Blaine is safe, affordable, and offers a careful balance of nature and curated amenities, making it an ideal place to raise a family and put down roots—but also a place to visit. Located only 10 miles away from downtown Minneapolis, Blaine offers access, proximity, and a unique character of its own.

Regarded as a premier sports and recreation hub in the Twin Cities metro area, the city continues to find ways to bring people in and get them to stay by investing in the city and its infrastructure to ensure that growth is thoughtful and intentional, a strategy that has proven itself time and time again.

Investing in tomorrow, today
It’s no surprise that people are attracted to Blaine. Recognized as one of Money Magazine’s Top 100 Best Places to Live, the community offers countless draws that continue to drive growth in terms of population, investment, and payoff.

The city has grown its retail, commercial, industrial, and residential footprints, all while seeking to preserve the quality of life enjoyed by its residents in the process. Now with a population of just over 76,000, the growth has been sustainable thanks to continued investments in infrastructure, housing, and quality of life to ensure that the city remains a destination of choice.

“We are developing in an orderly fashion, and our infrastructure is ready for that. Also, we are seeing a lot of improvements through the county infrastructure,” explains Community Development Director, Sheila Sellman. These improvements include efforts to expand water, energy, and highway infrastructure to sustain the growth.

Highway 65, specifically, is a great example of a long-advocated investment being made by the State, County, and City that will have a resounding impact for the residents and businesses in Blaine. This is a north-south corridor that runs through the city and is traveled by over 55,000 vehicles a day and soon, it will receive much-needed improvements, as site preparation is underway for 2027 construction.

This investment will not only improve connectivity and access from a logistical standpoint, but it will also open up additional land for development, which is needed as Blaine approaches its complete build-out.

A community in redevelopment
Like many other markets around the country, construction activity in Blaine has experienced a slowdown, largely due to extenuating circumstances beyond its control including high material costs, interest rates, and economic uncertainty, though the building inspection department continues to be busy.

While residential development has slowed, there continues to be activity, particularly in the retail and commercial sectors in northeast Blaine, which has been an area of development focus for years.

“We do have the northeast part of the town opening up for development; when I say that, I mean that city sewer and water will be extended to the north, which hasn’t been the case. With our development trends heading north on Lexington Avenue, that will open up our city sewer and water for those parcels,” says Sellman.

There is also an effort to make what was old new again. For instance, the Northtown Mall is experiencing a retail awakening thanks to the opening of Asia Village, a new Asian-themed marketplace that will breathe new life and culture into the community. With 11 different restaurants, a well-equipped grocery store, and much more, the development has been in the works for years and is now operating, much to the pleasure of residents from the community and surrounding areas who are willing to travel to take advantage of the plethora of choices.

“We’re hoping to see that really change the landscape of the mall and bring in some new stores to revitalize the area,” says Economic Development Specialist, Ruth Tucker.

There is also a growing focus on the North Meadows neighborhood through projects like Lexington Crossings and Lexington Meadows, multi-tenant mixed-use developments that will see the addition of housing, retail, and commercial tenants in what continues to be a challenging market.

“We continue to see challenges with high rental rates for commercial space, limited space, and limited land availability. We are getting closer to growing up fully and the land we do have left is quite challenging,” notes Tucker. She adds, “We have found some creative ways to get around some of that with public-private partnerships, and in some cases, incentives, when merited.”

From Tucker’s perspective, “We’re being much more strategic about our growth to make sure we’re getting the uses and amenities that our residents want to see and need versus just what we can infill.”

A big part of this strategy and intention has centered around one of the biggest draws to the community: sports and entertainment, which continues to be a driver that is bringing opportunity to Blaine.

Game on!
As a sports and entertainment destination, a great deal of effort has gone into Blaine’s 105th Redevelopment District, the sports entertainment district that is home to the National Sports Center, restaurants, hospitality, entertainment, and residential, and continues to draw the attention of locals and visitors alike.

“There’s been a lot going on out there. They are working on the utilities for that district, so the water and sewer have gone in, and they’re upgrading 105th Avenue by adding another roundabout,” says Sellman of the project, which was under construction at the time of writing.

Centered around the National Sports Center, the world’s largest amateur sports campus. Featuring the world’s largest indoor ice arena of its kind and spanning 600 acres, the NSC is the most visited sports facility in the state, generating over $70 million in annual visitor economic impact. The facility, which features 17 artificial turf fields and more than 30 grass fields, hosts the Target USA Cup, one of the largest amateur soccer tournaments in the world, and its eight sheets of ice are the training grounds of the USA Women’s Olympic Hockey Team and athletes of all skill levels.

The true spectacle of the site has to be the M Health Fairview Dome, a 110-foot-tall space that holds two full-sized soccer fields and two full-sized baseball diamonds, making it the largest of its kind in the Western Hemisphere. Meanwhile, the 58,000-square-foot NSC Sports Hall and a 5,000-seat stadium hosts countless events.

Blaine is also home to Victory Links Golf Course, an 18-hole championship golf course and the only PGA-Tour designed course open to the public in Minnesota, which sees some of the world’s best golfers engaged in competition during the 3M Open each year, Minnesota’s only PGA event. While this event brings with it an impressive economic boost for the community, Blaine has also found a way to maximize the impact of the sport.

Waggle, one of the fastest growing golf apparel and lifestyle brands, has relocated its headquarters and flagship retail store to Blaine’s Radisson Road Business Center, which proves that the city is truly capitalizing on every avenue of growth available to it, doing so in a way that complements the community and its growing assets.

Growing with intention
Not all economic wins are loud, but that doesn’t mean their impact is any smaller. Through continued economic growth and success, Blaine continues to build confidence in its ability to meet the needs of a growing population while maximizing the quality of life and return on investment of these activities.

As it approaches full build-out, there is an acute awareness that the needs of the community must be met, which is why, in addition to new permits and plans, the community is also conducting feasibility studies, including one to identify the viability of a new fire station in the northeast.

Through this growth strategy, Blaine maintains a future-focused approach to development, intentionally building on its strengths, sustaining its growth, and celebrating the many wins that will reinforce the character and identify of this community for the long term.

The post Where Hard Work Is Paying Off<p class="company">City of Blaine, Minnesota</p> appeared first on Business In Focus Magazine.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The second-largest city in Wayne County and the seventh-largest in the state, Dearborn hosts a strong small business environment alongside major players like the Ford Motor Company, Carhartt, Hollingsworth, and Shatila Food Products. In keeping with this entrepreneurial commitment, and in order to increase job possibilities for locals and business owners, the Economic Development Department’s Workforce & Business Development Division strategically leads and strengthens projects that promote economic growth, community well-being, and individual prosperity.

Forging an identity
“Our modern economic identity began with Ford Motor Company, established here in the early 20th century,” says Kelli Vanden Bosch, President, Dearborn Area Chamber of Commerce. “But that did more than build cars here in Dearborn; it built a strong middle class and a culture of entrepreneurship.”

As the automotive industry matured, Dearborn evolved beyond a single-industry town, investing in the future via the University of Michigan, Dearborn and Henry Ford College, both located in the city and providing thousands of students with opportunities to further their education.

“We have 20,000 children who attend public schools here every year, and a 93 percent graduation rate,” says Vanden Bosch, adding that the past two superintendents of the State of Michigan also came from Dearborn.

A culture of celebration
As for community, Dearborn is a welcoming, family-oriented city that embraces its rich diversity. “Our culture is reflected in everything we do—from our incredible Middle Eastern cuisine and vibrant coffee shops to the locally owned businesses that give our city its character,” says Vanden Bosch. “Whether you’re stopping for coffee, enjoying a meal, or exploring our neighborhoods, you’ll find a strong sense of community. While Dearborn is known around the world as the home of Ford Motor Company, it’s also become a destination for people seeking authentic food, culture, and experiences.”

Other local tourist attractions include the Henry Ford Museum and Greenfield Village, which bring a sizeable number of visitors to the area.

When it comes to planned tourism events, the Chamber’s yearly Taste of Dearborn, a restaurant crawl in the west downtown area on Michigan Avenue that piggybacks on the food scene, takes place every third Wednesday in June, enticing thousands of people to experience the wares of 30-plus participating restaurants.

There’s also the Dearborn Summer Market, formerly known as the Dearborn Farmers & Artisans Market, overseen by West Dearborn Downtown Development Authority (WDDDA), who strives to foster community cohesion and bolster local small businesses and entrepreneurs. The 2026 season of “Under the Stars,” held at Dearborn PEACE Park West, is proudly presented by the City of Dearborn and brings a diverse range of entertainment to the community.

The seasonal Take in the Holiday Lights, hosted by PEACE Park West, is a new city tradition combining public art with holiday joy. Over the course of three months, this free, family-friendly event showcases three top-notch, interactive light displays created by artists from across the world.

And in keeping with Dearborn’s deep appreciation of education, there are the Teacher of the Year awards, which work hand-in-hand with the Dearborn public schools to honor those who strive to provide quality instruction to students. The Women of Inspiration Lunch, meanwhile, focuses on supporting women entrepreneurs. Finally, there’s the Dearborn Homecoming Festival, a three-day event taking place the first full weekend of August each year. Founded in 1979 and hosted in Ford Field Park, this celebration features reunions, carnival rides, historical reenactments, and massive fireworks.

Committed to its people
In order to guarantee the provision of Dearborn’s top-notch public services, Mayor Abdullah Hammoud collaborates closely with more than a dozen city department leaders and their employees. Born and raised in Dearborn, Hammoud is devoted to creating a community where everyone has the chance to prosper and contribute to its success. A graduate of both Dearborn Public Schools and the University of Michigan, with bachelor’s degrees in science and master’s degrees in public health and business administration, Hammoud also represented Dearborn’s 15th District in the Michigan House of Representatives before becoming Mayor.

While serving in the state legislature, he supported several programs that protected public health and air quality and enhanced access to healthcare, education, and economic growth for Michigan residents. He was elected mayor of Dearborn in November 2021 and has been carrying out his shared vision of a more affluent, lively, and inclusive neighborhood ever since, prioritizing public safety and economic development, implementing public health in all programs, making historic investments in public parks, and reinventing the way the government provides services to its more than 100,000 residents.

Part of the government’s commitment to its people includes bringing to fruition numerous projects, such as authorizing a $31 million, 111-unit townhouse project with reasonably priced units at 15625 Lundy Parkway. The project consists of a variety of one- to four-bedroom residences, amenities, a clubhouse, and green space, and is scheduled to begin construction in 2026 with an anticipated 2028 completion. According to a 2025 market estimate, Dearborn needs roughly 1,500 new housing units by 2035, and the development will assist in addressing this need.

A brownfield tax incentive plan that would reimburse up to about $11.4 million in eligible development costs over 28 years supports the project, which is anticipated to generate more than $5.6 million in revenue for the city during the incentive period while remaining cost-neutral, with projected service costs of approximately $5 million. Later in the incentive period, the plan calls for converting around 49 percent of the units from rentals to owner-occupied housing alongside new construction.

Indeed, in one of Michigan’s most competitive housing markets, the city is pushing forward with hundreds of millions of dollars in rehabilitation projects that are intended to create new housing. The east side of Dearborn is currently the main focus of the housing push, which includes the construction of a new residential neighborhood with roughly 300 houses and apartments on 21 acres of city-owned land close to Carhartt’s global headquarters. The city is also developing a plan to create dozens of new residences on about 40 city-owned lots in the Lonyo neighborhood, while Waza Construction is erecting 111 new townhouses. Additionally, Village Plaza, a 12-story office skyscraper on Michigan Avenue that has been abandoned since 2018, is being demolished and the city is preparing a 20-plus-acre site near Michigan Avenue and I-94 for future development.

Development in Dearborn goes beyond housing, with a mixed-use office complex on vacant ground at Michigan Avenue and Howard Street and the former Hyatt Regency site on Town Center Drive being actively developed by an architecture firm. A city code reform to permit indoor leisure facilities in more commercial locations is also being championed by a local company, Just Play. And, in late 2026 and early 2027, the city intends to invite developers to apply for its pre-approved sites.

A great place to grow
For Kelli Vanden Bosch, a deep love and abiding pride for the city and its residents runs deep, both personally and generationally. “Not only do I work in Dearborn, but I’ve proudly called it home for more than 30 years,” she says. “My husband works for Dearborn Public Schools, and we raised our children here. Dearborn is a community that invests in its families, and it’s been a wonderful place to live, work, and build a life.”

With about 110,000 residents, Dearborn offers plenty of activities and a bright future. Local leaders put words into action, always striving to improve the quality of life for residents. And initiatives like the Dearborn Advantage aim to set the city apart in the face of a population surge, a surge it intends to maintain with fresh expenditures in parks, workforce development, and early literacy.

The post Grow, Connect, Belong: Dream Big and Do Good Things in Dearborn<p class="company">City of Dearborn, Michigan</p> appeared first on Business In Focus Magazine.

Todd Andrus, Vice President and Executive Director of IAAPA North America, describes the organization’s purpose in simple terms. “Our mission really is about connecting,” Andrus says. “We bring the industry together. We create opportunities or environments for people to come together to network and learn best practices.”

That mission plays out across three core areas: networking events, education, and advocacy. IAAPA works with governments and industry stakeholders on policy issues affecting the attractions industry, from workforce development to emerging safety legislation around new technologies like drones. But it is the organization’s ability to bring people together physically, and to keep them informed, that Andrus points to most often as one of its defining strengths.

Robust regionalization
IAAPA operates worldwide, but its strategy for serving members has increasingly focused on strengthening its regional presence. Andrus oversees North America, encompassing the U.S. and Canada, while the organization also maintains dedicated Latin American, Asian, and European regions. On July 1^st, IAAPA opened a new Middle East region, created to support what Andrus describes as a fast growing tourism and entertainment market. “We find that through regionalization, we get closer to our membership,” he says.

That regional structure shows up most visibly in IAAPA’s events calendar. The organization recently hosted a North American meetup at the Harley-Davidson Museum in Milwaukee, Wisconsin, drawing close to 100 industry professionals for tours, networking, and exploring event best practices. IAAPA also hosts regional expos alongside its flagship global event in Orlando, including a recent IAAPA Expo Asia in Hong Kong, creating opportunities for industry professionals to conduct business, build relationships, and participate in education tailored to the region.

Identifying industry shifts
Education runs through nearly all of these gatherings. IAAPA curates sessions using experts drawn from within the industry, covering topics ranging from safety and sustainability to marketing and food and beverage operations. The organization also runs monthly webinars—two to three each month—some of which are global in scope with others tailored to regional concerns.

One recent North American webinar series addressed a growing operational challenge of coordinated “social takeovers” in which large groups of teenagers target a specific attraction and overwhelm it. IAAPA produced both a webinar and a white paper on the issue, focused on helping operators recognize the warning signs and coordinate with local law enforcement before an incident occurs. For attractions professionals looking to formalize and advance their expertise, IAAPA also offers certification programs at both the professional and executive levels.

Andrus points to personalization as one of the clearest trends reshaping the attractions business right now. Ticketing platforms increasingly allow parks to tailor the guest experience based on past visits, offering targeted perks or front-of-line access, while some attractions have begun incorporating guests’ own likenesses directly into rides and displays.

A larger, more structural shift is happening alongside this trend. Many theme parks and attractions are working to own more of the guest journey, not just the time spent inside the gates. “They are looking to own the full funnel experience,” Andrus says, describing how operators now aim to manage everything from airport arrival through overnight accommodations, rather than ceding that part of the trip to outside hotels or booking platforms.

He cites several examples taking shape in the U.S. market. Nickelodeon is opening a hotel in Orlando with an accompanying water park, while a Mattel-branded theme park under development in Arizona will include its own hotel. Disney and Universal have run this model for decades, Andrus notes, but the approach is now spreading to a broader range of regional and mid-sized operators across the U.S. and Canada.

Shaping the future workforce
IAAPA employs approximately 150 people worldwide, and Andrus is candid about the qualities the organization looks for when hiring: direct, lived experience within the attractions industry itself, ideally paired with some history of involvement with IAAPA specifically.

Andrus’s own path illustrates the pattern. He brings 26 years of industry experience, having worked at SeaWorld, Busch Gardens, Merlin Entertainment, and Premier Parks, a North America-based attractions group. He spent six years volunteering with IAAPA, including helping curate educational programming for IAAPA Expo, before joining the organization’s staff six months ago. “I’ve always gone to Expo,” he says. “I helped curate our educational experiences that we showcased at IAAPA Expo. Having that kind of involvement is super important from an IAAPA perspective.”

Andrus also speaks to the industry’s broader role as a training ground for new workers. Attractions and parks are frequently a person’s first job, and the attractions industry treats that responsibility seriously. “We take great pride in that we’re shaping the workforce of the future,” Andrus says. He points to the soft skills a first job in attractions instills—showing up on time, engaging with customers, and staying approachable—as lessons that stay with workers well beyond their time in the industry, even for those who eventually move into other fields entirely.

Celebrating sustainability
Every IAAPA region maintains a sustainability task force made up of member companies tasked with advising the organization on best practice and helping guide the industry’s long-term approach to environmental responsibility. That work has produced tangible results. IAAPA Expo Europe, scheduled for late September in London, has been certified as a sustainable event, with the organization’s sustainability team working directly with the venue and exhibitors ahead of the show.

Andrus also points to a recent trip to Xcaret, an ecological resort in Mexico that combines multiple parks with several hotels on a single property, as an example of sustainability and guest experience working in tandem. IAAPA hosted its IAAPA Honors awards ceremony there, and Andrus came away impressed by the property’s approach to photography. Guests receive an RFID wristband at check-in, allowing them to scan stationed cameras throughout the park and have photos automatically routed back to their hotel room for review that evening.

“It just took that whole ‘taking your phone out’ aspect out of the picture, and you could be present,” Andrus says of the experience, noting how the technology let multigenerational travel groups, including relatives back at the hotel, follow along with a family’s day without anyone needing to stop and reach for their phone or camera.

Benefits of belonging
Asked what members gain most from their involvement with IAAPA, Andrus breaks it down into three areas: connections, insight into industry innovation, and education. The connections, he says, function almost like a standing professional support network. Because IAAPA brings together operators from non-competing markets from around the world, members can build relationships and speak openly about shared challenges with industry peers.

“I was able to pick up the phone and call somebody that I had met at an IAAPA event,” Andrus says, describing how that kind of relationship has helped him work through business challenges while working at attractions.

The organization’s expos also give members early exposure to new technology and equipment before it reaches wider adoption, while its education sessions, delivered in 45-minute to hour-long formats, cover practical operational ground in marketing, food and beverage, and safety.

At the center of IAAPA’s events calendar remains its flagship global event, IAAPA Expo, in Orlando, scheduled for November 16^th through 20^th. This year’s event is set to be the largest in the organization’s history, with more than 40,000 attendees and over 1,100 vendors expected throughout the week. For the first time, IAAPA Expo will expand into the Orange County Convention Center’s West Building, a new hall, adding its west building, in addition to its existing north-south footprint and increasing total floor space by roughly 50 percent.

The education program is expanding alongside it. Andrus says this year’s Expo will include the most education sessions IAAPA has ever offered, with more than 20,000 attendees expected to take part in programming over the course of the week. “It’s really all designed for attraction professionals to be able to come in and move their business forward,” he says.

For an industry that depends on creating memorable, in-person experiences for its guests, IAAPA has built its own version of that model for the professionals who run it—bringing people together, keeping them informed about where the industry is headed, and providing a global network they can lean on when new challenges arise. As the attractions industry continues to evolve and expand its footprint, from full-funnel guest experiences to new hotel and resort partnerships, IAAPA’s role as a global connector and resource for the industry is positioned to grow alongside it.

The post Bringing the Attractions World Together<p class="company">The International Association of Amusement Parks and Attractions (IAAPA)</p> appeared first on Business In Focus Magazine.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The post Driving Growth in Northwest Alberta: The County of Grande Prairie Advantage<p class="company">The County of Grande Prairie No. 1, Alberta</p> appeared first on Business In Focus Magazine.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The post Inclusivity, Cooperation, Communication: Building a Bright Future in Southeastern New Brunswick<p class="company">Southeast Regional Service Commission – Economic Development (EDE)</p> appeared first on Business In Focus Magazine.

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.