Director, saw the need to diversify—fast.

Pivoting strategically by shelving log home construction for a time, the company focused on a bigger, more sustainable market for fully customized homes. The move resulted in its indelible Strongwood stamp of excellence across the region of Waupaca—especially along the city’s exquisite lakefront areas. Going from an exclusive log home builder to having around 14 framers on its 50-strong staff and more services than it could have thought possible, the company certainly earned its reputation for outstanding quality and trustworthiness.

Committed to maintaining the family-owned business atmosphere that brought the company success in the first place, the Marcoms and their team love nothing more than welcoming and serving new, existing, and repeat business with the same amount of heart that the firm was built on. This distinct and refreshing lack of corporate officiousness translates into a company atmosphere of warmth and genuine care where employees are treated like equals and everybody’s health and well-being matters.

The same approach applies to Strongwood’s customers, who benefit from a generous approach to ensuring their dream is delivered on time and within budget. “We really make our customers part of the Strongwood family. Our design services come nearly free of charge when building with us,” Green adds, highlighting the firm’s focus on transparency.

This approach extends to Strongwood’s sports simulator installations across the U.S., where every client is treated with respect and each project is custom-designed and built to meet their unique needs. That level of care and communication has earned the company a partnership with Golfzon— a strong testament to its top-quality service.

In it for the long haul, Green is full of praise for Strongwood’s owners and its teams. For him, getting a team of 50 this synergized is an accomplishment in itself. And so it’s no wonder that this business runs mainly on recommendations from happy customers. “Our mission is to make sure that every client is smiling and welcomed home,” he says.

With this can-do attitude and crisp positivity infused into everything the company touches, its team is prepared to say “yes” wherever possible. For this reason, when it comes to the latest technology, it is surprisingly well-equipped for a comparatively smaller outfit. Extensively kitted out with laser measuring equipment, layout technology, and BuilderTrend management software, Strongwood can give customers full access to progress reports, images, and transparency across financial and most other aspects of projects.

Joining the company from the commercial construction industry after meeting the Marcoms when they built his home five years ago, Green headed Strongwood’s recently established concrete division when he first arrived. After only two years in operation, this department earned one million dollars’ worth of work in its first year of operation—another understandably proud moment for the firm.

This was followed by the addition of a plumbing division established through acquisition, and a Marketing Director who has helped drive sales. The firm’s rearranging itself for optimal organizational flow has been trying at times, but also fun, Green points out. It is during these times that its family approach perhaps becomes the most valuable.

To illustrate, Green describes the increased workload as not contributing to any sudden knee-jerk reactions from its teams to become generic or stereotypical in how they treated customers—even under pressure. Instead, they diligently continued building authentic relationships with customers, making the Strongwood team worth its weight in gold. “I just want to say thank you for your commitment and hard work,” Green says to the people who work hard and are committed to improving the company daily. “It’s fun to have a second family in Strongwood.”

With exciting new projects featuring modern, mid-century designs on the horizon, this team is poised to continue making magic. Green is confident that everything is ready and in place to take these upcoming projects to new heights. “Bringing that all together is tough on its own, but having such a good design group and our architect on board makes it all come together,” he says of the firm’s future commitments.

With continued growth on the agenda, strategic planning leads the way. To this end, relevant appointments ensure continuity and foresight. Strongwood’s new General Manager, Nate Berra, former Director of Sales, joins Green in taking care of the greater Strongwood team while Marcom continues developing its offering and commercial outlooks. While expansion is very much a given for this talented company, maintaining its sense of quality and warmth promises to remain a quintessential part of its presence. Because, as we all know, there is nothing more valuable than being welcomed home.

The post Welcoming You Home<p class="company">Strongwood</p> appeared first on Business In Focus Magazine.

Remodeling is still an integral part of the business today, and after scaling up its operations again around 2020, the company has continued forward on its initial path.

Co-owner and Chief Operations Officer Luke Kolbeck, as well as Chief Marketing Officer and fellow co-owner Andrew Kolbeck, have been with the company for the past three years, coming to the team from the land development space. The two first became involved with JDH after teaming up with the company in 2021 for a product to benefit the custom home building market. Andrew explains that JDH has kept a lean staff since the 2008 recession and now focuses primarily on the custom home building aspect of its offerings, building around 10 to 12 homes annually. The company’s growth trajectory is nearing the 20-home-per-year mark, but largely all of these are custom floor plans, meaning that a lot of the company’s business is based on delivering what its clients want most out of a project.

The customer is in the driver’s seat
Being a custom home building business by nature, JDH has amassed a portfolio that acts as the starting point for some customers but does not at all limit what can be built. Luke estimates that 75 to 80 percent of the company’s builds are purely custom homes that are not based on an existing model. And he tells us that, more than being a custom home builder, JDH is a company that is about relationships.

“We put the customer in the driver’s seat with their budget,” he says, which means that they are given all the information about their project upfront. This includes 3D CAD tours through the prospective home so that clients can interact with the space and direct what the home will look like. These offerings all come together into what the company refers to as a boutique experience for its customers.

As the design phase continues, the budget for a boutique project can be allocated to what the customer wants to spend and how they want the home to come together, which Luke says sets JDH apart from other home builders in the area. Andrew says that, in home building, the customer works with the entire organization, and this is especially true at JDH. A client doesn’t simply deal with one salesperson but has communication with the whole office, from architects and interior designers to selection coordinators and more. “We provide a hands-on experience in giving clients what they are looking for,” says Andrew, an approach the team has held fast to since the 1990s.

As a result of its client-focused approach, JDH has had the opportunity to work on a breadth of engaging home and development projects. One of the company’s most notable projects so far has been the Sanctuary at Good Hope conservation development, consisting of 41 single-family lots across 150 acres of land located 20 minutes away from downtown Milwaukee, around the Menomonee Falls area. This development also features over 70 acres of natural conservancy land. JDH built 15 of the residences ranging in size from 3000 to 11,000 square feet, and land parcels in the area range from one to eight acres. Andrew says that getting land of that size in proximity to amenities is unheard of and the company is proud to have been a part of the groundbreaking development in that area and others like it.

On top of technology
While its home building is still number one, in recent years, the company has been investing in its digital side in both marketing and customer experience. Research has shown that JDH’s clients first interact with the business over the phone and/or the internet, so the company wants to provide a best-in-class digital experience for that segment and wants to educate future prospects on both the home building and remodeling processes.

To support this effort, JDH launched its new website in April and has also stayed consistent with social media updates on mediums like Facebook and Instagram, even establishing relationships with social media influencers to gain more eyes on its capabilities. The company is not content to rely on the old ways of advertising and communication and distinguishes itself in its field by embracing newer methods in a market that values innovation.

Thanks to its approach of continuous improvement, Luke says that demand for JDH’s services remains extremely strong, especially in light of the general housing shortage in the United States. Despite experiencing headwinds around costs, the current interest rate environment, and ongoing talk of tariffs, JDH is seeing relatively high demand, especially in homes valued at $800,000 and above. Luke says that the middle market of home building is also experiencing a comeback. When interest rates in the industry spiked in recent years, the middle market felt a bit pinched; but now, clients in this space are getting more comfortable with both the interest rate environment and moving into construction, which would not have been the case even a year ago.

Luke says that JDH will continue to optimize its digital experience going forward to keep enticing prospective clients. For the remainder of 2025, the team plans to execute well on its home builds, now with 20 homes in production. JDH is looking to grow its intake to around 25 homes a year and aims to bring a boutique development, each comprising its own community, to market on an annual to semi-annual basis.

Looking ahead
As available land in its home area of southeast Wisconsin gets scarcer, JDH will likely look to move further north and west into areas like New Berlin. JDH is also looking to enter the duplex condominium space thanks to a condominium project that will come to fruition in the fourth quarter of this year. The Cove at Custer, a new Wisconsin community development, will comprise 20 duplex condos likely to house working professionals and clients who are looking to downsize to a smaller space, like retirees. This boutique development will be close to Milwaukee and promises to be another feather in the cap for the company’s considerable portfolio of developments in Wisconsin.

Above all, JDH wants to give its clients a quality building experience through its team-based approach, educating the client and allocating their investments to what is most important to them. “Construction is a bumpy journey for anyone,” Luke says, “and we try to take the best care of our clients throughout the process.”

Construction and home building does not have to be a daunting experience. And Joseph Douglas Homes has the team to see its clients through the journey—with little fuss and with undeniable results.

The post Fulfilling Client Visions With Boutique Projects<p class="company">Joseph Douglas Homes</p> appeared first on Business In Focus Magazine.

County-wide, there is a strong sense of community in Marathon County, and stakeholders collaborate to support the strength of the economy and the quality of life it affords, with organizations like MCDEVCO, Inc. leading the way through the facilitation of business development and strategic partnerships. The organization seeks to understand the needs of the business community and responds with carefully curated educational opportunities, the incubation of entrepreneurs and innovation, and financing opportunities that meet the community where it is at.

By continuing to evolve and pivot, shifting gears when necessary to meet the ever-changing needs of the community, MCDEVCO has become an irreplaceable resource and a pillar of the business community.

Knowing when to adapt
Collaboration and cooperation are at the heart of MCDEVCO’s ability to address the diverse needs of the businesses located across the 60 communities of Marathon County. At no time was this more evident than during the pandemic.

“In 2020, it was our duty to rise to the call to action to assist small businesses that were impacted by the pandemic,” says Executive Director Kimm Weber.

In collaboration with the City of Wausau and Marathon County, as well as private investors, MCDEVCO was able to provide funding relief of roughly $750,000 in grants and forgivable loans to small businesses throughout the county that were impacted by the pandemic, which helped see them through the unprecedented challenges of the time.

“We re-shifted our focus as an organization and took on key strategic initiatives to ensure our viability for the long-term,” says Weber. “Just like any small business, we have to be nimble, have to adapt, and have to look at where we can modify to stay relevant—looking at what we are, what do we want to be known for, and how are we showing up for the business community.”

Part of that shifting focus was centered on the strategic partnership the organization established with the Wausau Business Incubator (WBI) in 2021, which saw the move of the GEARS Center co-working space to the same facility. MCDEVCO came on board as a strategic partner to manage tenancy at the facility, which offers office, manufacturing, and kitchen spaces for lease at affordable rates, building up the entrepreneurial community and making it a one-stop shop for new and expanding businesses.

It is a place where entrepreneurs, innovators, remote and freelance workers, independent contractors, tech workers, and small businesses can call home, with access to a state-of-the-art, affordable work environment. There, MCDEVCO serves as a conduit for people to access resources, information, and support that can take businesses from ideation through comprehensive market analyses and business planning to ensure their viability and staying power.

This includes access to funding, as one of the most significant issues facing businesses in Marathon County is the need for improved access to capital. Businesses asked, and MCDEVCO responded.

Focused on funding
While making funding and support readily available was paramount during the pandemic, post-pandemic access to capital remained a challenge for many businesses, especially with elevated interest rates. In direct response to these issues, MCDEVCO has improved access to funding through the existing GAP financing and the creation of an additional funding stream—the micro loan. Businesses have access to GAP financing and a micro loan program designed to offer support at reasonable rates.

“MCDEVCO has always been a GAP financer as administrator of loan funds made available from the City of Wausau, Marathon County and the Judd S. Alexander Foundation, but we decided to show up in a bigger and better way, so we increased the amount we can fund when we’re funding a GAP transaction for a larger project where we’re working with a bank,” explains Weber. “We also created a micro loan program where we are the sole lender for $25,000 or less at three percent interest to startups or existing businesses in Marathon County to give them the push they need to add a product or service at a very affordable rate.”

Clients are further supported by in-house tools that offer budgeting and projection support to improve communications between the clients and lenders, be it MCDEVCO or a financial institution.

From Weber’s perspective, “If we are going to focus on funding, we need to make sure that we have really good products that people want and that financial institutions see as a complement to the services they can offer, but not as competition, because we’re truly here as a partner to everybody.”

MCDEVCO has also been a recipient of the Wisconsin Economic Development Corporation (WEDC) partner grants for several years running, which support many of its entrepreneurial program efforts, and disbursal of funds on behalf of the Wisconsin Minority Loan Fund to minority-owned businesses in the county. Additionally, based on the understanding that economic decisions impact quality of life, MCDEVCO supports low to moderate-income families in rural Marathon County in the repair of failing septic systems, which is an expensive undertaking that has implications for groundwater quality in the region.

“We are just helping the community grow and prosper and acting as a partner to a lot of the awesome initiatives within Marathon County. That’s what we’re going to continue to do, and we’re going to continue to listen and show up where we need to and adapt as appropriate, based on the needs of the community,” says Weber of the organization’s work and future trajectory.

Incubating business and community
As a community resource, MCDEVCO helps to incubate ideas and entrepreneurs through the provision of countless resources and workshops that empower local businesses with the tools, mentorship, and business acumen necessary for success—because when local businesses thrive, so too does the community.

“We love entrepreneurs and small business owners because we love the community that we serve,” says Weber. “When they grow in a community, there’s a sense that they’re grateful for the opportunity and want to give back. They join boards, they become philanthropic, the threads of their family just continue to weave through the community and build this sense of pride, and we want to foster that,” she explains.

With the momentum of its clients behind it, MCDEVCO is excited about the growth potential of Marathon County. With new projects and partnerships in the works, the energy is palpable—a testament to the work of this team and its many partners. “The organization will continue to listen, adapt, and pivot to address the ever-changing needs of the many communities that represent Marathon County,” Weber says.

While MCDEVCO spearheads many programs and initiatives that take place in Marathon County, more important than anything is that it is an economic hub where people and ideas can come to life for the benefit of the economy and the wider community—where business development is facilitated through education, incubation, financing, and of course, collaboration.

The post Marathon County Calls and MCDEVCO Answers<p class="company">MCDEVCO</p> appeared first on Business In Focus Magazine.

Called a “manufacturing powerhouse” located in a stunning landscape, Dodge County boasts impressive statistics. For instance, 30 percent of the county’s workforce is employed in the manufacturing sector, with some “big players” located right in Dodge County, says Nate Olson, Community Development Administrator of the Land Resources and Parks Department.

While it houses both John Deere and Kraft Heinz, Dodge County is also home to smaller shops that help supply the larger chains, with a presence in metal manufacturing, fabrication, and assembly as well as food and beverage. On the agricultural front, the county produces a plethora of traditional commodities. “We’re a very large rural county,” Olson adds. “More than 900 square miles, so agriculture has played a significant role in the history of Dodge County and how we’ve come to be where we are right now.”

To strengthen the workforce pipeline in the manufacturing sector, several public-private consortia work together, including the Manufacturing Business Alliance, a collection of manufacturers, along with the school districts of Dodge County. “It’s a very collaborative effort that’s partnership-driven,” says Olson. Dodge County also strives to develop workforce development partnerships with local colleges and K-12 schools via four different programs in Dodge County.

Along with the Manufacturing Business Alliance, the county also promotes the Youth Apprenticeship program, which offers high school juniors and seniors employment opportunities that give students the ability to learn on the job and while earning school credit. This program gives students the unique ability to get into a career path while still in high school. Also, it is highly beneficial to employers as it gives them the ability to develop a qualified and committed workforce. Dodge County proudly boasts very high participation numbers in the region and the State of Wisconsin.

Additionally, the Inspire program is another workforce program implemented in Dodge County, which promotes hands-on activities with employers and high school students. The Inspire program is a great opportunity to educate students on a wide variety of career opportunities available throughout Dodge County and allow employers to spark students’ interest in their companies.

“Inspire is about anything and everything,” Olson says. “We get a lot of kids into facilities doing job shadowing and working with people in a career area that interests them. We bring company representatives into our schools to educate students on different career paths in their sectors and how to go about getting into those fields after high school, whether it’s right into the workforce or through a two-year or a four-year degree, and outlining those paths for students to take.”

By promoting a wide range of possible job paths to young students, the program not only helps companies secure their future workforce pipeline but also helps youth understand and consider what job possibilities are available in wide-ranging sectors. “Everybody has their own path and none are alike,” says Olson. “But the biggest thing is identifying those paths and working with students to help them navigate them.”

Dodge County also recently started working with GPS Education, which has eight education centers located throughout Wisconsin offering credentialed youth apprenticeships. “GPS Education serves students for whom traditional school settings may not be the best fit—whether due to credit deficiencies, learning style, or life circumstances,” Olson says.

This dedication to helping employers and students has paid off, with Dodge County enjoying “excellent” relationships with employers, school districts, and local government entities. “In addition to working with employers and school districts, we work a lot with our local communities,” Olson shares.

These mutually trusting and beneficial relationships with local communities and private employers have resulted in honest and transparent conversations that ultimately enhance the county’s ability to drive development and betterment among all its residents. And that betterment is one that Olson takes to heart. “All communities like to boast about their quality of life, but you have to prove it a little bit, and one of the ways we do it is to display everything that Dodge County has to offer,” he says.

For instance, “We have an excellent school system. We have a lot of outdoor recreation right in everybody’s backyard, and one of the largest freshwater cattail marshes in the United States, the Horicon Marsh. We have a very good park system throughout the county, and we also have the Gold Star Memorial Trail here [serving as a memorial to fallen service members of Wisconsin] which, to my knowledge, is the only one in the United States.”

Created in recognition of families who have lost someone in active duty, the unique trail offers a safe, off-road, non-motorized link launched by a group of local Mayville residents to connect Mayville, Horicon, the Wild Goose State route, and Beaver Dam.

With connections to neighboring communities and points of interest for both Dodge County locals and tourists, the Trail fosters the growth of the local economy, recreation, and tourism while also promoting the use of other forms of healthy transportation such as running, walking, hiking, biking, snowshoeing, and cross-country skiing.

The county’s natural beauty and convenient location are definite highlights. “One of the things we hear about, especially in the tourism game, is Dodge County’s location in the state,” says Olson. “We’re very easy to get to, yet when people come here, they actually feel like they’re further away than they are.”

Mostly from neighboring areas an hour or two away, tourists can easily enjoy a wide variety of outdoor recreation activities, which also plays well for the area’s economic development. The convenient location also benefits local businesses such as Kraft Heinz, which enjoys the ability to ship to many markets within a day.

And when it comes to local sales taxes, the area has embraced a unique response, explains Cameron Clapper, County Administrator. Counties in Wisconsin can receive revenue directly from sales tax, with sales taxes paid to the state to be redistributed. But local governments at the city, village, town, or township level do not receive sales tax dollars, he says. Instead the sales tax generated in any given county goes to the county and then is typically used on roads or other operating needs. Not so for Dodge County. “We’ve just launched a new program called the Community Development Fund, which is a grant program exclusive to our local communities. It was designed to help spur and fund projects, whether new business or housing or community assets,” Olson tells us.

“We’ve chosen to take those dollars and instead turn them around and give them back,” says Clapper. “We allocate a significant amount of money back for worthwhile projects, ultimately with the goal that we build greater value in the county and even more tax revenue over time.”

Along with the workforce activities for the K-12 school districts and recently approved grants to address the housing shortage and childcare, this Community Development Fund sets Dodge County apart. Its commitment to community enrichment, coupled with a stunning landscape, has helped put the area on the map.

“We have a lot of people in recent years who have fled from bigger urban areas even while staying connected to whatever companies they’re with,” says Clapper. “We now have people in the county who can work from home a lot more—working for industries elsewhere in Wisconsin, the country, or the world, but living in our county and enjoying the beauties of Dodge County.”

By continually working with developers and local communities to identify new ways to meet community needs, Dodge County has made itself the place to be. “For individuals who might be looking for a relaxing place, where they can have busy meetings on a screen but be looking out a window onto a vast expanse of beautiful landscape, this is the place,” Clapper says.

People who move to the area never want to leave, Olson adds. “They want to stay here. The quality of life and the affordability, the natural beauty that is all around—they wouldn’t want to live anywhere else.”

The post Getting Away – and Coming Home<p class="company">Dodge County, Wisconsin</p> appeared first on Business In Focus Magazine.

What makes Pierce County attractive is the strong connectivity residents enjoy—a tight-knit community, a local economy where small business thrives, and the infrastructure and resources that tie these together and make it a wonderful place to be. With amenities and attractions that are characteristically unique—including access to Class 1 trout streams and the pristine natural settings they afford—and rich in agriculture and the fruits of that labor, Pierce County has developed a distinct flavor and culture that it loves to share.

Collaborative development
Sharing is key to local prosperity in Pierce County, and the Pierce County Economic Development Corporation (PCEDC) plays an important role as a conduit between people, organizations, services, and resources to maximize the impacts and benefits to the community.

The organization’s mission statement, “Advancing Pierce County through growth and collaboration,” is the driving force behind its efforts to support local businesses through relationship building in the interest of a strong and sustainable economy. While the goals may vary with the ever-changing needs of the county’s communities, the PCEDC remains agile, adaptable, and responsive.

“We embrace forward-thinking ideas and creative solutions to foster economic vitality and resilience,” says Executive Director Lauren Highfill. “What we truly need is the ability to adapt, which is reflected in our mission statement and overall strategy. We believe in the power of partnerships: working together with local businesses, community leaders, and regional allies to drive meaningful long-term progress.”

Spearheading many of these initiatives, the PCEDC is what former Executive Director Joe Folsom refers to as a “tool and a resource that people can turn to as they pursue their dreams and goals, whether of community development or economic development. That’s a key component of both economic and community development; it’s being that connector, that resource they can turn to. If we don’t know [thee answer], we usually know who we can turn to to find the answer,” he says.

A community-builder at heart, even though he has formally stepped away from his role as Executive Director, Folsom continues to serve the community, sharing his knowledge and experience to continue building the relationships and connectivity he helped bring to life.

Connectivity matters
Growth in new and existing partnerships has blessed Pierce County with results beyond expectations. A recent $7.96 million investment in broadband infrastructure has brought two-gigabit service and connectivity to the region, a boon for residents and businesses alike.

Together with Pierce Pepin Cooperative Services, Bevcomm, and Spring Valley Telephone, the PCEDC established a public-private partnership, and since 2021, over 7,000 locations have gained access to high-speed internet, which is hugely impactful for a rural community. While a few isolated spots remain in the unincorporated areas, the investment demonstrates the power of partnership.

Pierce County is also strengthening regional connections with neighboring Dunn and St. Croix Counties—united in their belief in collaborating across borders in the interest of regional prosperity—as well as with educational institutions like the University of Wisconsin – River Falls (UWRF), Chippewa Valley Technical College, and Northland Community & Technical College.

“Our academic institutions work very well together on workforce initiatives and, in particular, helping students get to where they want to be,” says Folsom of the work being done to ensure that the next generation of workers is equipped to carry the torch.

Supporting small business
Small businesses are the heart of Pierce County’s economy, which is why they remain a priority of the PCEDC, which offers resources and support to help these operations find success and scale, where necessary. One such success is Ellsworth Cooperative Creamery, which has been in operation since 1910. The creamery produces over 80 varieties of specialty cheeses under the Ellsworth and Ellsworth Reserve brands, as well as private label offerings that are available worldwide. Supported by 200 patron families who are committed to producing dairy products of the highest quality, the business perfectly represents the agricultural foundation of the community and its economy. Its retail store brings in a quarter of a million visitors each year.

This strong agricultural foundation is turbocharging the growth of agritourism in the region, which includes a growing farm-to-table sector. From unconventional offerings at local farms and orchards to The Chef Shack in Bay City, which is a James Beard-nominated restaurant that brings modern French cuisine to the region, there is truly something for everyone to savor.

It doesn’t stop there, either. Behind the scenes, other investments are being made to strengthen the agricultural foundation of the community—once again, through improved connectivity, but in this case, connectivity to markets. An old sand mine in Hagar City has been repurposed by ALCIVIA into a new state-of-the-art rail loading grain terminal that offers a 110-car capacity and 17,000 linear feet of existing track that will be reconfigured to support more agricultural inputs like fertilizers.

The new facility will offer marketing opportunities to grain producers by opening access to domestic and export markets and arbitrage. Equipped with a shuttle loading facility on the BNSF Railway, this now equips ALCIVIA with access to three different Class 1 railways, UP and CPKC included.

Companies like these turn to the PCEDC and its available resources to grow and scale for success. This extends not only to the business supports in place, but also the resources available for those looking to call Pierce County home.

Creating community
To these ends, the organization has developed a housing toolkit to support homebuyers and help developers navigate regulatory process and financing options and expedite housing developments. Folsom explains, “there’s a section for aspiring homeowners, and that’s the piece that no one has ever pulled together. It’s been distributed across the 10-county region and it will be featured in our regional housing forum coming up in June.”

The organization also helped the Village of Ellsworth establish its Community Development Authority, which is taking the lead in redeveloping the old middle schools into a housing project to meet community housing needs, an effort that originated from a visioning process led by the Chamber, one that will have a lasting impact on the community.

Through the tireless efforts of the PCEDC and its many partners to grow opportunities locally, Pierce County has prioritized quality of life and wellbeing by balancing those needs with future development to foster sustainable economic and community development that preserves the rural charm of the area as it grows.

“As you get deeper into Wisconsin, there’s agritourism everywhere,” Highfill notes, “but I would say what’s specifically unique about Pierce County is where we’re situated, close to the Twin Cities and other more populated areas while still maintaining that rural identity,” which the community holds so dear.

The goal of the PCEDC moving forward is to continue to adapt its goals and strategic directives to meet the rural needs of Pierce County. The team will be reviewing its progress and adjusting as needed to remain agile and responsive, aligning objectives with the current economic environment.

Noting that the demographics of the county will shift significantly over the next several years, the PCEDC and its partners will continue to utilize relationships and resources to maximize the collective benefit for all, always asking, as Folsom does: “How can we help our communities and businesses achieve their goals and aspirations in a sustainable way that respects the culture and character of the community?”

The answer to that is to continue to bring people, organizations, resources, and ideas together to strengthen the connectivity of the community, keeping the opportunities coming and prosperity flowing.

The post Growing Connectivity County-Wide<p class="company">Pierce County Economic Development Corporation</p> appeared first on Business In Focus Magazine.

The county’s economic development director, Richard Hartmann, says that Burnett has an advantage over other counties that are centralized in the state, which simply can’t match its unique attributes. Burnett County, he says, has so much to offer in the way of nature and its wonders: its scenery, lakes, rivers, streams, and trails.

Nature within reach
The western border of the county is home to the St. Croix National Scenic Riverway, a designated national park area. This is the closest such expanse of fresh air and clean water to the Twin Cities metro area, with an abundance of multi-use trails for hiking, biking, and recreational vehicles, some of the biggest attractions for tourists. There is also much community pride in the area among residents, with four different communities in the county putting on major festivals in a typical year. These include celebrations like Jordan Buck Day, which commemorates the catching of the largest typical whitetail within the contiguous 48 states, a record that has stood since 1914.

Hartmann has worked in economic development and with Burnett County on and off for around 50 years now, working part-time in his current position for about six years. He also oversees its nonprofit development corporation, the Burnett County Development Association (BCDA), which oversees the retention and expansion of businesses using resources available through the county, state, and federal government.

Hartmann says that his volunteer board and various organizations in the county, like the BCDA and the Burnett County Tourism Coalition, give him a lot of help and ideas on how best to accomplish projects within the modest available budget.

A need for housing
Burnett County has three major areas of focus for its ongoing development to which this budget is most often allocated. The first is housing, and specifically addressing the lack of it for incoming and existing residents. The county offers a wealth of great employment opportunities, but people are having a hard time finding places to live, at least in homes that are close by and don’t incur an 80 to 90-mile round-trip drive.

As it has everywhere, the cost of housing has jumped dramatically, with the average cost of a three-bedroom single-family home sitting at about $320,000. Hartmann explains that approximately 65 percent of properties in the county are owned by people who don’t live there all year-round, meaning that the burdens of property taxes and population increase fall increasingly on long-term residents. To meet this specific hurdle, the county has developed a short-term rental lodging tax situation, with seven of the 24 state municipalities having signed onto the program.

The county also has a current shortage of around 250 houses, as it works to provide more homes at a reduced cost. Hartmann explains that the county’s housing committee, a collaboration of leaders in government, private business, and finance, meets monthly with the priority to develop more housing in one of the county’s three villages/municipalities: Grantsburg, Siren, and Webster. Hartmann says that he and the county will work with its three villages to develop their infrastructure and find developers who can create housing at the right price.

Each of these areas has its own water and sewer works as well as the capacity for expansion, and Hartmann says that if the cost of utilities, infrastructure, water, electricity, and such can be offset, the cost of housing development can also be reduced. Burnett County recently completed a small area plan for a subdivision in lower-market municipalities, with additional scenarios to develop single-family workforce housing, senior housing, duplexes, and even a quadruplex. The subdivision is located at the end of Main Street, which is close enough for residents to walk to both the commercial area and the nearby Gandy Dancer Trail, making it an ideal place for anyone to put down roots.

The county’s population has recently increased by around three percent, especially with people between 55 and 70 years old. Hartmann says that this makes the area something of a retirement community, so the county is trying to tap into the town’s resources, as well as the retirees themselves, so that all can benefit from their talent and experiences through opportunities like volunteering, the service industry, and school and government operations.

The county will also work hard to maintain Burnett’s natural character, meaning its forests, lakes, streams, and trail systems. This will entail the continual improvement of accessibility, both through roads and working with broadband providers to improve internet connection for operations like schools, telemedicine, and local businesses. “We want to maintain this environment,” says Hartmann.

Welcoming people
The second area of focus for Burnett County is talent attraction and retention, finding people who want to relocate to the area.

The county receives a lot of business from sectors like tourism, hospitality, and agriculture, some of which are among its largest employers. It also works with individual businesses, helping them put their best foot forward to both customers and the workforce in terms of advertising their operations.

“Small businesses are the backbone of what we’re doing here,” says Hartmann, with around 20 small to medium-sized manufacturers contributing to the county’s business landscape.

Wages in the county are competitive to a point, with a lot of manufacturers in Burnett offering bonuses and benefits like insurance early in the employment process to entice new workers. The area also has ample room for expansion, with an industrial park in Grantsburg having recently acquired an additional 28 acres that is currently under development. The Siren community and industrial park is similarly poised for expansion in its manufacturing and service division jobs.

The third and final area of focus for the county is an increase in childcare access and affordability. With the development of adequate childcare for current and incoming families, the number of working people in the county can be boosted. Hartmann says that the county is seeking more data to see what is needed in this area—and how to execute it well—as an influx of families will help to boost the schools and local workforce.

A winning lifestyle
Although Burnett may not have all the offerings of a large urban center, it benefits from being close enough for residents to visit the Twin Cities area and still be home in good time without dealing with the problems those larger markets can bring.

The county is home to solid public schools and, according to Hartmann, is a safe and welcoming place to raise a family.

“We have a really good lifestyle here,” he shares. The benefits, advantages, and charm of Burnett County are obvious to anyone who visits, and they are there to be shared with anyone thinking of making their home among its trees and lakes.

The post Nature Made This Place Beautiful – Now the County’s Making it Work<p class="company">Burnett County, Wisconsin</p> appeared first on Business In Focus Magazine.

This includes fostering collaboration with over 600 regional and local partners.

Renowned for its progressive outlook, Wisconsin is a community of change makers, each with their unique ideas of how to succeed, whether through launching new companies, improving the state of the world, reaching a wider audience, or revitalizing communities. To that end, WEDC offers resources, financial support, and operational assistance through collaboration with partners that include academic institutions, industry clusters, and regional economic development organizations.

From encouraging the revitalization of Main Streets and commercial districts to igniting the visions of a diverse variety of business owners, WEDC contributes to the creation of prosperous, lively communities throughout Wisconsin, giving both rural and urban regions fresh vitality, wholesome trade, and hospitable common areas. By making connections with new markets and fostering global contacts, WEDC helps motivated businesses grow and reach their full potential, whether they are Wisconsin-based companies seeking to expand or international companies looking to invest and prosper within the state.

Supporting the ambitions, activities, and products of businesses from conception to commercialization, WEDC assists innovators and problem solvers in their quest for breakthroughs that can transform entire sectors, create new businesses, and improve people’s lives.

“The Wisconsin Economic Development Corporation is the state’s leading economic development agency. We’ve been in existence since 2011, and before that, we were the Department of Commerce,” says Missy Hughes, Secretary and CEO. “At WEDC, our goal is to invest all across Wisconsin to help the economic well-being of people and their businesses and communities. We have a real vision of creating an ‘Economy for All’ where every Wisconsinite has the opportunity to thrive.”

Main responsibilities fall into three buckets, she says. The first bucket is helping businesses and communities with their projects, whether that’s building another warehouse or manufacturing facility or helping a community that wants to redevelop a theater, for example.

The second bucket involves assisting with entrepreneurship and innovation, including startup businesses.

The third bucket encompasses helping with global trade and investment. “That means helping our companies as they seek to export their goods, or if a company is interested in investing in the United States, we’ll convince them that Wisconsin is the best place for them to do business,” Hughes says.

When it comes to investments, however, the global economic turbulence at present has her concerned and engaged, working to ensure that Wisconsin remains strong throughout. “Wisconsin has a strong economy based on industry and agriculture, and we’ve been growing,” she says. “Our GDP grew in the last quarter, and we’re strong coming into this period. We have concerns both for our manufacturers, who are moving goods back and forth across the Canadian line or the Mexican border, and also for small businesses that might be importing from other countries, especially China.”

Exciting industries are emerging in the state, however, with technology and biohealth being at the forefront. After being designated as a Regional Technology Hub by the U.S. federal government in 2023, in 2024 Wisconsin achieved a significant milestone as a Phase 2 recipient in this program when the U.S. Department of Commerce Economic Development Administration (EDA) awarded the state $49 million in federal grants, bringing Wisconsin’s total funding so far to more than $80 million. The Wisconsin Biohealth Tech Hub, led by BioForward Wisconsin, aims to position the state as a global leader in personalized medicine, an emerging healthcare approach that tailors tests, treatments, and therapies according to a patient’s unique genetic code, medical record, and environment, according to the EDA. “Leveraging its cluster of healthcare assets and track record of commercializing medical research, this Tech Hub seeks to facilitate manufacturing coordination and data sharing, expand lab space and computing capacity, advance the field of critical genomic technology, and accelerate domestic biotech manufacturing,” the EDA describes. 

“There’s an idea of personalizing medicine in a way where someone gets the most effective treatment most efficiently and has access to the treatment right when they need it,” Hughes says. “We’re excited about what’s happening in Wisconsin, and we’re seeing other companies being attracted here because of that.” In particular, Eli Lilly has committed to a $3 billion pharmaceutical facility. Additionally, Microsoft is making a grand entrance, building one of its biggest facilities in the United States in the hub.

“It’s a data center for artificial intelligence, and in conjunction with building the data center, Microsoft also established their first co-innovation lab focused on advanced manufacturing and artificial intelligence in Milwaukee,” Hughes says. “That’s going to change the game when it comes to using artificial intelligence in advanced manufacturing, and we’re excited to have that happen in Wisconsin.”

What’s enticing big businesses to relocate to and invest in Wisconsin? Hughes thinks it’s a combination of factors. First and foremost, as companies are looking to choose a location, they’re seeking out workforce, and since the entire country is experiencing a shortage in that area, what companies are really looking for is a committed workforce that’s well-educated and well-trained, which can be found in Wisconsin.

“As I talk to CEOs who are building their businesses here, they’re really focused on the excellence of the Wisconsin workers,” adds Hughes. “We also have access to stable power, we have lots of fresh water, and we have a relatively stable climate, which these days is becoming more and more important for businesses as they look at their risk. When establishing a big facility, they want to make sure they’re not going to encounter big problems.”

Wisconsin has always had a strong presence in manufacturing, especially in energy, power, controls, and food and beverage manufacturing. “We’re excited to continue having strong industries, but we see opportunity, especially around clean energy.” To that end, the state has produced battery companies, such as COnovate in Milwaukee, and companies bringing brand-new technology, such as Realta Fusion, a company born out of UW – Madison focused on nuclear fusion.

Of course, no matter what industry is investing and putting down roots in the state, environmental awareness and sustainability are ongoing concerns for WEDC. Ensuring companies understand the importance of preserving the environment is vital.

“Those are the companies that are going to be the most forward-looking,” says Hughes. “If they’re thinking about conservation of resources, about the impact on the environment—whether it’s protecting fresh water or thinking about climate change—these are the companies that are looking forward, which is our motto. We want to make sure we’re attracting and talking to companies that are excited to be thoughtful but also innovative and excited about the future,” she says. “We’re excited about the portfolio of major, iconic companies that we have, and also that Wisconsin has come onto the national scene in a really exciting way.”

WEDC offers many incentives for businesses including tax credits and grants that help fund infrastructure. As for intangible benefits, there’s the quality of workforce, quality of life, and the low cost of doing business, all key factors that long-term companies look for. “We know it’s a risky proposition to land your business someplace,” says Hughes. “We want to show the company we’ve got their back, and we want to support them to be successful in Wisconsin.”

To help alleviate the huge concern about housing that’s present everywhere in the country, Wisconsin recently received a historic investment from the state of over $500 million to support new housing development and ensure adequate housing for all. There’s no doubt new housing will be vital for the influx of residents that the Wisconsin Biohealth Tech Hub is expected to bring, along with flourishing existing companies such as Hewlett-Packard, GE Healthcare, and Harley-Davidson.

Entrepreneurs are also of prime concern for WEDC, with many major companies having been founded in Wisconsin as a one- or two-person shop, including Oshkosh Corporation and Snap-On Incorporated, to name a few. “They started here in Wisconsin, and they started from ideas,” says Hughes. “We want to make sure the ideas of today turn into those iconic companies 50 or 75 years from now.”

On a lighter note, Wisconsin has enjoyed a variety of major entertainment events recently, including the NFL Draft weekend in Green Bay this past April, which boasted an overall attendance of more than 600,000 people. “It was incredible,” says Hughes. “With the nation looking at Wisconsin, we were able to showcase these opportunities in really spectacular ways.”

And in 2024, the popular cooking show competition Top Chef was filmed in Milwaukee, resulting in what was basically “a 16-week commercial for Wisconsin. They were in Milwaukee and Door County and all around Wisconsin. It was fabulous.”

Looking ahead, Hughes and the WEDC aim to keep Wisconsin at the forefront of the national stage to ensure people are aware of all the opportunities waiting for them here. “We want to keep Wisconsin in the spotlight,” Hughes says. “We want to make sure that companies are looking at Wisconsin as an opportunity to invest and grow, and we want to keep pace with that growth.”

The post Growth and Job Creation – WEDC Brings a Wish for Wisconsin to Life<p class="company">Wisconsin Economic Development Corporation (WEDC)</p> appeared first on Business In Focus Magazine.

At the helm of this transformation is Daric Smith, Executive Director of Adams County Economic Development (ACED), whose pragmatic, community-first approach is turning challenges into opportunities and laying the foundation for long-term prosperity.

Adams County’s most immediate and visible driver of growth is tourism, particularly outdoor recreation. The county’s abundant natural resources, including lakes, forests, and rolling terrain, provide the perfect backdrop for a wide range of year-round activities that are increasingly drawing visitors from across the Midwest and beyond.

“You’d be hard-pressed to find better golf in Wisconsin than all of the courses right here in Adams County,” says Smith, referencing renowned destinations such as Sand Valley Golf Resort, Northern Bay, and Lake Arrowhead. These golf courses have become economic anchors, not only attracting tourism dollars but also generating demand for lodging, restaurants, and second homes. “The ripple effect is massive. When people come for the golf, they spend at our gas stations, our restaurants, and our local shops. It builds out the whole economy.”

And the county isn’t putting all its eggs in the golf basket. ATV and UTV recreation are seeing rapid growth, with more roads opened to off-road vehicles and more visitors arriving specifically to explore the area’s trail networks. “With snowmobiles being down due to lighter winters, this has become one of our biggest recreational spikes,” says Smith. These visitors support small businesses in often-overlooked parts of the county, from convenience stores and mechanics to diners and campgrounds.

Festivals and public events organized by Visit Adams County, the local tourism bureau, have also become essential to building the county’s identity. Events like the Duck Derby and seasonal festivals not only attract tourism but also inspire pride and unity among residents. “We’re creating experiences that people will travel for, but more importantly, we’re giving locals something to celebrate,” Smith says.

While tourism has brought fresh energy, he emphasizes that true revitalization comes from within, and that means supporting entrepreneurs, small businesses, and local workers. ACED has implemented several grant programs designed specifically to help people turn business dreams into reality. One of the most impactful is the Business Plan Grant, which provides up to $2,500 for new and expanding businesses. This funding can be used for business registration, website development, inventory purchases, or marketing materials. “We’re lowering the barrier to entry,” says Smith. “Sometimes $2,500 is the difference between starting a business and giving up on the idea altogether.”

This grant has already helped launch a wave of women-led startups such as Wildflower Yoga and Bloom Fusion, along with high-growth businesses like Up North Brewing, which has quickly become a regional attraction. “They got the grant and within months were growing fast,” Smith shares. “That’s the kind of acceleration we’re aiming for—quick wins that lead to lasting success.”

Another innovative initiative is the Homestead Credit, designed to attract and retain workers by helping with the costs associated with purchasing or building homes located in Adams County. Available to existing employees and remote workers relocating to Adams County, this grant offers up to $2500 to incentivize Adams County workers to create their permanent residence within the county.

These programs reflect a deeper understanding of the real barriers rural residents face. Whether it’s housing affordability, access to capital, or simply a lack of confidence, Smith and his team are designing solutions grounded in lived experience, not theory. He believes that long-term success in Adams County depends not only on today’s entrepreneurs but on tomorrow’s workforce, and that’s why ACED has partnered closely with the Adams-Friendship Area School District to prepare students for real-world success through hands-on career development.

Programs like Reality Day, where students go through simulations of budgeting, housing, and real-life financial decisions, and Workforce Professionalism Day, which introduces students to job expectations, attire, and etiquette, are helping bridge the gap between school and the workforce. “We’re seeing kids have lightbulb moments. They’re realizing that work requires showing up, being respectful, and having basic financial literacy. These are lessons that can change their entire path.”

Local employers have also taken a proactive role, participating in career fairs, mock interviews, and work-based learning experiences. For students, these programs provide both motivation and clarity; for employers, they help build a reliable pipeline of local talent ready to enter the workforce. “We’re giving students exposure to jobs and businesses they didn’t even know existed in their hometown. And that plants the seed that they can have a future here.”

In 2023, Adams County was selected to participate in the USDA’s Rural Partners Network (RPN), a significant milestone that has brought structure, visibility, and funding potential to local efforts. The program connects rural communities with federal agencies and technical assistance, allowing them to access funding and support that would otherwise be out of reach.

“Being part of RPN means we’re not going it alone anymore,” Smith says. “We have partners at the federal level who understand rural needs and are helping us bring projects to life.”

The RPN structure helped us create working groups focused on priority areas such as housing, childcare, broadband, and downtown revitalization. These groups gather stakeholders from across the community from nonprofits to business owners, educators, and government leaders to plan and implement strategic initiatives. One early success has been a comprehensive housing study, which will guide decisions around zoning, development incentives, and infrastructure. “We can’t fix what we don’t understand,” Smith tells us. “This study gives us the data to attract developers and build the kinds of housing our residents actually need.”

Other initiatives include exploring rural transit models to support aging residents, coordinating regional childcare solutions to enable more parents to enter the workforce, and working to improve broadband connectivity, which is a critical factor for education, healthcare access, and remote work.

“These issues are all connected; you can’t attract a workforce if there’s no childcare, and people can’t work from home if they don’t have internet. RPN allows us to look at the whole picture.”

Perhaps the most inspiring part of Adams County’s story is its emphasis on building community and not just commerce. Revitalization efforts include beautifying downtown areas, supporting the arts, and enhancing civic spaces. “We’re not just trying to bring in money; we’re trying to make this a place people are proud to call home,” says Smith.

In tandem with ACED’s economic efforts, these community investments are helping to change the narrative around rural life. “People are realizing they can build something here, raise a family here, and be part of something meaningful.”

Adams County still faces challenges common to rural areas—like declining school enrollment, aging infrastructure, and a limited tax base—but the progress made in recent years offers a clear blueprint for what’s possible when a community comes together with a shared vision. “We’re not pretending everything is perfect,” says Smith. “But we’re not waiting for someone else to fix things either. We’re doing the work.”

That work, which is driven by partnerships, strategic planning, and a relentless belief in local potential, is paying off. The county is retaining talent, attracting visitors, supporting entrepreneurs, and building a stronger, more inclusive economy. “We’re showing that rural doesn’t mean stuck; it means adaptable. It means connected. It means full of potential.”

As Adams County continues to invest in its people, places, and partnerships, it stands as a powerful example of rural resilience, and a reminder that big things can happen in small communities.

The post Small County, Big Moves – A Push for Rural Revitalization<p class="company">Adams County, Wisconsin</p> appeared first on Business In Focus Magazine.

One of the region’s most unexpected and powerful draws is the Mississippi Thunder Speedway. What started as a local dirt track has grown into an international attraction, drawing racing enthusiasts from across North America.

“We have people from almost all 50 states and several provinces in Canada coming to that racetrack,” says Lee Engfer, Administrative Coordinator. “It’s a dirt track, which is unique coupled with an amazing scenic view—there are only about a dozen like it in the country. It is a third of a mile long, offering a quality fast track for multiple racing groups while maintaining a family-friendly environment. The track’s design and view are also one-of-a-kind, which really draws people in.”

The track’s owner, Bob Timm, has played a pivotal role in its evolution. Timm’s forward-thinking approach has led to major events, including the USMTS Nationals and XR Super Series races, which have expanded the reach and visibility of both the Speedway and the county itself.

While the high-speed action takes place at night, the economic ripple effect is felt throughout the day. Tourists camp near the track, explore the region during daylight hours, and patronize local wineries, restaurants, and attractions. What started as one or two marquee races has grown to four major events per year, in addition to weekly Friday night races throughout the season.

“The racetrack has become a hub of collaboration,” says Engfer. “They’ve created partnerships with local bars and restaurants to run specials, and they rotate local vendors and service providers, so more businesses get a chance to benefit.” The track also gives back to the community through 50/50 raffles and cleanup projects that benefit youth and civic organizations.

“People come for the race in May and end up coming back for a vacation,” Engfer adds. “Then they discover even more and come back a second, third, or fourth time. It’s incredible exposure for the region.”

Of course, there’s more to Buffalo County than fast cars. For those seeking peace and connection with nature, the area’s scenic byways, rolling hills, and fertile farmlands offer a rich tapestry of rural life.

District 14 Supervisor Mary-Anne McMillan Urell shared a memorable experience with out-of-town guests: “When friends came to visit, they were captivated by the landscape, rolling farmland, wild turkeys, deer, and vibrant crops,” she tells us. “It was such a contrast from what they were used to in the city.”

John Hadley, District 8 Supervisor, echoes the sentiment, noting that the area’s bluffs offer stunning views of the Mississippi River and year-round opportunities for outdoor recreation. “We’ve got a lot of eagles here,” he says. “In March, when the ice melts, you can see hundreds of eagles fishing where the water starts to open up. It’s beautiful to watch.”

Bird migrations bring even more wildlife watchers to the area, as pelicans, swans, hummingbirds, and butterflies follow the river corridor north and south. These migratory events, particularly in the spring and fall seasons, draw nature lovers, photographers, and tourists eager to experience one of the best birdwatching destinations in the Upper Midwest. Buffalo County is known nationwide for its large white-tailed deer bucks, and has numerous outfitters and public land opportunities for a person to harvest that deer of a lifetime!

For those who prefer two wheels for their scenic road trips, Buffalo County is also gaining recognition as a haven for cyclists and motorcyclists. The county’s hilly terrain and curving roads offer stunning rides with minimal traffic. “There are these winding, elevated roadways that people drive several hours just to experience,” Engfer says. “It’s not heavily advertised; it spreads through word of mouth.”

The Flyway Trail is a new connector bike trail that will be completed in early July connecting Minnesota’s Mississippi River Trail from Winona, Minnesota to Wisconsin’s Great River State Trail, the La Crosse River State Trail, the Elroy-Sparta State Trail, and the 400 Trail, which travels into Reedsburg, Wisconsin, providing 108 miles of scenic biking pleasure! For those looking for something during the winter months, Buffalo County offers numerous ice fishing contests, snowmobiling, and cross-country skiing opportunities, to list just a few things to do.

Truly, Buffalo County’s success lies in offering something that feels both grounded and novel. Where else can you find a farm-to-table pizza experience surrounded by goats and cornfields? “We have these ‘pizza farms’ that draw people from hours away,” says McMillan Urell. “You’ll order a wood-fired pizza, sit next to a cornfield, and enjoy live music with a few farm animals roaming around. It’s incredibly charming.”

In addition to pizza farms, Buffalo County also features farm-to-fork restaurants that raise and prepare everything onsite, along with art festivals, small-town farmers markets, and music series like Rhythms by the River. Wineries, distilleries, and boutique shops offer some great, unique opportunities. Visitors enjoy experiences that are immersive, authentic, and deeply rooted in community traditions.

“There’s a location called Kinstone that’s kind of like a spiritual site,” McMillan Urell adds. “They’ve arranged large stones like Stonehenge and hold seasonal events aligned with the sun and moon. It’s both spiritual and fascinating,” she shares.

This blend of rustic charm and cultural curiosity is what keeps people coming back. “COVID actually turned out to be a good thing for Buffalo County,” says Hadley. “People from metro areas were desperate to get outside, and they discovered our rural places. Now they keep coming back.”

During the pandemic, local residents also became more engaged in exploring their own backyards, leading to renewed appreciation for the natural assets and small businesses that define the area. In Alma, the oldest continuous business since 1862 still operates as a hotel and restaurant. Alma also offers a Fishing Float where over 35,000 fish are caught, including sturgeon, walleye, and bass.

To support this growth in tourism and community engagement, Buffalo County launched a new website in late 2024, Explore Buffalo County. “The goal was to create a platform for partnerships and to promote the unique things happening here,” Engfer explains. “When people are thinking about visiting the Midwest or exploring the Mississippi River, they’ll find our site and see all the different things to do in our area.”

Rather than focusing solely on river towns, the website invites visitors to explore the entire county, from the lush valleys and farmland to the cultural hubs and small-town streets. “For residents, it’s like a one-stop shop,” says Engfer. “You can see what events are happening, search for festivals, or check out new businesses. It’s both a visitor guide and a community calendar.”

The site also helps market area businesses through profiles and interactive maps. “We’re making it easier for people to find hidden gems, whether it’s a bed and breakfast, a hiking trail, or a seasonal festival,” Engfer explains. “It’s all part of building a stronger, more connected rural economy.”

Of course, the Mississippi River remains a cornerstone of the Buffalo County experience. It provides recreation opportunities year-round: fishing, hunting, kayaking, tubing, birdwatching, and even ice fishing in winter. The county is home to two locks and dams—numbers 4 and 5—which help facilitate not only transportation and fishing but also tourist attractions like the Alma Fishing Float. “The river really shapes our identity,” says Engfer. “It attracts outdoor enthusiasts, supports wildlife, and helps sustain the local economy.”

Outdoor recreation also provides critical support for local businesses. “Lodging, dining, gas stations, art galleries—they all benefit from people coming here for outdoor activities,” he adds. “Without that, a lot of small businesses wouldn’t survive.”

And Buffalo County’s leaders aren’t slowing down. The Mississippi Thunder Speedway continues to expand, with new food service upgrades completed and more improvements planned for 2025. The county is also focused on sustaining momentum through community engagement, tourism development, and economic diversification. Plans are underway to grow the Explore Buffalo County website, expand rural broadband access, and improve signage for scenic routes and historic sites.

“We’re seeing the long-term benefits of collaboration,” Engfer says. “Whether it’s local businesses teaming up with the Speedway or people sharing their favorite hiking trails and pizza spots, it’s all helping to create a sense of place—and it’s working.”

At first glance, Buffalo County might seem like a quiet corner of Wisconsin, but take a closer look and you’ll find a vibrant, evolving region filled with character, opportunity, and a deep respect for the land and its people. Whether you come for the dirt track or the scenic roads, the pizza farms or the eagle sightings, one thing is clear: Buffalo County has something special to offer. As McMillan Urell puts it, “Sometimes all it takes is getting off the main road to find something truly memorable. We won’t stop you from visiting; with only one set of stop lights in the county, you won’t be held up!”

The post Rooted in the Land, Racing Toward the Future<p class="company">Buffalo County, Wisconsin</p> appeared first on Business In Focus Magazine.

Wausau’s strategic location is another major plus. “We’re the gateway to the North,” Mayor Doug Diny says. “We’re the crossroads of commerce.” Highway 29 and Highway 51 intersect in the heart of the city, providing quick and easy access to other parts of the state. “It’s a perfect place, centrally located.”

The natural resources of the Wausau region create rich opportunities for business, a win for both the economy and locals looking to enjoy life. “The whole area is going all in on outdoor recreation. Local organizations are developing hundreds of miles of gravel biking routes throughout our rural areas. There will be new mountain biking trails on Rib Mountain State Park that will complement the other area trails, winter downhill and cross-country skiing, hiking, and much more—all about 20 minutes from downtown Wausau.”

Lake Wausau is another attraction that draws tourists and locals alike, and the community is working hard to maintain the popular resource. “We have a hundred-plus-year-old dam that needs to be repaired, and the paper mill is spending extra to not have to draw the lake down,” Mayor Diny explains. “We understand the amount of impact that has, not only on the people living around the lake, but what it draws in recreationally.”

Local leaders recognize the need to make Wausau a place that appeals to potential employees as well. “One of the things that we’ve realized is that, as the competition for workforce continues to grow, we need to be a place where people want to live and want to work,” says Fifrick. “People have more mobility than ever now to choose where they work, so having a place that people want to live first of all, and then finding a job, is a lot easier than trying to do it the other way around. People have the mobility to choose where they want to work, so let’s give them a place where they want to live, and then they find the jobs here.”

This effort to improve the community includes a number of exciting redevelopment projects, one of which is the Wausau Center Mall. “The pandemic and everything associated with that was one of the final death blows to our regional mall site,” Fifrick says. “The mall was closed up at that point and redevelopment plans went into place.” The Wausau Opportunity Zone, a public-private partnership, is behind the project. The demolition is complete and the team is currently working on phase one with Middleton, Wisconsin-based developer, T. Wall Enterprises.

The finished project will include 153 residential units, underground parking, and first-floor retail. “We’ve been going through a lot of planning,” says Fifrick. “With such a large site, there is a lot to consider: how we reroute roads, utilities, and what kind of development we look for there. It’s a great project, hopefully a catalyst to the redevelopment of that mall area.”

The city’s riverfront is also getting a makeover. “The Wisconsin River in Wausau, like most of the Midwestern towns with a large river, has been a working river for many years,” Fifrick explains. “It was the center, where you would see a lot of industry over time. So we’ve been really trying to redevelop it for placemaking purposes to provide a better experience for citizens. We’ve been actively working with some of our businesses, our manufacturers, to move them out to our business campus, which allows for redevelopment along that riverfront area.”

The entire northeast side of the river has either been secured for redevelopment or is already undergoing remediation. There is a nearly completed trail, and soon there will be new housing. “We are working with a developer right now to add some additional residential units,” Fifrick says. “We’re looking at a project for 144 units that will be right next to where we have another apartment complex.”

This existing complex, Riverlife Apartments, was featured in a 2016 Business in Focus article that profiled the first stages of the Wisconsin River redevelopment. “That was our first successful project down there,” Fifrick says. “And just to the north of that, we built a park area with a food service area.” The city partnered with the state to create the park. “We’ve got a really cool playground area that draws in a lot of kids; the outdoor equipment out there is pretty fabulous,” he says.

Located between the park and the apartment complex, WOW Family Entertainment Center offers laser tag, arcade games, and a full-service restaurant and bar. “It really complements the park quite well.”

City leaders have worked diligently to see the river redevelopment through to its current point. “It’s really a process, to make something like that happen,” Fifrick shares. “With a working river like that, you have a lot of environmental cleanup to go through over the years. That’s been an ongoing battle, but we’re making progress, which is a good thing.”

Expanding the residential market is another goal for the city. “This is a big focus,” says Fifrick. “We have two different projects we’re working on right now that fall into the workforce or affordable housing category, both thanks to low-income housing tax credits.” Several market-rate housing projects are in the works as well, including a single-family residential subdivision in progress on the west side of town.

“We haven’t had a neighborhood-type development in quite some time because we are somewhat landlocked, so we’re limited in where we can place these,” Mayor Diny says. “We have to be creative with zoning, and we have to build up in the downtown area.”

The city recognizes demographic changes that are driving the need for more housing. “15 years ago, you had three and a half members per household,” Mayor Diny says. “Now we’re down to around 2.7 on average. So you don’t necessarily have a boom in population, but you have a need for housing because people are living fewer per house these days. So I think that indicates we need to concentrate on the density, the smaller apartment style, and maybe some smaller homes that would be more affordable for that smaller family.”

“If you go back to 2022, our regional planning commission put together a study that identified the housing needs in our area,” Fifrick tells us. “At that point, they projected we needed 525 new units in the area by 2025.” Things are moving along nicely, with nearly 500 units underway. “We’re making really good progress,” he says. “It’s just a matter of continuing to work toward that.”

Looking ahead, city leaders plan to draw more industry to the area. “We need to focus on attracting businesses here,” says Mayor Diny. “If we can get the jobs—and the high-paying jobs, the technology jobs—that will drive the rest of the economy.”

“We’re working on that right now with our business campus,” adds Fifrick. “We’re really looking at the inventory we have and what we can fit on some of those parcels where we have land available for development. We’re the only city in Marathon County that has a WEDC-certified site; WEDC is our state agency for economic development.”

The campus can accommodate smaller manufacturing companies that require just a few acres as well as larger businesses, particularly those that align with city goals. “We’re really trying to lure those high-tech jobs that people are going to be needed for in the long term,” Fifrick says. “We’re really focusing in and making sure the companies we’re bringing are long lasting.”

This forward-looking mindset is helping Wausau reinvent itself—from the mall and riverfront redevelopments to expanding housing and strong business recruitment strategies. The result is a city poised to attract new companies with the talent and families who will make Wausau a great place to live, work, and play.

The post Redeveloping for the Future<p class="company">City of Wausau, Wisconsin</p> appeared first on Business In Focus Magazine.