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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The post Helping Businesses Grow, Thrive, and Succeed<p class="company">Ignite (Fredericton and the Capital Region)</p> appeared first on Business In Focus Magazine.

Small businesses employ nearly half of private-sector workers in the U.S. That includes those repair shops, farmers, construction contractors, and restaurants which are keeping the economy afloat. As well, small businesses accounted for 88.9 percent of overall job growth from 2023 to 2024. And often, its these small local startups that also drive innovation that changes lives.

But here’s the hard truth: success comes at a high price for many entrepreneurs. Working around the clock, not having time to sit down to eat a meal or exercise, and missing out on sleep can all be part of getting a business off the ground and keeping it running. And while they work superhuman hours, small business owners are still people like the rest of us. To be healthy and happy, they need sleep, exercise, a good diet (including staying hydrated), and finding time for socializing.

For many small business owners, the day starts early—sometimes really early—but before that comes the sleep that’s needed to keep functioning. Sometimes, especially during peak seasons, it is tempting to just push through the night to get things done, but that doesn’t always help people get ahead.

The phrase “burning the candle at both ends” hits home. Robert Roy Britt, author of Make Sleep Your Superpower, told the U.S. Chamber of Commerce all about why a good night’s sleep really does matter. “I’ve worked in a family business, launched my own business, managed crews small and large, and spent time in a corporate C-suite, and the one resource that was always scarce for me was sleep,” said Britt. “Hindsight and science have taught me that efficient and effective sleep is vital to effective leadership, in small business or otherwise.”

Britt went on to explain why that seven to eight hours of slumber should be a business owner’s priority. “Think of higher-quality sleep as an investment in your success, like purchasing more efficient systems or hiring smarter people.” The payoff is more productive time when you’re fully rested and awake to take on business challenges.

When it comes to self-care for these self-starters, sleep should be a priority. Another top one is physical activity. The business owner is often the first one in and the last one out, and as for taking a break? Who has time to walk away, let alone get on a bike for a ride or head out for a run?

Yet Forbes highlights a number of good reasons to make time to exercise while building a business. First is the mindset of recognizing that physical activity is preventative medicine. By doing regular exercise, you are telling your body that it needs to stay resilient.

In fact, engaging in regular exercise stimulates a protein called brain-derived neurotrophic factor (BDNF). The BDNF protein supports the growth and connections between neurons in the brain known as neuroplasticity. It is these new and different pathways that help us learn and adapt to new situations, which is what steering a business requires.

Exercise helps build our problem-solving capabilities, improve memory, and reduce stress levels by lowering cortisol. Cortisol is a hormone that is produced by adrenal glands to respond to stress to help us keep things together physically, but can come with a price of increased blood sugar, weight gain, and high blood pressure. Exercise helps lower these levels. The other key benefit is that regular exercise can also lead to improved mood, better sleep, and more energy through the day, all of which are invaluable for entrepreneurs who are in the early stages of business development or those aiming to scale their business.

And if exercise provides a boost to mood and mental acuity, a diet that includes whole foods is what helps sustain the results. What you eat provides the building blocks that go into every cell of the body and factors into your immune response, including how quickly you heal from an injury. Eating a balanced diet with lean proteins, complex carbohydrates, and healthy fats can better fuel how we get through the day.

The real challenge is eating whole foods and avoiding the all-too-easy processed foods, especially if there are only a couple of minutes to grab lunch. This can be especially difficult for entrepreneurs who face grueling schedules filled with early mornings, late nights, and back-to-back meetings.

A Michigan State University article points out the relationship between what is in our gut and the central nervous system, connected through diet. “According to the National Institute of Environmental Health Sciences, the microbiome is the collection of all microbes. This includes bacteria, fungi, viruses and their genes, which naturally live on our bodies and inside us. The foods you eat have a direct impact on your mood, cognitive function and mental health.”

There is also a correlation between eating processed, low-nutrient food and increased rates of depression and anxiety. The bottom line is that a healthy diet can improve your concentration and attention span.

Ways to avoid the fast-food trap? Plan ahead. Prepare weekly meals at home and keep the good food close, with high-nutrient snacks like almonds, fresh fruit, and hummus and crackers close at hand.

Another thing we know we should do but often forget is to stay hydrated. In our coffee culture, enjoying a hot cup of joe throughout the day is a popular habit, but caffeine only gives you a short-term boost. Experts agree that water should be your go-to fluid, because it supports the body’s processes. As Time magazine points out, staying hydrated is an investment in your most important asset—your brain. Even mild dehydration can lead to brain fog and fatigue. Before every Zoom call or meeting, try to drink some water, and keep a bottle at your desk or behind the counter where it provides a visual cue to reach for it.

Taking care of the body is the foundation of a healthy approach, but the mental and emotional sides need proper care as well. Are you getting together regularly to unwind with friends and family? Making time for socializing can have long-term benefits for mental and physical health, and in many ways, this is not all that surprising. We have evolved to work together in social units to get things done and stay safe. The little things we do when we are around people—like listening, reading body language, and processing how to respond—are both stimulating and health-promoting.

Certainly, managing all the ups and downs that come with starting and running a business can take their toll. That’s why having people in our lives to provide a sounding board can go a long way toward overall mental health.

“People are often surprised by the literature that shows a correlation between social contact and enormous health benefits,” says Dr. Amit Shah from the Mayo Clinic. “We hear so much about the risks of obesity and smoking, but loneliness and social isolation are just as much of a health risk,” he explains. Getting out of business mode takes intention, so schedule it. Make a plan for keeping in touch with your friends and relatives and follow through.

We can’t kid ourselves that starting a business isn’t an all-encompassing venture, but a good entrepreneur is also a good planner. So applying that mindset to staying healthy can be the difference-maker for your business’s long-term success.

The post When Good Habits Pay Off<p class="company">Self-Care for Self-Starters</p> appeared first on Business In Focus Magazine.

In the pages of history
Displaying the rich textures of local culture, the Moton Museum in Farmville occupies what was once the Robert Russa Moton High School, which gained fame as the birthplace of the student-led Civil Rights movement in 1951, when 16-year-old Barbara Rose Johns took a public stand against segregation, giving rise to a student strike that would reverberate down the years through collective American memory.

To mark this significant moment in history, the state of Virginia commissioned a statue of the brave young woman, which now stands in the Statuary Hall in Washington, DC. The museum was later nominated as a UNESCO World Heritage Site.

With the majority of plaintiffs in 1954’s Brown v. Board of Education (another landmark case during the Civil Rights Movement) from Prince Edward County, the area’s legacy of commitment to equality prevails. As a friendly county known for its creativity and warmth, it has also been home to a string of glitterati, from hip hop star The Lady of Rage (Robin Yvette Allen) to admired screenwriter and filmmaker Vince Gilligan of Breaking Bad and Better Call Saul, to Founding Father Patrick Henry.

Today, this ACT Work Ready Community is experiencing a renewed surge in popularity, and not a moment too soon. Flush with unique assets ranging from the historical to the recreational, Prince Edward County offers variety in addition to natural beauty. In addition, buying land here remains within the reach of ordinary Americans, while the county’s welcoming attitude to new business creates an ideal economic climate for continued, sustainable growth.

Committed to quality education, the county is also home to two proud institutions of higher education, Longwood University, dating back to 1839, and Hampden-Sydney College dating back to 1775, both liberal arts colleges with the latter open only to men.

Weddings this way
Famous for its exquisite landscapes and hospitality venues alongside other amenities, Prince Edward County has carved a special niche for itself in the wedding industry. With the area providing everything couples could wish for on their big day, the sector is expanding at a healthy pace as growing numbers of former students choose to marry near their alma mater.

In addition, for the benefit of the wide selection of vendors in the region, the economic development team has partnered with the Farmville Chamber of Commerce to host an annual Bridal Expo where soon-to-be newlyweds can explore options to their hearts’ content.

Complete with an enterprise zone managed in collaboration with the Virginia Enterprise Zone program, local businesses here benefit from local incentives like reimbursement grants for job creation and property improvement, as well as tax reinvestment grants whereby certain areas of investment earn business owners welcome tax breaks—perks that a growing number of businesses are taking advantage of.

“We have been very intentional about economic development and tourism while promoting both. We’ve invested in local BRE (Business Retention and Expansion) efforts, job creation, and regional collaboration through various partnerships,” says Chelsey White, Director of Economic Development and Tourism, whose family has been here for generations. White and her team are stationed at the local visitor center, a designated marketing organization under the leadership of the Virginia Tourism Corporation.

Some of the organization’s most recent work has been in collaboration with the Virginia Heartland Regional Economic Development Alliance (VHREDA). “We foster a pro-business, solution-oriented culture from community development to economic development,” says White.

Also proud of the work his organization is doing to improve the local labor situation and provide opportunities for all communities is County Administrator Doug Stanley. This is achieved, he says, by aligning local priorities with business needs. As a result, the county vigorously fosters a healthy organizational environment, evident in its recognition in both 2025 and 2026 by Virginia Business Magazine as one of the region’s Best Places to Work out of 95 counties, cities, and towns.

Economic leadership
Prince Edward County is committed to serving the public with strong economic leadership and support through its collaborations with the Board of Supervisors and Industrial Development Authority, which provides flexibility and the confidence to lead. “From a staff resource standpoint, we bring a lot to the table to help folks navigate the development process and to investigate what kind of incentives are available,” says Stanley. The economic development team also collaborates with Longwood Small Business Development Center, helping prospective entrepreneurs in the planning phases of their business journey.

In this context, the lively downtown area’s most noteworthy anchor, Green Front Furniture, offers around a million square feet of retail space, contributing to the region’s reputation as a shopping hub for quality fare across seven surrounding counties.

Then there are the South Central Workforce Development Board (SCWDB) and the Farmville Area Chamber of Commerce, in addition to a clutch of regional and state agencies. “It’s common for us to partner on different grant applications. Sometimes it’s better for us, being smaller, rural areas, to pool our resources,” White adds.

Business at high speed
To ensure the region advances in sync with the times, the team has worked hard across numerous grant programs to make high-speed internet a reality in every area. What has now become a long-term project is expected to conclude next year. The ultimate goal is to give students improved access to online education and adults more freedom to work from anywhere.

Moreover, the reality of stable, reliable internet has also allowed the county to establish and further develop the 280-acre Heartland Innovative Technology (HIT) Park into a $3 to 4 billion hyperscale data center campus project in collaboration with Dominion Energy and AVAIO Digital, with an estimated two-year construction phase ahead.

Another new arrival, YakAttack, which moved here following a $2 million renovation by the county to ensure the firm’s future in the business district, has seen business go from strength to strength. 5 Pillar Meats has also invested multiple millions in the county, which is reaping results. Harbor Freight and Wawa are other respected operators that have planted roots.

The county also has an impressive new website, developed in collaboration with its tourism council, that brings flair to covering the region’s every amenity and activity. Moreover, the economic development team is expanding its social media presence through channels like YouTube, Facebook, and Instagram.

A good claim to fame
Wrapped in verdant glory, Prince Edward County is famous for having the most state parks in the region, alongside incredible fishing opportunities. Interestingly, many of its recreational spaces have historic significance, with Twin Lakes State Park having perhaps the most significant history of them all.

Dating back to the pre-Civil War era, this park offers a nostalgic piece of African-American heritage in the area. “During segregation, people from all over the state would come to Twin Lakes as it was one of its kind, serving as a social hub for African-American families in the region,” White says. Generations of African-Americans have grown up with fond memories of weekends, holidays, and vacations here. Nowadays, it is a popular destination for family reunions.

One of the county’s rail-to-trail conversions, the High Bridge Trail State Park, which dates back to the Civil War, traverses Cumberland, Nottoway, and Prince Edward Counties and the towns of Burkeville, Farmville, Pamplin City, Prospect, and Rice. Popular amongst horse riders, the bridge’s elevation measures 125 meters at its highest point.

Sandy River Outdoor Adventures is another example of a business that has benefited from the economic development team’s support. Following an Agriculture and Forestry Industries Development (AFID) Fund grant, the business expanded and now offers a wide selection of activities including tipi glamping, ziplining, a whiskey and bourbon distillery, and a restaurant offering wood-fired pizzas. The Sandy River Reservoir is also known as one of the region’s hottest bass fishing spots, together with Briery Creek Lake.

Stanley, who has worked in local government for 30 years, is positive about the economic development team’s future. “Economic development brings business and brings tax base jobs that help generate funds for us to achieve the other functions of the county, whether it’s making improvements, capital improvements to improve our schools, or other services in the community. It’s an important function because it really drives growth,” he says.

White agrees, especially when it comes to developing the region’s housing provisions and evolving commercial potential. “Over the next five years, we see Prince Edward County continuing to emerge as a regional, commercial, and industrial hub while also beginning to realize the residential growth that we know the community can support,” she adds.

None of these goals come at the expense of the county’s commitment to authenticity, however. It’s plain to see that the charm of Prince Edward County is much of what makes it so attractive to so many, and safeguarding its heritage and keeping its character will see it continue to flourish for decades to come.

The post Cherishing the Beauty, Nurturing the Economy<p class="company">Prince Edward County, Virginia</p> appeared first on Business In Focus Magazine.

Today, the city is undergoing a shift that goes far beyond infrastructure upgrades or cosmetic improvements. At the heart of this evolution is a renewed commitment to vibrancy, connection, economic diversification, and quality of life, values that are reshaping Estevan’s downtown core and setting the stage for long-term growth.

Through years of consultation, planning, and collaboration, Estevan has embarked on a downtown revitalization journey that is not only changing the physical streetscape but redefining how residents experience their city. “This project stems from a longstanding planning process and strategic direction,” says Rebecca Foord, Community Development Officer for the City of Estevan. “There was a clear recognition that our downtown core needed modernization and a renewed sense of vibrancy.”

That recognition became the foundation for a comprehensive redevelopment strategy designed to transform downtown Estevan into a thriving commercial and social hub, one that invites residents and visitors alike to explore and connect.

For decades, Estevan’s downtown served its purpose as a functional business district, but evolving retail habits and changing economic patterns revealed opportunities for reinvention. Strategic planning exercises and the City’s Official Community Plan all pointed toward the same conclusion: downtown needed to become more than just a place to run errands.

Instead, the vision became to create a space where people want to spend time. “A successful downtown experience means a vibrant, modern streetscape with upgraded sidewalks and public spaces that invite people to linger and gather,” Foord says.

The revitalization plan embraced this philosophy wholeheartedly. Infrastructure upgrades included new sidewalks, underground utility improvements, enhanced accessibility, and modern lighting installations. Aesthetic enhancements such as decorative lights, planters, benches, and streetscaping elements added warmth and charm, creating an environment that feels welcoming and safe.

The result is a downtown that feels alive, a space designed to encourage social interaction and foster a sense of belonging. “If people are encouraged to stay downtown after work—to go for dinner, shop locally—that creates an entirely different energy,” says Foord. “It’s about making our downtown more than functional, but a place people actually choose to be.”

Beyond aesthetics, the project was designed as a catalyst for economic growth. A modern, visually appealing downtown naturally supports business attraction, entrepreneurship, and long-term investment.

To complement the infrastructure improvements, the City of Estevan introduced municipal tax incentives for storefront and façade upgrades, providing businesses with financial motivation to invest in their spaces. “Businesses that improve their storefront or façade receive a municipal tax break for three years,” Foord explains. “We’ve seen a really strong response to that, with businesses aligning their upgrades to match the downtown’s new look and feel.”

This collaborative approach allowed business owners and city planners to work hand in hand, ensuring architectural cohesion and reinforcing a shared vision. Even during construction, often the most challenging phase for downtown commerce, business owners showed remarkable optimism and confidence in the project’s long-term benefits.

Over the past two years, six new businesses have opened downtown, an impressive achievement given the logistical challenges of revitalization work. “Moving into a downtown during construction isn’t easy,” Foord says. “But we had entrepreneurs take that leap, and they’ve been very successful so far.”

Perhaps most encouraging is the diversity of businesses now operating downtown, ranging from retail and specialty shops to professional services and food establishments. This blend ensures steady foot traffic and creates a dynamic ecosystem where businesses benefit from one another.

“It’s exciting to see such a mix,” says Foord. “You can get your hair done, go for a massage, shop locally, grab lunch, and run errands all in one walkable space. That’s what makes downtown thrive.”

The impact of revitalization extends far beyond economic metrics. At its core, this transformation is about rebuilding human connection, especially in the wake of pandemic-related isolation. “COVID changed how people interacted with each other,” Foord reflects. “Now, our downtown is helping to recreate that sense of community again.”

Since construction wrapped in October, downtown events have flourished. One standout example is Moonlight Madness, a nighttime shopping event that brought families and friends together well into the evening hours. Moments like these illustrate the deeper purpose behind downtown revitalization: creating a shared gathering place where relationships are strengthened and community pride flourishes.

Estevan’s downtown revival is part of a broader, forward-thinking strategy driven by a comprehensive municipal strategic plan requested directly by City Council. The goal was to establish a clear, transparent roadmap that aligns economic development and quality-of-life priorities, and the strategic plan is anchored by five guiding pillars: infrastructure and core services; community engagement and communication; economic diversification and development; organizational capacity and workforce support; and quality of life and community well-being.

Together, these priorities form a cohesive framework for growth, with economic diversification emerging as a central driver of long-term sustainability and opportunity across the community.

“We’re focused on building incentives that support not only new businesses but also our longstanding local companies,” Foord says. “Those second- and third-generation family businesses are the backbone of this community.” To this end, Estevan offers two primary economic incentives: one for storefront improvements and another for new business development. Plans include increased support for business expansions, ensuring that existing enterprises can grow alongside new investments.

Recognizing that economic growth must be matched with social infrastructure, the City of Estevan is also tackling one of Canada’s most pressing challenges: childcare accessibility.

Currently, Estevan faces a waitlist of nearly 700 children, a bottleneck that affects workforce participation, family stability, and population growth. “Our goal is to have two new childcare facilities by 2028,” notes Foord. “One is already under construction and expected to open by mid- to late-2026.”

These investments are critical not only for families but also for employers seeking skilled workers. Economic diversification touches every aspect of community life, from housing to childcare to infrastructure, creating the foundation that allows both residents and businesses to thrive.

Complementing this effort is the development of a five-year community growth plan, aligned with the upcoming 2026 census. This forward-looking strategy will guide housing development, workforce planning, infrastructure investment, and community services to ensure Estevan is fully prepared for future expansion.

One of the most inspiring initiatives underway is Estevan’s partnership with the Southeast Tech Hub, a rural business incubator focused on innovation and entrepreneurship. Together, they are launching a series of conferences and community conversations aimed at inspiring creativity and forward-thinking leadership. Among those with roots in Estevan are Dr. Eric Grimson, former Chancellor of MIT, and Jeff Sandquist, a senior Microsoft executive. Their stories serve as powerful reminders that small communities can produce global leaders. By spotlighting these successes, Estevan is cultivating pride and belief in what is possible, especially among younger generations.

What truly sets Estevan apart is its culture of collaboration. City departments, educational institutions, nonprofits, and regional organizations work together seamlessly, aligning efforts to amplify collective impact. “We’ve seen incredible collaboration with the Chamber of Commerce, Southeast College, Southeast Tech Hub, and the Downtown Business Association,” Foord says. “When the community sees those partnerships, it builds trust and momentum.”

This cooperative spirit extends into social well-being initiatives as well. Through its Community Wellness Committee, Estevan became a provincial pilot community for developing a Community Safety and Well-Being Plan, bringing social organizations together to strengthen support networks and inclusivity. Simple but powerful programs, such as free board game nights and accessible community events, help ensure that connection and belonging remain central to city life.

Despite its bold ambitions, Estevan remains deeply committed to preserving its small-town charm, the very quality that makes it such a special place to live.

More importantly, the city’s strategic approach is designed to remain flexible and responsive to evolving needs. “Our strategic direction is proactive and adaptable,” Foord emphasizes. “We’re focused on diversifying the economy and supporting businesses, but how we achieve those goals is always evolving.” That adaptability ensures Estevan can respond to market shifts and technological changes while staying true to its values.

“Estevan is open for business; whether you’re looking to invest, raise a family, or retire, there’s something here for everyone,” says Foord. “But our real energy comes from our people.” Indeed, from record-breaking fundraisers to tireless volunteers, community organizations consistently exceed expectations, reinforcing Estevan’s reputation as a place where generosity and pride thrive.

As Estevan moves confidently into its next chapter, the downtown revitalization project stands as both a symbol and a catalyst, a reflection of the city’s collective vision and perseverance. By blending thoughtful design, strategic planning, economic incentives, and deep community engagement, Estevan has created more than a revitalized streetscape; it has created a renewed sense of possibility.

In every bustling storefront and shared moment of connection, that energy is unmistakably alive, shaping a future that is vibrant, inclusive, and full of promise.

The post Energy Beyond Industry: Building a More Vibrant, Connected Future<p class="company">City of Estevan, Saskatchewan</p> appeared first on Business In Focus Magazine.

The Town’s Economic Development Manager, Frank Miele, describes Grimsby, Ontario as a “thriving business community that boasts a diverse business ecosystem and has perfected the art of collaboration and networking. The Town is also strategically located less than 45 minutes from the GTA (Greater Toronto Area) and right next to Hamilton, with direct access to Ontario’s GO Transit coming soon,” he says. “Combined with very low real estate and operating costs, Grimsby offers the advantages of a metropolitan location without the high-end overhead.”

Strengthening communication between businesses and local government has been a key focus in recent years. The Town is currently undergoing internal restructuring to improve collaboration and avoid duplication of efforts, addressing challenges as a team rather than as separate departments. This approach aligns with the Town’s commitment to proactive economic development, a priority that has guided Miele’s work since he joined the team in 2021.

Along with this favourable and productive business environment, Grimsby sports a talented workforce—a skilled labour pool that is experienced and educated in agriculture, manufacturing, and technology.

Perhaps most importantly, Miele says, “Grimsby has an outstanding quality of life.” It is a safe community surrounded by the scenic Niagara Escarpment, with a welcoming populace, rich in lifestyle choices and attractive to prospective employees and their families to live and work in. Grimsby is the kind of town that Canadians are proud to call home, and its continued evolution has been made possible with Strategic Priorities developed by Grimsby’s Town Council. The Strategic Priorities have been meticulously developed, with specific goals, objectives, action steps, and KPIs (key performance indicators), many of which the town has gone on to exceed.

Ambassadors for business
One of the key objectives of the Town’s economic strategy is to align with the priorities of other departments. As Miele notes, 80 to 90 percent of new jobs in a community come from existing businesses, and that is why the Town is deeply committed to supporting and strengthening its established enterprises.

To this end, Grimsby has instituted initiatives to leverage local business talent in the continued growth and development of the Town’s economic prospects. Grimsby’s concierge service program sees Miele visiting businesses regularly to find out how the Town can help supercharge development and growth, opening lines of communication and breaking through obstacles that get in the way of expansion and development.

A recent highlight of Grimsby’s economic development efforts is the launch of its Business Ambassador Program. The initiative brings together respected members of the local business community to collaborate with the Town in attracting and supporting new businesses in a coordinated way. Originally conceived and developed by Miele during his time with the City of Scarborough in the 1980s, the program recognizes that prospective business owners place great value on the insights and experiences of those already thriving within the community.

Miele revived the project in Grimsby and has made it more robust, selecting 10 Business Ambassadors to engage with and represent the community and support economic development for the next four-year term. Ambassadors include CEO of VTR Feeder Solutions, Jim Hills, and President of 360 Energy Inc., David Arkell, among other local business leaders.

These and other ambassadors will be expanding their businesses locally and have been proactive since their onboarding in June. For example, Jim Hills’ company will be looking to inshore their China-based production back to Grimsby in a $10 million machinery investment that will employ more people, while David Arkell will be helping the Town to coordinate the first Grimsby Energy Summit in November to help potential incoming businesses reduce their power loads and costs.

In collaboration with the Tourism Partnership Niagara (TPN), Grimsby has completed its first Tourism Strategy 2026-2031. The strategy has identified specific goals and objectives that will focus on strengthening existing tourism offerings and creating innovative opportunities. One is with the Niagara Gateway Information Centre at the crossroads of the Queen Elizabeth Highway and Casablanca. With more than 3.5 million visitors stopping there annually, persuading even three to five percent of them to explore existing Grimsby tourism assets could help usher in a new era of tourism development.

Space to grow
The Town is certainly not short of land and growth opportunities for those who want to take the initiative. Miele says that Grimsby has two to three large pieces of land that are prime for potential new investment.

One of these is 36 acres of greenfield investment located in the westerly portion of Grimsby, next to Hamilton. Anatolia Business Park is currently going through a site plan agreement and hopes to launch its 650,000-square-foot industrial buildings in the spring of 2026, creating about 500 new jobs for the community.

The second major land investment is 12 acres on Main Street West, the site of an old cannery that has been closed for decades. This land is underdeveloped, but several well-known developers are interested in making an investment in it.

A place for people
Grimsby also has new residential developments in the pipeline, with more than 85 units in a geothermal-equipped award-winning condo building being built downtown by DeSantis Homes. DeSantis and Valery Group are also building the first purpose-built rental building in the Town, with 130 units in a unique and affordable development close to the hospital, with construction to start this fall. An important focus for the community is preserving its heritage, and the Town is investing $2 million in restoring a key heritage property as part of this redevelopment site.

An interesting opportunity has come about through the Grimsby Business Ambassador Program. Breckon Husband, Senior Vice President of Aon Canada, has helped to connect the Town of Grimsby with Grimsby, Lincolnshire, England. Known as the twinning project, this opportunity could inspire joint projects, cultural exchanges, and new ventures. Miele says that the twinning process has already begun, with Mayor Jordan and CAO Sarah Kim having visited Grimsby, UK in October to kickstart how the two municipalities can work together in the future, an example of how keen local ambassadors are to make the Town where they live better in every way.

To celebrate ongoing local networking, Grimsby held an Economic Gala in September. Held at the Commisso Estate Winery, the Economic Gala, was conceived to achieve several objectives: celebrating and strengthening the business community; positioning Grimsby as a regional economic leader; and providing meaningful community impact through charitable contribution to McNally House Hospice. Over 140 businesses participated in the event, which was fully aligned with the long-term strategic priorities to strengthen business engagement.

Miele says that cross-developmental coordination is very important in economic growth because industries go where they are invited and usually stay and expand where they are treated well. “If Grimsby looks after its issues efficiently rather than putting up roadblocks, then the Town has done its job,” he says. Roadblocks to development, he says, are largely created not by municipalities but by the development process in Ontario itself, which can involve some slow-moving procedures. However, Grimsby has identified these challenges and knows how to work within and around them, and things are improving.

Already blessed with a great quality of life, the Town of Grimsby, as it grows by leaps and bounds, has much to offer anyone who wants to be part of it—including a warm welcome.

The post Beyond Small-Town Charm: Grimsby’s Big Vision for the Future<p class="company">Town of Grimsby, Ontario</p> appeared first on Business In Focus Magazine.

Lawrence was also the site of the historic Bread and Roses Strike of 1912, where immigrant mill workers, many of them women, stood together to demand fair wages and better working conditions. This landmark labor movement underscored the city’s legacy as a place where working people have long fought for dignity, equity, and opportunity.

Fast forward to today, and Lawrence continues to be a city of immigrants. But the demographics have shifted. Mayor Brian A. DePeña, who has been at the helm since 2021, tell us, “Lawrence has always been known as a city of immigrants, but today that diversity looks different. While our roots include Irish, Italian, Polish, and French families, we now have a strong Dominican, Puerto Rican, and Central American community. More recently, we’re welcoming Haitian, African, and Asian families too. Each group brings its own culture, and we’re proud to honor that history while building a shared future.”

This blend of cultures is more than a demographic statistic; it is the heartbeat of Lawrence, visible in its festivals, businesses, food, and daily life. And it’s a foundation that city leadership is determined to build upon as they shape the next chapter in Lawrence’s growth.

Lawrence is what Massachusetts calls a “Gateway City,” a smaller urban center with untapped potential for economic and community growth. Its location, affordability, and transit access make it an attractive option for families and businesses alike.

Octavien Spanner, Senior Advisor, points out that affordability is a major advantage. Compared to Boston, Somerville, or Cambridge, Lawrence offers lower housing costs and more affordable rentals while still being connected to Greater Boston by rail and highway. “People who come here can find housing that fits their budget without sacrificing access to jobs or quality of life,” he says.

This balance of affordability and accessibility has helped Lawrence attract new residents, particularly immigrant families looking for opportunity and stability.

Culture is woven into the very fabric of Lawrence, and nowhere is that more evident than in the city’s vibrant calendar of festivals. Each year, residents come together to honor their heritage, strengthen community bonds, and support local businesses through a series of large-scale celebrations. Longstanding traditions like the Feast of the Three Saints pay tribute to the city’s Italian roots, while Semana Hispana, or Hispanic Week, highlights the richness and diversity of Latino culture. The Puerto Rican Movement Festival adds another layer of identity and pride, showcasing the contributions and traditions of Lawrence’s Puerto Rican community.

Most recently, Mayor DePeña introduced the Sea Festival, a family-centered summer gathering that not only provided entertainment for residents but also brought renewed energy to downtown. By featuring local restaurants and retailers, the festival offered a chance for businesses to shine while giving families a reason to explore and enjoy their own city.

Andrea McCann, Enforcement Officer for the city, emphasizes the role these events play in Lawrence’s broader identity. She notes that they are more than cultural showcases; they are opportunities for residents to rediscover downtown as a lively place to eat, shop, and gather while reinforcing the city’s reputation as a place where diverse cultures thrive side by side.

If festivals represent Lawrence’s spirit, redevelopment represents its future. At the heart of Mayor DePeña’s vision is a plan to transform underutilized areas of the city into vibrant hubs of housing, retail, and community life.

Working through the Lawrence Redevelopment Authority (LRA), the city identified eight key downtown properties for redevelopment. Developers were invited to submit letters of interest and formal proposals, leading to 20 serious bids. After a public process that included citizen input, eight projects were selected.

“Most of the projects are mixed-use, housing combined with retail and commercial space. The goal is to keep residents shopping and dining here in Lawrence, rather than going to neighboring communities. That’s how we retain wealth, create new opportunities, and strengthen our city.” This emphasis on “live, work, play” development is designed to make Lawrence a more self-sustaining community where prosperity is shared equitably.

Spanner underscores the importance of inclusivity: “The Mayor’s vision is rooted in equitable prosperity. Every project we pursue is designed to uplift residents, not just bring in outside investment.”

One of Lawrence’s quiet strengths lies in its abundance of green space. Though the city spans just 6.7 square miles, it boasts more tree coverage and urban parkland than many other communities of its size in Massachusetts. This natural advantage is something city leaders are determined to protect and enhance as Lawrence continues to grow.

Recent years have brought a series of strategic investments aimed at making the city more environmentally sustainable. A $700,000 initiative is underway to clean the Spicket River, a 3.5-mile stretch that winds through Lawrence and has long been a defining feature of the local landscape. New schools and even the police station have been built as “smart” structures, designed with energy efficiency in mind. At the same time, the city is preparing for the future by exploring the installation of electric vehicle charging stations in all new development projects.

Perhaps most ambitious of all is a $142 million proposal submitted under the state’s Environmental Bond Bill. This wide-ranging plan includes upgrades to water and sewer infrastructure, improvements to the city’s reservoir, and even the thoughtful expansion of cemetery space, acknowledging both the needs of a growing population and the role cemeteries play as large, green landscapes within the city.

As Spanner puts it, “We’re not just growing economically; we’re making sure our growth is sustainable. Lawrence has the chance to be a model for green urban living in Massachusetts.”

The city’s vision for growth is closely tied to the health and education of its residents. Lawrence is home to two hospitals, Lawrence General Hospital, a designated trauma center, and Holy Family Hospital, which also serves nearby communities. Both have partnerships with leading institutions in Boston, including Mass General and Brigham and Women’s Hospital.

On the education front, Lawrence has expanded capacity with two new schools, increasing student enrollment opportunities from 300 to 1,200. This year, the city will celebrate its largest-ever graduating class from Lawrence High School, an important milestone for a city focused on upward mobility.

Infrastructure investment has been another cornerstone of Mayor DePeña’s administration. In just one year, the city repaired 72 streets and made significant upgrades to its water and sewer systems. These improvements not only support redevelopment but also strengthen public confidence in Lawrence’s future.

Public safety is also at the center of the Mayor’s agenda. “You can’t promote a city if people don’t feel safe,” Spanner explains. Crime rates have declined, and the administration has worked closely with the police department and community organizations to ensure that residents feel secure.

One of the biggest drivers of Lawrence’s progress has been its ability to secure funding and build partnerships across all levels of government. Since Mayor DePeña took office, the city has brought in $463 million in funding, including $163 million in grants. These funds support redevelopment, infrastructure, and environmental projects.

Partnerships with Governor Maura Healey, Senators Ed Markey and Elizabeth Warren, and Congresswoman Lori Trahan have been instrumental in advancing Lawrence’s priorities. As McCann notes, these partnerships have elevated Lawrence’s status in Massachusetts: “For too long, other cities like Lowell, Haverhill, and Somerville surged ahead while Lawrence was left behind. This administration is determined to change that. The Mayor often says, ‘Why not Lawrence?’ and now we’re proving that Lawrence can lead.”

Beyond physical improvements, Lawrence has also made strides in financial management. For four consecutive years, the city has received outstanding audit reports. Its Standard & Poor’s credit rating has risen to A+ stable, a reflection of strong fiscal stewardship. These achievements may not generate the same excitement as a new festival or redevelopment project, but they are essential for attracting investment and ensuring long-term stability.

In many ways, Lawrence is returning to its roots. It is once again a city defined by immigrants, industry, and resilience. But this time, the focus is on inclusivity, sustainability, and equity. The administration’s combined efforts in redevelopment, infrastructure, environmental sustainability, education, healthcare, and public safety are laying the groundwork for a brighter future.

As Spanner reflects, the work is about more than just physical projects: “We’re building a Lawrence where residents don’t just live but thrive. A city where every community, every culture, and every generation feels invested in the future.”

Taken together, these initiatives reflect a city that is moving with purpose. Lawrence is proving that revitalization is about more than economic metrics; it is about creating a community where opportunity, sustainability, and quality of life come together. With bold investments, a focus on inclusivity, and a vision for the future, Lawrence is showing what is possible when a city embraces both its history and its potential.

The post A Model for Massachusetts<p class="company">City of Lawrence, Massachusetts</p> appeared first on Business In Focus Magazine.

“We’re always working to be more than just a place where people live,” says Bowers. “We want to be a place that people choose because of what we offer, whether that’s the lifestyle opportunities or the sense of community that we offer.”

She emphasizes that every project and policy decision in La Porte is tied to the goal of creating long-term value for residents. That includes upgrades to city infrastructure, beautification efforts, and quality-of-life enhancements that ensure people don’t just live in La Porte—they thrive there.

One prime example is the city’s focus on connectivity. “We’re making investments every day like expanding our hike and bike trail to connect neighborhoods, schools, and downtown,” Bowers explains. “We’re updating parks with modern play equipment and adding public art that celebrates our heritage.” These improvements aren’t just aesthetic; they’re designed to bring people together, enhance public spaces, and foster a deeper sense of belonging. Parks, trails, and open spaces are seen not just as amenities, but as essential tools in building social cohesion and improving mental and physical health.

The city has also committed to large-scale infrastructure improvements. A massive $28 million investment in flood protection is helping to safeguard homes and neighborhoods, providing peace of mind for families and boosting property values across the board. “It really is a reflection of how seriously we’re taking long-term infrastructure improvements,” Bowers says. “It will help both our current residents and future residents.”

A cornerstone of La Porte’s revitalization is the transformation of its historic Main Street district. Since 2022, the city has been executing a comprehensive Main Street Master Plan focused on walkability, aesthetics, and support for local businesses. “We’re trying to create a place where small businesses can thrive, where residents, visitors, and entrepreneurs feel welcome. And we’re already seeing momentum.”

Over the past two years, 13 new businesses have opened downtown, including coffee shops, boutiques, and service-based establishments. The story of Texaco Snow Cones and Ice Cream stands out as a local success. “This business started as a food truck at our monthly Main Street trade days,” Bowers shares. “They gained enough of a following to open a brick-and-mortar store downtown and they recently celebrated their one-year anniversary.”

This kind of story is becoming more common as La Porte builds a reputation as a city where small businesses are seen, supported, and celebrated. The affordability and community-oriented culture of the downtown area make it a compelling place for entrepreneurs looking to test new ideas or transition from mobile to permanent locations.

To sustain this momentum, the city is working with an engineering firm on a report that will guide future improvements—everything from sidewalks and lighting to parking and flexible spaces for events. These changes aim to make Main Street not just a place to visit, but a place to linger, to discover, and to return to.

“For a small business owner who wants to open a storefront but without the steep cost of downtown Houston, our location is the ideal spot,” Bowers tells us. “It’s the perfect place for outreach and community support.”

Beyond Main Street, La Porte is preparing for transformative growth along the Highway 146 and W. Fairmont Parkway corridor. This major thoroughfare connects La Porte with the Port of Houston and downtown, making it a prime target for commercial investment. The highway is currently being expanded from two to three lanes in each direction, a move Bowers describes as a game-changer. “It’s going to improve traffic safety and increase our accessibility to major economic hubs. That alone makes La Porte more appealing for commercial development,” she says.

New projects are already underway along the corridor, including a retail development at the former Wells Fargo Bank site. “It’s being developed by the Edifice Group out of Houston and will include a Chipotle and two additional pad sites. We’re affordable, we have highway access, and we’re seeing growing interest from the greater Houston area.”

The ripple effect of this development is significant. As more national brands move in, they bring with them traffic, visibility, and increased market activity, which in turn benefits the city’s small businesses and property owners. It also signals to investors that La Porte is on the rise and ready for broader commercial participation. The corridor is becoming more than just a pass-through; it is being reimagined as a place to stop, shop, dine, and invest.

La Porte’s waterfront lifestyle, community events, and charming downtown have also laid the foundation for a growing hospitality industry, and the city is making sure local businesses have the tools they need to compete. “Our hospitality businesses are more than just a place to eat or stay,” says Bowers. “They’re a big part of what makes our city feel like home.”

To support them, La Porte offers a range of initiatives. One standout is the Enhancement Grant Program, which reimburses business owners for half the cost of visual improvements like signage and façade upgrades. “It’s a way to help smaller businesses stay competitive and stand out, especially alongside larger national chains.” And behind the scenes, the city is working hard to ensure that starting or growing a business isn’t a bureaucratic nightmare. “We’re focused on making things easier, streamlining permitting, offering one-on-one support, and helping business owners navigate the steps to open or grow their operations without getting bogged down in red tape.”

Marketing, of course, is another critical piece of the puzzle, and tourism campaigns, social media promotions, and event partnerships help shine a spotlight on La Porte’s distinct appeal. From beachfront festivals to cozy downtown markets, the city ensures that its hospitality businesses are never far from public view.

“As bigger brands move here, we’re just trying to make sure our small businesses aren’t left behind,” says Bowers. “We’re creating partnership opportunities that help local entrepreneurs grow and stay competitive.”

All these initiatives, from beautification to business grants, are built on one crucial foundation: listening to the people who live in La Porte. Community input isn’t a formality here; it’s a strategy. Through surveys, town halls, advisory committees, and regular public engagement, the city continuously adjusts its trajectory based on resident feedback. “Our decisions are shaped by the people who live here,” Bowers tells us. “That way, we’re preserving what makes us special and growing in a way that reflects the needs of new families and industries.”

This feedback loop has helped ensure La Porte grows with intention. The city already boasts strong public schools, a diverse job market, and a supportive business environment, all anchored by a coastal lifestyle that’s increasingly rare and sought after.

For residents and visitors, La Porte’s location offers a rare combination of natural beauty and urban convenience. Its waterfront setting, something that can’t be manufactured, adds a unique charm, while its proximity to downtown Houston means residents enjoy both small-town appeal and easy access to one of the nation’s largest cities. This is crucial, as La Porte’s leadership understands that economic development is not just about job numbers or GDP; it’s about building a place people are proud to call home. From thoughtful infrastructure investments and a thriving Main Street to strategic commercial corridors and empowered small businesses, the city is creating a model of balanced, intentional growth.

“We’re growing and evolving,” Bowers says. “And it’s really fun to keep the charm and the things that make you who you are, while also moving forward.”

For businesses and individuals alike, La Porte represents a rare blend of opportunity and community, a place where your investment can take root and your values can thrive. “I would like to extend an invite to all readers to come and visit La Porte,” says Bowers. “See what makes this city so great, whether you’re looking for new business opportunities, thinking about relocating, or just looking for an awesome coastal community. We have a lot to offer, and we’re excited to connect with people who share our vision.”

La Porte isn’t just investing in infrastructure or economic growth; it’s investing in people, in place, and in possibility. With deep roots and a bold vision for the future, this coastal Texas city is proving that thoughtful planning, community spirit, and strategic opportunity can come together to create something truly special. Whether you’re looking to build a life, start a business, or simply discover a hidden gem, La Porte is ready to welcome you.

The post A Coastal City Blending Heritage with Forward Momentum<p class="company">City of La Porte, Texas</p> appeared first on Business In Focus Magazine.

WBE Canada also plays an integral role in providing customized support for its corporate and government members as they not only implement but grow their inclusive sourcing strategies. These efforts result in measurable gains that contribute to increased innovation and agility, reduced supply chain risk, enhanced market access, a stronger brand image, and improved corporate financial performance through higher ROI.

As a non-profit organization, WBE Canada certifies, develops, and promotes Canadian businesses that are at minimum 51 percent owned, controlled, and managed by women. Certification is a rigorous process aligned with global inclusive procurement and supplier diversity standards that strengthen credibility and mitigate risk for corporations. A WBE Canada Certified Women Enterprise (WBE) is recognized by top Canadian and global corporations and government organizations including RBC, BMO, TD Bank, Manulife, Bell, TELUS, GM, Hyundai, City of Toronto, BDC, CBC, SaskPower, and Enbridge, to name but a few.

Travelling the width and breadth of Canada to connect in person creates the energy the team strives to achieve by inspiring large groups of women in business and learning from their experiences at the same time. WBE Canada’s wealth of resources means that its team can pivot quickly, adapting to market conditions and leading change from an informed perspective. By maintaining clear communication, this group of passionate and fearless women act as the core of Canadian women-owned businesses, keeping everyone informed, connected, and well-nourished with valuable data.

Considering the sheer volume of its knowledge and expertise developed and collected over nearly two decades, the council is exceptionally well-positioned to help shoulder the weight of what Canada and its businesses must now achieve in terms of economic growth and sustainability. “What we do is really important for both women-owned businesses seeking opportunities and for corporations operating in Canada and governments looking to mitigate the ever-evolving risks to their supply chains as tariffs disrupt historic trade patterns,” says Danielle Barkman, Director of Marketing & Business Growth.

“WBE Canada’s database is key to how both our Corporate Members and our Certified WBEs are sourcing suppliers,” says Jennifer Popowycz, Director Certification & Community. She further notes that recognizing that women make up a large percentage of all minority groups, the database is now being used in many different ways than before. “The searches are becoming more unique as the Corporate Members are searching by specific keywords, industry, service area, and many other filtered fields. In addition, our Certified WBE community is also now sourcing from our database as they see collaboration with each other is key to their success.”

Another key strength of the council lies in its ability to rapidly cultivate strong relationships and strategic partnerships across various industries and sectors. This agility allows the council to gain fresh insights into emerging market segments and quickly translate those learnings into actionable data. By tapping into these shared resources, members are empowered to refine and elevate their market strategies, improving both reach and effectiveness.

“Everyone uses systems differently, so being able to train them within our platforms is key,” explains Charli Law Jury, Director of Finance and Operations. “We’re not just providing information—we’re enabling our members to apply it in a way that’s tailored to their specific operational environments. That kind of hands-on support makes a real difference when it comes to adoption and impact.”

This approach underscores the council’s broader mission: not just to disseminate knowledge, but to ensure it is both accessible and actionable for every member, regardless of their starting point.

Alongside securing access to data, WBE Canada considers the nature of continuously evolving roles and teams within a modern context. By having its finger on the pulse of real-time change, WBE Canada supports and engages its business partners in keeping in stride with relevant trends. “We support and get those resources to you quickly so that new team members can be onboarded and successful in their role sooner. That engagement, relationship, and rapport are imperative to business growth,” Barkman adds. “WBE Canada’s communication and networking efforts are more valuable because we complement our virtual events with in-person events that allow us to strengthen our connections.”

As part of this mission, the WBE Canada team started this year’s annual Supplier Diversity Days: Cross Canada Tour in Regina, Saskatchewan. The WBE Canada team visited several cities, including Vancouver, Toronto, Montreal, and Halifax for the second time to follow up with guidance and valuable workshops, sharing skills and business development knowledge. Visits to new places like St. John’s, Newfoundland are set to become a regular feature on its itinerary. By facilitating workshops where people share their ideas and solutions, the team then improves and develops its material and refreshes its approaches to adapt to changing needs. These in-person events provide opportunities to develop and nurture relationships with suppliers and buyers in local regions across the country that enable future opportunities.

Wrapping up this year’s tour in Calgary and Winnipeg in September, this team will have crossed thousands of miles by the end of the year. The distances stand testimony to the thorough and dedicated work that goes into making the council thrive as it does. “[On these journeys,] by bringing together women-owned businesses and our corporate and government members, we uncover the challenges created not just by geography but by special needs from regional industries such as agriculture and resource mining,” Popowycz explains.

Another important subject of discussion with women business owners across Canada includes the obstacles and barriers to entry that they face not only in the process of gaining access to, but in marketing their businesses in their specific areas. As each region has its unique challenges, which are often geographic in nature, these topics are expanded on and become the fertile substrates for new course materials including mentorship programs in regions such as Atlantic Canada that help guide businesses to overcome and thrive.

Many times, removing hurdles is as simple as providing more information on, for example, obtaining certifications to trade across provincial borders—things that may appear intimidating at first.

WBE Canada is also gearing up for its Annual Conference and Tradeshow, this November 12^th to 13^th at the Delta Hotels Toronto Airport & Conference Centre in Toronto, Ontario. From celebrating with this year’s Awards of Excellence, to inspiring keynote speakers, hot topics, in-depth panel discussions, interactive workshops, a Tradeshow presenting unparalleled opportunity to create new partnerships, meet prospective buyers, and broaden connections, and limitless networking opportunities, WBE Canada’s National Conference is not just an event—it’s a catalyst for growth, empowerment, and economic inclusion within Canada’s supplier diversity ecosystem.

Following reflection and attendee input from last year’s incredible 15^th National Conference, the WBE Canada team has created two days dedicated to an atmosphere of learning, interaction, and connection. Following on the heels of last year’s successful Tradeshow, this year’s event features women-owned businesses, corporate and government procurement teams, and partners all coming together to unlock visibility, showcase and sell innovative products and services, and provide a platform for lead generation and even successful business transactions.

WBE Canada is committed to supporting its communities of certified women-owned businesses, corporate and government membership, and partners through education and resources. This year’s conference focuses on the most relevant topics to Canada’s women entrepreneurs and inclusive procurement ecosystem including the future of DEI in today’s constantly evolving world, growing sustainable business strategies, insight to AI in business, hiring practices in today’s social media landscape, and, for procurement teams, the latest on ramping up your diverse spend and creating a win-win culture within corporate supplier inclusion strategies. “There is endless opportunity at this year’s Conference under the theme Focus Forward, that invites exploration and encourages people to think, plan, and advance,” says Popowycz.

As an indelible part of the Canadian business world, all of WBE Canada’s efforts, including both in-person and virtual events, matchmakers, workshops, and webinars, combine to create power-packed opportunities for both its WBE and corporate members to benefit from for months and even years down the road as they use what they have gleaned to innovate, leverage opportunities, and grow. In addition to providing events and resources that are relevant and current to its community, WBE Canada Toolbox is an incredible library for WBEs and Corporate Members, providing valuable learning materials, webinar recordings, affiliate courses, latest news, and updates. As inclusive procurement evolves as an integral contributor to Canada’s economic sustainability and growth, WBE Canada is dedicated to supporting its community in its journey to succeed through education, knowledge sharing, and connection.

By continuously reviewing and reflecting on its direction, mission, and how it can make a difference, WBE Canada contributes an enormous service to the Canadian economy through its support of female entrepreneurs across the country. Keeping up the good work means staying in stride with the times, its members, and one another, and Law Jury is clear about the organization’s mission. “We’re united,” she says. “We share the same purpose. We’re steady, we’re strong, and we want the community to feel that.”

WBE Canada’s certified women-owned businesses, corporate and government members, its partners, and advocates are all part of an incredible network dedicated to building strong, innovative and inclusive supply chains, contributing to Canada’s economic self-sufficiency and growth. By driving its focus forward, WBE Canada is committed to continuing to spread this message—that women’s entrepreneurship and empowerment are not only vital but essential to Canada’s economy—from coast to coast and beyond.

The post Empowering Canada’s Women-Owned Businesses: WBE Canada Driving Inclusive Procurement<p class="company">WBE Canada</p> appeared first on Business In Focus Magazine.

By intentionally including businesses owned by women, minorities, and other underrepresented groups, organizations can gain access to fresh perspectives, foster economic growth, and build more sustainable futures. In Canada, this movement is gaining momentum thanks to organizations like WBE Canada, which is dedicated to opening doors for Canadian Women Business Enterprises (WBEs) across North America and globally.

Supplier diversity involves ensuring that businesses from diverse backgrounds have equitable access to procurement opportunities. This approach goes beyond corporate social responsibility; it is a business strategy designed to enhance performance and adaptability. When supply chains rely too heavily on a narrow set of suppliers, they become vulnerable to disruption. By including women-owned and diverse businesses, companies build redundancy and resilience into their operations, which has become especially critical in the wake of global supply chain crises triggered by the COVID-19 pandemic.

Moreover, supplier diversity fuels innovation. Women entrepreneurs often bring unique perspectives and solutions to the table, informed by lived experiences and diverse networks. Their involvement in supply chains sparks creativity, challenges conventional practices, and leads to new products and services that better reflect evolving consumer demands. Women-owned businesses can identify gaps in the market that traditional suppliers may overlook. This ability to identify unmet needs and develop tailored solutions allows companies to innovate faster and respond to changing consumer preferences with agility.

In Canada, supplier diversity is still an emerging concept, and many businesses have yet to fully embrace its benefits. That is where WBE Canada plays a transformative role. As the country’s leading nonprofit dedicated to supplier diversity, WBE Canada connects Canadian women-owned businesses with corporate and government buyers who are committed to inclusive procurement.

WBE Canada not only certifies women-owned businesses but also advocates for systemic change. Through conferences, training, and networking events, it empowers women entrepreneurs with the tools and connections they need to succeed. The organization also celebrates the accomplishments of WBEs, amplifying their stories as evidence of the value that diverse suppliers bring to supply chains.

For women entrepreneurs, WBE Canada’s work is a gateway to opportunity. Certification opens access to corporate supply chains that may otherwise be difficult to penetrate. In turn, corporations benefit from a vetted pool of innovative suppliers who bring agility and fresh ideas to their business models.

Supporting women entrepreneurs within supply chains is not only about fairness, but also about economic impact. Women-owned businesses contribute significantly to job creation and community well-being, yet they continue to face systemic barriers, including access to financing, mentorship, and procurement opportunities. According to a 2023 report by the Government of Canada, only 15.6 percent of small and medium-sized enterprises are majority-owned by women, highlighting the need for stronger support systems.

By prioritizing women-owned businesses in procurement strategies, organizations take a tangible step toward leveling the playing field. This leads to more inclusive economic growth while ensuring that supply chains reflect the diversity of the markets they serve. Working with women entrepreneurs can also improve alignment with consumer values, as today’s consumers increasingly prefer brands that demonstrate authenticity, inclusivity, and social impact.

The inclusion of diverse suppliers also fosters a competitive environment, encouraging all suppliers to improve their efficiency and creativity. A supply chain that embraces competition and innovation is more resilient to disruption, whether technological, economic, or environmental. Women entrepreneurs frequently operate with lean teams and nimble structures, enabling them to pivot quickly in response to market shifts, a capability that is invaluable during times of uncertainty.

While certification through WBE Canada provides credibility, additional support ensures women entrepreneurs can fully leverage procurement opportunities. Mentorship programs, training workshops, and networking events equip WBEs with the knowledge and skills needed to succeed in complex bidding processes. Guidance on negotiation, compliance, and strategic growth empowers women-owned businesses to not only win contracts but also scale sustainably.

Case studies illustrate the real impact of these programs. In Atlantic Canada, WBE Canada partnered with the Centre for Women in Business to provide mentorship to 40 women entrepreneurs. These participants secured contracts in sectors ranging from professional services to specialized manufacturing, demonstrating how structured support can transform potential into tangible success. These stories highlight that supplier diversity initiatives do more than check a box; they actively drive business growth and economic empowerment.

Despite the clear advantages, supplier diversity in Canada faces challenges. Many organizations mistakenly believe that the pool of qualified women-owned suppliers is limited or that working with diverse suppliers requires additional resources. WBE Canada addresses these concerns by providing access to a certified database of businesses that meet rigorous standards, ensuring buyers can find capable suppliers ready to deliver at scale.

Another challenge can be embedding diversity into procurement policies. While companies may express public support for inclusion, without structured frameworks and executive sponsorship, supplier diversity efforts can remain symbolic. It is essential for leadership teams to actively integrate supplier diversity into their long-term strategic planning, establishing metrics, accountability, and incentives to ensure meaningful results.

On the supplier side, outreach and education are critical. Many women entrepreneurs are unaware of opportunities or lack confidence in navigating corporate procurement processes. Sharing success stories, providing training, and offering mentorship can empower women-owned businesses to compete effectively and grow within supply chains.

Supplier diversity is not just a Canadian concern; it is a global best practice. Studies from the United States and Europe show that companies with diverse supply chains enjoy increased innovation, higher revenue growth, and stronger market responsiveness. By learning from these international examples, Canadian businesses can develop programs tailored to their unique economic and cultural context.

Global integration of supplier diversity also positions WBEs to access international contracts. Certification through WBE Canada signals credibility and readiness to multinational corporations, opening doors to global supply chains. This competitive advantage allows women-owned businesses to scale and contributes to Canada’s overall economic growth and innovation capacity.

The broader impact of supplier diversity is felt across communities and economies. When women-owned businesses gain access to procurement opportunities, they create jobs, stimulate local economies, and foster entrepreneurial ecosystems. Inclusive supply chains also contribute to wealth distribution, ensuring that the benefits of economic growth reach a wider demographic. Companies that invest in diverse suppliers not only improve their bottom line but also strengthen the social fabric of the communities in which they operate.

Moreover, inclusive procurement supports corporate reputation. Organizations that visibly champion supplier diversity signal their commitment to equity, social responsibility, and ethical business practices. This can enhance brand loyalty, attract top talent, and create stronger relationships with stakeholders.

The future of supply chain resilience and competitiveness depends on embracing diversity and inclusion. Supplier diversity is no longer a peripheral initiative; it is a strategic imperative. By embedding women-owned businesses into procurement practices, Canadian organizations can unlock innovation, mitigate risks, and build sustainable, adaptable supply chains. WBE Canada’s model demonstrates the power of structured support, certification, mentorship, and direct connections to buyers, creating an ecosystem where women entrepreneurs can thrive. As more organizations adopt these principles, the Canadian economy will benefit from stronger, more resilient supply chains, vibrant local businesses, and greater equity in economic opportunity.

Indeed, supplier diversity is a catalyst for innovation, resilience, and growth. Women-owned businesses offer unique perspectives, agile solutions, and untapped potential that can transform supply chains and drive economic prosperity. In Canada, WBE Canada is leading the charge, providing women entrepreneurs with the tools, networks, and recognition necessary to compete at the highest levels.

For corporations, the message is clear: inclusive procurement is not just socially responsible; it is a business advantage. By embracing supplier diversity, organizations can secure competitive benefits, foster innovation, and support the development of thriving communities. The path forward is one where businesses, women entrepreneurs, and society as a whole succeed together by building stronger, more resilient, and more equitable supply chains for the future.

The post Strengthening the Supply Chain<p class="company">A Strategic Imperative</p> appeared first on Business In Focus Magazine.

Known as the ‘Silver State’ and the ‘Battle Born State’—owing to it achieving statehood in 1864 during the Civil War—Nevada is famous for its history, rugged landscape, and diversified economy. Renowned for travel and tourism, mining, manufacturing, ranching, and construction, Nevada continues to attract a growing range of businesses and industries.

For many reasons, including an ideal location in the center of the United States, Nevada is fast gaining popularity as a warehousing, logistics, and distribution hub. Companies are choosing Nevada for its road and rail access and extremely reasonable tax rates, which are largely thanks to gold. Nevada is not only the leading gold-producing state in America; its output often exceeds that of entire countries. In 2024, one company alone—Nevada Gold Mines, a joint venture of Barrick and Newmont—produced 2,698,701 ounces.

Gold, and plenty of it
For decades, gold has been one of Nevada’s greatest assets. Not only has it helped keep taxes low, but it has also created a stable environment in the area, even in some troubling times. “When the 2008-2009 housing crisis collapsed everything, we were fine—nobody even noticed here,” says Executive Director of the Northeastern Nevada Regional Development Authority (NNRDA), Sheldon Mudd. And when COVID-19 hit, there were few slowdowns in the area compared to the rest of the world.

“I’ve always said this area is not recession-proof, but we are recession-insulated,” says Mudd. “That’s the thing that has been a blessing in this part of the country: we have an industry that always keeps our heads above water. When things are good, we’re doing good; and when things are bad, we are usually doing great. Fortunately, there are hundreds of years of resources still left in the ground.”

Mining and related activities remain a key economic driver in the four counties— Lander, Eureka, Elko, and White Pine—represented by the NNRDA. Just last year, Great Basin College and NORCAT (formerly the Northern Centre for Advanced Technology) announced plans for a new, state-of-the-art Mine Skills Training facility. Receiving $823,239 in funding from Workforce Innovations for a New Nevada (WINN), the new Mine Skills Training facility “will offer a diverse range of corporate training services tailored to meet the evolving needs of the Northern Nevada mining sector,” said a joint announcement. “Through a blend of hands-on instruction, cutting-edge virtual reality, augmented reality, and industry-leading education, participants will gain essential skills and knowledge vital for success in the mining industry.”

Building an environment for business
Executive Director since 2017, Mudd is passionate about Nevada and the NNRDA. Established in 2012 in response to the state’s economic development plan, “Moving Nevada Forward: A plan for Excellence in Economic Development 2012-2014,” the NNRDA encourages and coordinates “diversified development and economic growth of the Northeastern Nevada region and all of its entities,” with the vision of ensuring Northeastern Nevada’s economic stability.

The NNRDA comprises public and private members. Although its regional footprint consists of just the four counties combined, it occupies approximately 40,000 square miles, the largest geographic Development Authority in the state. According to the NNRDA, it is single-handedly responsible for a third of Nevada’s economic development pursuits. “These four counties are pretty aligned with each other, and between geography and logistics, it just makes sense,” says Mudd.

Known for their many established mining and related companies, the four counties and surrounding areas continue to welcome new businesses, one of the most recent being Aultra Tank & Equipment. A leader in steel tank refurbishment, this company has seen increased demand for its services brought about by new tariffs and shifting trade dynamics.

“We are thrilled to welcome Aultra Tank to Wells,” says Mudd in a recent media release. “Every time we attract a company to our rural communities, we strengthen the economic stability of these towns and increase the likelihood of long-term prosperity.”

Aultra’s Co-Owner and Head of Operations, Adam Gazapian, initially reached out to the NNRDA in May 2024, after discovering the organization’s website while searching for possible western expansion sites. “With our Midwest operations thriving, it made sense to establish a western hub,” said Gazapian. “Northeastern Nevada sits at the geographical heart of the region and offers excellent logistical access.”

Some reasons behind Aultra’s decision to locate its business at the junction of I-80 and US-93 in Wells Industrial Park include the fast permitting processes and support from Wells’s municipal leaders. The company plans to invest $8 to $10 million to build a 23,000-square-foot facility, creating 20 to 25 full-time jobs.

With its longstanding, worldwide reputation for mining, other corporations are also choosing Nevada to launch or expand their operations. Last year, London-based Capital Mining Services chose Elko for its American headquarters, citing its ideal location and business-friendly environment. According to Capital, the company, which has over 30 worldwide locations, will conduct mine drilling operations and geochemical analysis in Elko, deploying “groundbreaking X-ray assay technology, known as Chrysos PhotonAssay™, an environmentally friendly replacement for fire assay on-site and in the laboratory.”

Along with Capital’s arrival in Nevada, last year also saw the establishment of the new Epiroc USA National Competency Center in Elko. “The opening of the Competency Center in Elko is a pivotal strategic goal for Epiroc USA,” said Jon Torpy, President and General Manager of Epiroc USA, on the company’s website. “This facility embodies our commitment to helping customers build the mines of the future, delivering reliable, trustworthy expertise. It signifies a major step forward in our mission to extend fleets’ longevity and contribute to the industry’s sustainable development.”

Among the two-story, 48,000-square-foot Competency Center’s amenities are a 4,000-square-foot training center, 8,000 square feet of office space, a 16,000-square-foot warehouse, and a well-equipped 20,000-square-foot workshop with an outdoor staging area and multiple bays. Epiroc received the NNRDA’s 2024 Economic Development TOP GUN award for its role in advancing sustainable mining practices at the Competency Center.

Although the state has sales and property taxes, residents do not pay individual income tax or state tax on income derived from salaries or wages. And since no commerce tax is charged for businesses with a gross revenue under $4 million in a fiscal year, Nevada is extremely attractive to smaller companies. “As far as business taxes and individual taxes go, that’s one of the beautiful things about Nevada: we don’t have to pay those state income taxes,” says Mudd. “We try to get people to move here from Idaho or Utah, because with not having to pay that state income tax, it’s almost immediately a seven to nine percent wage increase.”

Welcome aboard
In 2024, multinational mining solutions company Sandvik announced the construction of a massive new campus in Elko. Representing the Swedish company’s biggest investment in the U.S., the $51.6 million campus will grow from 6,000 square feet to 24,000 square feet. Warehouse space will triple to 45,000 square feet, and workshop space will expand by over 50 percent to 22,000 square feet.

“We are creating a new, modern work environment for our people, and in turn, for our customers, who operate in rapidly changing market conditions with fast-evolving technology,” said Victor Tapia, Vice President, Sales Area USA, Sandvik Mining and Rock Solutions, in a media release. “The new building will facilitate increased collaboration opportunities and enable us to better serve our customers for years to come.”

Says Mudd: “The project is quite impressive, and they see a [bright] economic outlook for the future of the area and have invested millions of dollars.” Earlier this year, several Swedish companies came to Nevada on a trade mission to investigate opportunities.

One of the latest success stories for the NNRDA is welcoming online retail giant Amazon to Wells, with a new distribution center. The move will see Amazon expand its delivery network into Northeastern Nevada, which will support approximately 100 jobs. “This is going to be one of our biggest wins in the office,” says Mudd. “We’re talking about a community of 1,200 people, so it’s going to change the dynamics of that community.”

Wells is about an hour’s drive east of Elko, at the crossroads of Interstate 80 and US Highway 93. A new coffee shop riffing off local themes opened up there called the Buckaroos Hitching Post and Coffeehouse, owned by retired military special operations veterans from the Marine Corps. “Seeing the growth coming, they decided to invest some cash and put together this coffee shop, which is really nice,” says Mudd. “So it has added to this tiny town, and if you ask me, it’s that first spark that’s going to help build things up. I anticipate that we’ll see a lot of projects like that coming to fruition.”

Another area success story is KADRI. Frustrated by the lack of adventure-tactical clothing designed for women, KADRI sells multifunctional products developed by female special operations veterans. Items like the KADRI Valkyrie Field Pants are best-sellers for this women-owned and operated business, and the business complements target sectors such as defense and aerospace.

Making connections
Mudd is optimistic about the future of Northeastern Nevada, and the NNRDA continues to make the area attractive to existing and new businesses alike. “People are seeing opportunity and making investments in our little towns,” he says, adding that they will soon see a new hotel come to the region.

All industries—including mining, agriculture, aerospace, defense, and warehousing and distribution—need roads and rail to receive and move product. Owing to its prime location, the NNRDA is targeting these sectors, which will benefit from expanded rail access. “We have the Union Pacific mainline that comes right through the area, east to west, through three of the four counties,” Mudd explains. “From a logistical standpoint, it’s a huge asset.”

The challenge, however, is that railway spurs are full. Lander County, on the far west, has allotted over $10 million to begin construction on a rail siding that will go into some county-owned land, roughly 300 acres that they hope to turn into an industrial park. “The idea that they have a rail-served industrial park right in the area should be a pretty attractive asset for any logistics company.” The next phase will see a developer come in once the rail is in place. “Usually, about 20 percent of people reaching out to our office are requesting rail,” Mudd tells us.

He believes that the region’s story is one of resilience, opportunity, and forward momentum, and is looking forward to what the future will bring. Rooted in a proud mining tradition that continues to underpin the state’s economy, Nevada is also embracing diversification, innovation, and sustainable growth. With its strategic location, business-friendly environment, and communities eager to welcome new investment, Northeastern Nevada in particular is becoming a magnet for industries far beyond mining, from logistics and aerospace to retail and advanced manufacturing.

As more companies recognize the value of setting down roots in the Silver State, Nevada is poised to shine even brighter, building on its heritage while charting a dynamic path for the future.

The post Silver and Gold – At Home in Northeastern Nevada<p class="company">Northeastern Nevada Regional Development Authority (NNRDA)</p> appeared first on Business In Focus Magazine.