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Spotlight On: Jackie Espinosa, Mayor, City of Kissimmee

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Jackie_Espinosa_Spotlight_onDecember 2025 — Invest: sat down with Jackie Espinosa, mayor of the City of Kissimmee, to discuss how the city is aligning rapid growth with prudent, community-focused development. From new hotels and a convention center downtown to reinvestment along the Vine Street corridor and around the executive airport, nearly half a billion dollars in projects are reshaping Kissimmee’s economic profile. “It’s like the Emerald City. Everything’s happening here,” Espinosa said.

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Over the past year, what changes have most influenced the city of Kissimmee?

We’ve always been development-friendly, but what has truly defined this year is our focus on prudent development — projects that create long-term value for residents and businesses rather than growth for growth’s sake. You see that in our Kissimmee Complete Street Improvement Project and in how we’re approaching hotels, housing, and mixed-use redevelopment across the city.

On the fiscal side, we just adopted a proposed budget of about $310.3 million for the new fiscal year. For a city with close to 90,000 residents, we’re not the largest, but certainly not the smallest, and we’re operating from a position of strength. Our millage rate has remained at 4.6253 for 17 consecutive years, reflecting the stability of our budget and the discipline of our administration.

From a development perspective, we’ve approved several hotel projects for the first time in a long time. Azure will replace our existing Civic Center site with roughly 300 rooms, and alongside it we’re building a new convention center. We also have a new hotel planned near our executive airport with extended-stay options for students in aviation programs, plus another hotel downtown that will include about 30 residential units.

Add in the redevelopment of the former Kmart site — with 630 residences, about 51,000 square feet of commercial space and a 73,400-square-foot indoor sports facility — and, together with CRA investments, we’re approaching half a billion dollars in public and private investment.

What economic and demographic trends are shaping business attraction and investment in Kissimmee today?

Tourism has long been one of our leading drivers, but what’s changing is the diversification of our economy. We’re seeing strong momentum in advanced and micro-technology due to our proximity to NeoCity. While NeoCity sits just outside our limits, it directly influences our housing market, workforce, schools, and job opportunities. Those high-paying jobs are shifting the income profile of our community.

With that growth, we’ve been intentional about aligning development with public safety. We recently received a $750,000 U.S. Department of Justice grant to expand community policing and support public safety initiatives. Growth and safety must move together — and as our police department has rebuilt trust with the community, this funding allows us to expand that progress. When you combine tourism, innovation, residential growth and stronger public safety, you start to see a more balanced economic base taking shape.

How are revitalization efforts advancing, particularly around housing and redevelopment?

The Vine Street corridor is a 5.5-mile stretch that historically has been viewed primarily as a tourist corridor. Our goal is to reposition it as a vibrant, mixed-use area that serves both residents and visitors. Housing is central to that transformation. The former Kmart site alone will bring 630 new units, and beyond that, various projects along the corridor include a mix of affordable and market-rate housing to reflect the diversity of our community.

Through our two CRAs — Downtown Kissimmee and Vine Street — we’re offering grants for façade improvements and upgrades that elevate the look and feel of the corridor. This ensures we’re not only investing in downtown but also in the gateways that shape the city’s broader image.

How are you supporting the expansion of Kissimmee’s medical corridor?

We’re fortunate to have a strong medical presence, including a major HCA hospital that serves as a Level 2 trauma center. Helicopters fly in from across Central Florida when needed, and having that level of care within the city is a tremendous asset for both residents and employers.

Around that anchor, we’re seeing more medical offices and specialized facilities open or expand. To support them, we offer startup funding, expansion grants, and incentives for businesses creating new jobs. Our fast-track permitting process is especially important for healthcare projects, where timing can be critical.

The medical district sits just before our executive airport, and together they form a growing hub of economic activity. Our next goal is securing a customs unit at the airport to expand import-export opportunities. As I often say, it’s like the Emerald City — everything’s happening here.

How are you working with regional partners to expand multimodal transportation options?

Connectivity is one of our greatest strengths. SunRail runs directly into downtown, and we complement that with Freebee — an on-demand, no-cost service that takes riders anywhere within our expanded medical district. If someone gets off SunRail and needs to reach a hospital or clinic, Freebee gets them there with no fare.

We also partner closely with LYNX and its regional services to ensure transit supports growing corridors and employment centers. And Amtrak runs right through the center of downtown, bringing travelers from across the country. With SunRail, Amtrak, LYNX and local micro-transit working together, Kissimmee is becoming even more accessible as we grow.

Looking ahead to 2026 and beyond, what new economic development strategies and partnerships is the city launching?

One initiative I’m especially proud of is Business Boost 2.0. We allocated $1 million in remaining COVID-era funds to help small businesses that were here before the pandemic. Home-based businesses can receive around $5,000 in grants, while brick-and-mortar businesses can receive up to $20,000 — meaningful support at a critical time.

We’re also focused on attracting and sustaining new businesses. Our CRAs provide a Pioneer Project Incentive Program for residential, innovative commercial and mixed-use development, and our Commercial Property Improvement Program grant offers up to $50,000 for improvements to long-standing businesses, sometimes without requiring a match or repayment. 

When you take everything together — hotel and convention investments, medical and aviation growth, business grants, fast-track permitting and CRA revitalization — Kissimmee is becoming a place where opportunity is tangible. Our job is to make sure that entrepreneurs and employers see the city as a partner in their success.

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Spotlight On: Richard Sellwood, Senior Vice President & COO, USF Credit Union

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Richard_Sellwood_Spotlight_onDecember 2025 — Richard Sellwood, senior vice president and COO of USF Credit Union, sat down with Invest: to discuss the credit union’s expansion into new markets, its investment in digital innovation and AI, and its strategic efforts to personalize member experiences. “We’re especially interested in how AI can enhance member service, analyze data, and personalize offerings to create a truly exceptional experience,” Sellwood said.

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What changes over the past year have most impacted USF, and in what ways?

Two key initiatives are driving the biggest impact for us right now. First is our expansion into business banking. We’re building out a dedicated department with the right competencies, structures and processes to serve business clients effectively. It’s a major growth opportunity for the credit union and a powerful way to fulfill our mission: delivering financial solutions that improve members’ lives. Many of our members are small-business owners, and supporting them means supporting the broader community we live and work in. We’re excited to offer tailored products and services that meet the unique needs of each business, without becoming overly rigid.

The second major focus is exploring the role of AI in our industry. While we’ve begun using AI in limited ways, we’re looking at how it can help us operate more efficiently and reinvest savings back into our members and communities. We’re especially interested in how AI can enhance member service, analyze data, and personalize offerings to create a truly exceptional experience. These two areas, business banking and AI, are central to our strategy moving forward.

How have your recent digital upgrades changed member behavior and operational efficiency?

One of our most recent digital upgrades is the launch of Flex Pay, our version of buy now, pay later. Members have two flexible options, both accessible through our digital platforms. After making a debit card purchase, they may receive an offer to split the payment over time, effectively putting the funds back into their account. Alternatively, they can request funds in advance through our app and choose to repay it over the course of the coming months. This feature provides much-needed financial flexibility, especially as everyday expenses continue to rise.

We’ve also integrated live chat into our mobile app to enhance member support. With two-thirds of our digital activity now happening on mobile devices, we’ve adopted a mobile-first approach across all digital initiatives. Today’s members expect seamless, on-the-go service, and we’re committed to meeting them where they are.

USF Credit Union will expand beyond Tampa Bay with a new Winter Park branch slated for spring 2026. What does that signal about your statewide strategy?


USF Credit Union is opening its first branch outside the Tampa Bay area, marking a major milestone with a new public-facing location in Greater Orlando. We partnered with a site selection firm to identify the best location to serve both existing and prospective members, many of whom live and work in the Orlando region after attending USF. This expansion reflects our commitment to “Better Banking for All,” a tagline that underscores our inclusive approach.

While we’re proud of our USF roots, membership is open to everyone, not just those affiliated with the university. We’re excited to showcase the high-quality service we’ve built, which is consistently reflected in our Net Promoter Scores and overall member satisfaction. Our members love what we do, and we’re proud to bring that experience to a broader community.

You recently launched “Verde,” a cannabis banking program. What kind of demand are you seeing from businesses in this space?

This is a relatively new venture, and like anything innovative, it comes with some inherent risk. That’s why having the right structure and risk controls in place is critical — and I’m fully confident we do. What’s important to understand about credit unions is that we were founded to serve the underserved, including those with limited access to traditional banking services. Many financial institutions won’t touch this space because it requires a strong infrastructure and commitment to compliance. We’re proud to step into that gap.

This initiative involves serving state-licensed medicinal marijuana businesses in Florida, a market that’s often overlooked despite being legal. These businesses frequently struggle to find financial partners, and we’re excited to support them. The demand has been strong, and it’s a meaningful opportunity to expand our business while staying true to our mission of serving those who need it most.

How do you attract, upskill, and retain talent?

We take a multifaceted approach to building and sustaining a strong workplace culture, and we’re incredibly proud of the results. For the past two years, we’ve been recognized as a top workplace by USA Today, the Tampa Bay Times, and the financial services industry, with employee engagement rates exceeding 90%. Communication is at the heart of that success. As a $1.3 billion organization, we still hold monthly staff meetings where leadership shares updates, connects individual roles to our broader strategy, and fosters a sense of belonging. It’s our responsibility to create an environment where people can thrive.

We’ve also launched new development initiatives, including strategic and elevated leadership programs, to keep employees engaged and growing. From a retention standpoint, one of our most impactful efforts is Business College, a program for all first-year employees, regardless of department. Much like college cohorts, it builds lasting connections among peers through shared learning and guest speakers. It weaves new hires into the fabric of our organization and reinforces their sense of purpose. It’s a multipronged strategy, and we’re proud of the culture it continues to cultivate.

How is USF Credit Union engaging with the USF community and Tampa Bay neighborhoods to promote financial wellness and inclusion?

As a Select Employer Group (SEG) credit union, we partner with select employee groups to offer financial wellness clinics and events tailored to their needs. Whether it’s credit scores, budgeting, or auto loan planning, we provide these services to any SEG that wants to engage with us. Wellness is a top priority, and through our partnership with Balance Financial Fitness, we extend a full suite of financial education resources to our members. We’re deeply involved in the community and committed to supporting as many initiatives as we can. At times, the opportunities for financial wellness outreach feel endless, but we’re proud to be out there, making a meaningful impact wherever we’re needed.

What are your key goals and priorities for supporting regional growth while expanding across Central Florida?

We’re operating with a strong growth mindset and have so much to offer our community. One of our top priorities is breaking down the mental barriers that sometimes arise, whether it’s unfamiliarity with what a credit union is or assumptions tied to our close affiliation with the University of South Florida. While we’re proud of that partnership, our mission is to serve the broader community, and we’re committed to doing so. We’re also focused on evolving how we serve our members. As consumer behaviors shift, personalization is key. We’re leveraging our data to create customized offers and experiences that meet individual needs. With the resources we have, we’re well-positioned to deliver a member experience that’s truly tailored and impactful.

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Strategic megadeals drive M&A recovery heading into 2026

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INASe4_Banner_United Community Bank - Nashville

Writer: Mirella Franzese

DealsDecember 2025 — This year’s economy bent, but didn’t break. The same was true for dealmaking in 2025, according to J.P. Morgan experts. While the first half of the year saw a significant dip in activity due to economic pressures, U.S. mergers and acquisitions made a sharp turn in Q3, driven by a shift toward larger deals and more strategic transactions.

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President Donald Trump’s second term initially ushered in high hopes for capital markets. M&A activity surged by 43% year over year in the first quarter, buoyed by the announcement of several mega deals above $5 billion. 

Yet, the following quarters fell short of expectations as higher rates, taxes and tariffs significantly stalled M&A, initial public offerings (IPOs) and buyouts. These factors combined to push many private equity sponsors to hold assets longer, limiting both fundraising and deal flow, according to Dan Sarver, managing director at the Pennsylvania-based investment bank Confluence Advisors. 

“When uncertainty is high, buyers often hesitate as they struggle to underwrite future performance, which results in more conservative offers, lower valuations, heavier reliance on earnouts, or in some cases, walking away from a deal entirely,” Sarver told Invest:. “These dynamics have contributed to fewer completed transactions.”

Nearly one in every three companies paused or revisited pending deals as a result of new tariffs, according to PwC’s 2025 midyear outlook for U.S. deals. 

The higher interest-rate environment also made it more difficult to justify deals from a cash-flow perspective, which reshaped buyer and seller dynamics, said United Community Bank’s Tennessee State President Kelley Kee. “You need investors with the ability to front more equity. That’s a big challenge,” Kee told Invest:.

Additionally, the buyer-seller valuation gap remained a major drag on deal flow. According to EY, sellers often still benchmarked against the inflated market highs of 2021, while buyers applied more conservative valuation metrics. As a result, many PE firms delayed dealmaking until valuations narrowed.

Shifting headwinds

Despite a wobbly three quarters, the fourth quarter paved the way for a clearer recovery as some headwinds eased. According to Sarver, recent tax legislation created greater certainty, interest rates moderated and tariff risks became more defined — contributing to a more positive near-term outlook. 

“With those improvements, we expect M&A activity to gain momentum, particularly as we move into 2026,” Sarver told Invest:.

The rebound effect

In October, U.S. capital markets rallied, unlocking a wave of pent-up deals. Activity was further bolstered by a healthier equities market and a stockpile of liquidity.  

Total deal value hit its highest inflection point of the year, climbing 146.5% from a year earlier. M&A activity also rose by 8.3% year over year, driven by a sharp increase in transactions above $1 billion. 

For those larger transactions, deal values jumped 203% year over year, while volumes increased a more modest 70% — reflecting renewed confidence in big-ticket M&A. 

“We haven’t seen this much activity in a single quarter since 2021,” said Eduardo Villa, managing partner at EY’s New Jersey office, in an interview with Invest:. “We’re seeing PE firms starting to exit investments, with around 215 exits in the first half of 2025. That is the biggest amount of activity we’ve seen since 2022. The private equity market is as active as the public market now.”

At the same time, the valuation gap is beginning to narrow, driven in part by broader industry consolidation, according to John Fitzgerald, president and CEO of the New Jersey-based Magyar Bank.

“Valuation gaps between community banks and potential acquirers remain, though with fewer independent institutions operating, we anticipate increased dialogue about mergers in the medium term,” Fitzgerald told Invest:. 

Changing dynamics

Momentum entering 2026 is strong as dealmaking thawed through late 2025. But with deal volumes still well below the historic highs and deal values rising, the M&A landscape looks very different heading into the new year. Buyers are prioritizing fewer, larger and more strategic transactions, which suggests caution in the near-term and longer-term confidence, according to Baker Tilly Director Mary Roberts.

“The level of buyer due diligence has increased,” Roberts told Invest:. “PE groups and family offices (now) have high expectations in terms of what the sellers are required to provide.”

Roberts notes a growing focus on the quality of earnings — such as recurring revenue, operational efficiency, growth potential and strategic positioning — as buyers structure transactions to protect downside risk.

Despite the evolving dynamics, industry leaders remain optimistic about 2026. Analysts expect the number of deals inked to rise between 3% to 5%, while growth in deal values holds steady, particularly if tariff fears, interest rates and global trade tensions ease.

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Spotlight On: Kristy Crisp, Director of Economic Development, City of Gastonia

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Kristy_Crisp_Spotlight_onDecember 2025 — In an interview with Invest:, Kristy Crisp, director of economic development for the City of Gastonia, pointed to downtown revitalization and industrial expansion as cornerstones of the city’s 2025 growth. Strategic affordability and regional connectivity continue to position Gastonia as a compelling destination for business and investment. “What we’re seeing in 2025 is the culmination of years of work. There’s been significant growth in our industrial sector — projects are opening, some are under construction, and we’re seeing the results of that groundwork now,” Crisp said.

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What have been some of the key developments shaping Gastonia’s economic growth strategy this past year?

What we’re seeing in 2025 is the culmination of years of work. There’s been significant growth in our industrial sector — projects are opening, some are under construction, and we’re seeing the results of that groundwork now.

One of the most exciting developments has been Center City Crossing in downtown Gastonia. It officially opened and began leasing this year. To get that project off the ground, we even had a crane downtown — something we hadn’t seen in a long time. It was exciting to witness that level of private investment in our urban core.

In addition to what’s come to fruition, 2025 has also been about starting new projects. Several are now in the engineering or site planning stages, giving us a lot to look forward to in the years ahead.

What industries are driving Gastonia’s industrial momentum?

Gastonia offers a diverse industrial base. We have companies in the plastics, automotive, metalworking, and food sectors. This cross-sector strength is a major asset. One of the key drivers of our success is our proximity to Charlotte Douglas International Airport, which plays a huge role in our industrial recruitment efforts. We work closely with the Gaston County Economic Development Commission; they are our lead recruiter for industrial development. They help market and develop sites and are excellent partners in coordinating infrastructure like utilities. 

From a transportation standpoint, we’re located along I-85, a major east-west corridor, and we also have access to Highway 321, which connects south to I-40. That kind of connectivity makes Gastonia an attractive option for industrial companies looking to scale and move product efficiently.

What makes Gastonia an ideal location for investment and relocation compared to other cities in the region?

The standout factor is affordability. Whether someone wants to buy a home, start a business, or grow their family, Gastonia offers an accessible price point while still within easy reach of Charlotte. You can be in downtown Charlotte in about 25 minutes, depending on traffic. You have all the big-city amenities, but without the big-city price tag. We have the population density and infrastructure to support growth, but we remain more cost-effective than many neighboring areas. That’s why now is such a good time to invest in Gastonia.

How are you leveraging Gastonia’s natural and cultural assets to attract talent and business investment?

Gastonia is home to Crowders Mountain, which is within our city limits. We also have Rankin Lake Park and a growing greenway system. These are stunning natural amenities that make Gastonia special.

We’re also home to the Schiele Museum of Natural History and have a growing investment in the arts. On weekends, Crowders Mountain draws a significant number of visitors from Charlotte, which speaks to its regional appeal. 

More broadly, Gaston County is filled with natural beauty, and we’ve done well to preserve and highlight those assets. Quality of life plays a big role in workforce development, and I think our outdoor and cultural offerings help us stand out.

What is Gastonia doing to improve public infrastructure, and how are you working with regional partners to expand capacity?

We take a collaborative approach. Gastonia is part of the Gaston-Cleveland-Lincoln MPO, which helps us coordinate transportation projects across the region. As a major utility provider through Two Rivers Utilities, we also serve many neighboring municipalities. We operate and build water and sewer infrastructure not just for Gastonia but also for towns like Cramerton. We even have utilities that extend into Clover, South Carolina. 

Everything we do on the infrastructure front is rooted in partnership. Collaboration is essential to our success.

How is the city ensuring that housing growth is supported?

It comes down to having a clear plan and staying ahead of growth. We focus on ensuring that infrastructure is in place — or that there’s a plan to extend it — where we want to see development. This helps attract residential and commercial investment. The number of housing units in our pipeline shows that this approach is working. We’ve planned well, identified key growth areas, and responded proactively.

What are you hearing from employers about talent availability, and how are you working with local education partners to strengthen the workforce pipeline?

We’re fortunate to have strong educational institutions in Gaston County. Our public school system is highly engaged in workforce development, partnering with the county, workforce boards, and Gaston College.

Gaston College is a tremendous partner. They work closely with employers to provide hands-on training, job skills, and equipment-specific instruction. They’re deeply involved in industrial recruitment and also support our K-12 schools.

We also have Belmont Abbey College, a four-year institution. Across the board, our educational entities collaborate well with local government and business partners. That spirit of teamwork makes a big difference.

What are your top economic development priorities for the next two to three years?

First, continuing to foster growth in our FUSE District — Franklin Urban Sports and Entertainment. CaroMont Health Park, home to the Gastonia Ghost Peppers, opened in 2020, and we’re actively working to attract further development around that anchor.

Second, continued investment in our downtown. Downtowns are the heart of any community. We’re seeing strong momentum with new developers and property owners investing in historic buildings. The $25 million Center City Crossing project is a prime example of how far we’ve come, and it happened because of strategic investment in the area.

Another exciting area is West Gastonia. Historically, it hasn’t seen much residential growth, but that’s changing. The city is building a new park, Linwood Park, which is spurring new neighborhoods. That kind of momentum opens the door for new amenities, retail, and business development in an area that deserves it.

What does it mean to you to be part of the city’s ongoing transformation?

I’m a Gastonia native — born and raised here — and I still live here with my family. The work we do is deeply personal for me. It’s been rewarding to watch Gastonia evolve and grow, and to play even a small part in that progress. We have an amazing team and supportive leaders across the city and county. I’m proud of what we’re building together.

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Regional Review: A year of renewal for higher education in Philadelphia

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Writer: Melis Turku Topa

PhiladelphiaRegional Review is a year-end series from caa that looks at key developments in a focused industry throughout the year and sets the stage for what’s to come in the near term.

December 2025 — Philadelphia’s higher education sector remains one of the region’s most powerful economic engines, even as it navigates demographic headwinds, affordability pressures and rapid technological change. In a city where “eds and meds” account for nearly half a million jobs and more than $33 billion in regional income, the performance and adaptability of colleges and universities are central to long-term economic resilience.

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“Temple University welcomed its largest freshman class ever, and the energy is unmistakable,” said Chip Hunter, dean of the Fox School of Business at Temple University, to Invest:. “Approximately a quarter of Temple students choose the Fox School, so we are a major contributor to this growth.” 

This reflects a broader sense of renewed momentum across Greater Philadelphia’s campuses, even as the wider Northeast prepares for a projected 17% decline in high school graduates over the coming decades.

Enrollment momentum

Across the United States, the “enrollment cliff” is shifting from long-term forecast to near-term reality, with college-age demographics expected to peak before entering a prolonged decline. Pennsylvania is not immune to this trend, yet several Philadelphia-area institutions report stabilizing or even growing enrollment, driven by sharper value propositions, program innovation and targeted outreach to local students and adult learners.

Temple University stands out as a bellwether. After several years of enrollment softness, the university has recorded record-breaking applications and deposits for its incoming classes, positioning 2025 as the strongest year since before the pandemic. 

Hunter points to this turnaround as evidence of a campus-wide reset, noting that the Fox School is seeing growth in both undergraduate and graduate programs, including a relaunched Executive MBA designed for experienced leaders who cannot step away from full-time work.

At Eastern University, President Ronald Matthews also describes a promising story. Over the past five years, Eastern’s enrollment has tripled, surpassing 9,000 students after years of stagnation. Matthews attributes this to “intentional investments in applied innovation in academic programs, facilities, and online offerings,” including the LifeFlex model that blends recorded lectures with synchronous cohorts to deliver flexible, lower-cost degrees to students across the country. New facilities, such as Templeton Hall, reinforce Eastern’s academic ambitions while anchoring its centennial “A Time to Rise” campaign.

Smaller, mission-driven institutions are finding their own paths to stability. Chestnut Hill College, which also celebrated its 100th anniversary, has achieved record levels of student retention — 94.4% for first-year students and 97.7% overall — on the strength of close faculty–student relationships and a strong emphasis on student success.

Within the public sector, Pennsylvania’s higher education system has faced hard choices. Penn State is moving ahead with plans to close several smaller branch campuses in response to enrollment and population declines, while maintaining and investing in larger, strategically important campuses such as Abington and Berks that serve growing and diverse local populations.

AI defining new academic core

Generative AI and data-driven technologies are reshaping curricula across Greater Philadelphia. “Generative AI is permeating all aspects of the university,” Hunter said. “As a business school, we’re focused on preparing students to work with these tools while understanding their limitations.” Fox has responded by weaving AI content throughout its courses, challenging faculty to rethink assignments, assessment and the skill sets graduates will need in a data-rich, automated workplace.

AI literacy is becoming a shared priority across the Penn State system. Radha Pyati, chancellor of Penn State Berks, expects that “in five years, our students will know how to use AI ethically, understand its limits, and recognize when a human touch is essential.” At Berks, this emphasis on technology is complemented by the MILL — its rebranded Manufacturing Innovation and Learning Lab — where students and faculty work alongside small and midsized manufacturers on projects involving robotics, automation and smart manufacturing. The campus has invested roughly $500,000 in new equipment for the lab, reinforcing its role as a regional bridge between advanced manufacturing and the next generation of talent.

At Penn State Abington, Chancellor Gary Liguori frames AI as the latest in a long line of disruptive tools that will eventually become ubiquitous, much like the internet or presentation software. The campus is launching a data sciences major, strengthening STEM offerings and integrating AI themes across disciplines, while positioning experiential learning, internships, faculty-mentored research and embedded travel as core components of the “Abington experience.” In his view, students now recognize more than ever that real-world experience is essential to career success.

Experiential learning is also central at Fox and Eastern. Fox is expanding project-based work, live cases with employers and internships tied directly to the Philadelphia business community, while Eastern uses its LifeFlex and on-campus programs to connect theory with practice, including leadership development through athletics and service-based initiatives such as prison education and outreach to unhoused populations.

Aligning talent pipelines

Greater Philadelphia’s economic strategy increasingly revolves around its status as a nationally significant life sciences and healthcare hub with strong demand for bachelor’s-level and technician-level talent in biomanufacturing, lab operations and connected health. 

Colleges and universities are tailoring programs and partnerships to meet this demand. Berks leverages the MILL and its continuing education office to offer industry-recognized training such as Six Sigma, programmable logic controllers and professional engineer exam preparation, alongside targeted certificates in areas like Spanish for Healthcare and ESL training for educators. These offerings are designed not as abstract credentials but as responses to specific, articulated needs from local employers.

Abington, located just outside the city but serving roughly a thousand students from Philadelphia County alone, is revising academic programs to better align with local job markets across multiple counties. Liguori stresses that the campus must work “hand in hand with employers and legislators,” asking directly what they need and how the institution can contribute. The goal is not only to place graduates into jobs, but to enable them to stay, contribute and build careers in their home communities.

At Fox, Hunter’s priorities revolve around outcomes: sustaining and improving strong placement rates for undergraduates, widening the pipeline of students entering the Philadelphia economy and ensuring that graduate programs — including a redesigned MBA set for relaunch in 2026 — are explicitly organized around practical skills and leadership capacity. Eastern similarly emphasizes career pathways through internships, externships and a strengthened career center while maintaining its broader mission of holistic, values-driven education.

Community impact

Philadelphia’s higher education institutions are also deepening their roles as civic anchors. Penn State Berks, situated in a county experiencing population growth and increasing diversity, uses community engagement as a strategic differentiator. Students volunteer in Reading-area schools, participate in community-focused research such as food access and nutrition, and benefit from the new Office of Inclusive Excellence, which coordinates cultural events, heritage celebrations and support structures that make campus life more welcoming and representative of Berks County’s changing demographics.

Pyati emphasizes that Berks wants students to see “not just a place to study, but a place to live, work and raise a family.” The campus works with Berks County partners to promote local neighborhoods, entertainment districts and recreational assets as part of a long-term talent-retention strategy.

Chestnut Hill College leans on its mission — grounded in the values of the Sisters of St. Joseph — to serve the underserved “without distinction.” That ethic translates into an interdisciplinary curriculum informed by inclusion, a high faculty-to-student ratio and intensive support that helps students persist and graduate. Interim President & CFO Brian McCloskey notes that personal connection remains central, even as the college invests in new technologies and online platforms.

Abington’s majority-minority student body and strong representation of lower-income and first-generation students illustrate another dimension of community impact. Liguori, himself a first-generation low-income graduate, underscores the “ripple effect” when higher education changes the trajectory of even one student and their family.

Holding the line and shaping what comes next

Higher education leaders across Greater Philadelphia agree that the sector is entering a period defined less by simple expansion and more by strategic adaptation. The pressures shaping institutions today — demographic decline, cost escalations, technological disruption and shifting public expectations — are prompting universities and colleges to rethink academic delivery, workforce alignment and long-term financial models. These changes do not weaken the sector’s role in the regional economy; rather, they are pushing institutions to modernize, differentiate and strengthen their value in an increasingly competitive landscape.

Want more? Read the Invest: Philadelphia report.

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Spotlight On: Keith Michels, Co-founder, Michels & Waldron Associates LLC

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Keith_Michels_Spotlight_onDecember 2025 — The architectural and development industries face significant challenges as economic shifts, particularly rising interest rates, create a cautious environment for new projects. This has led to a clear divide in the market, with larger developers weathering the storm more easily than their smaller counterparts. “The smaller ones are a little bit more hesitant to initiate new projects until they have a better understanding of what they believe the future will be,” Keith Michels, co-founder of architecture and planning firm Michels & Waldron Associates, told Invest:.

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What changes and milestones have most impacted Michels & Waldron Associates in the past year?

Interest rates have affected the development of some of our projects. The larger developers continue to move forward comfortably. The smaller ones are more hesitant to initiate new projects until they have a better understanding of what they believe the future will hold. 

Another factor that has affected many of us is that people aren’t working in the office the same way they used to. One fellow who lived in New Jersey for many years and worked with us now lives in South Carolina and does some of our architectural work and most of our IT work. Another fellow, a talented design person, moved to the Washington, D.C. area. We’re able to function quite well remotely.

Those are the big things that have affected us in the last couple of years. Fortunately, our clientele is diverse, and the type of work we do is diverse enough that we’ve been able to weather the challenges rather well.

What key economic factors are shaping new design trends or development trends in New Jersey?

I’m not sure you’d call it a social trend, particularly, but it’s connected: the cost of construction and real estate valuations. It’s a different world than it was, say, 10 years ago, 20 years ago, 30 years ago, and 40 years ago.

I reflect back on the times that I was with some of the larger developers and also did a number of smaller projects. The smaller developers were still readily able to enter the marketplace, perhaps finance themselves differently, and move along.

Today, it is a different economic environment. As architects, we need to recognize that we’re also being impacted by those pressures, and we have to understand them. We need to understand the world and the pressures that the developers face. That helps us stay alive as a company and enables us to flourish.

What are the key drivers of business activity for your company?

When we look at the private sectors driving most of the activity, we see that it is in areas like multifamily or healthcare. Our company is involved in both of those categories. We probably do several thousand multifamily units a year, which is a lot for a small firm such as ours. That multifamily work comes from larger public companies, and it comes from smaller private folks. The private sector has been more impacted by the recent financing restrictions than the public companies.

We do a fair amount of healthcare work. We recently completed a ground-up 120,000-square-foot building in New Jersey, 50% of which was leased to Hackensack Meridian and 50% to St. Joseph’s Hospital. Surgery suites, medical offices, and various medical facilities were included in those buildings.

In addition, we’ve done a fair amount of work for a private developer in the former Muhlenberg Hospital, with some of those areas being converted to more private medical functions. We are currently active in both healthcare and multifamily housing and have found both remain active.

We additionally own several office buildings with major hospital tenants. We get to experience that world as architects, developers, and landlords.

Have you noticed any changes as remote work continues to evolve?

It is dependent on the size of the building. For smaller buildings, some individuals tend to want to have an office outside of their home, and it might be a mile away from where they live. They get the office activities out of their home, but they can more effectively maintain a life/work balance. I also believe that this type of activity, going from the office to the home, allows the economy to continue to develop because there is more activity in the community.

How are these types of services, from an urban perspective, integrated into creating a healthier community?

The simple answer is that the neighborhoods are reinforced by having a method to resolve the home-life-work situation, and resolve it in a way that becomes comfortable.

We had a fellow who took one booth in our architectural office. He lived in town. He ran a 200-person company located in Columbus, Ohio, and in South Carolina. He was away three or four days a week. He had three or four kids at home. He did not want to bring that work into his home life when he was home. He would pop in here on Thursday afternoons or Saturday mornings. For a few hundred dollars, he had a place to go. We had an interesting person in our midst who was able to have some interesting perspectives.

All of these people who come from or are living in different worlds and have different careers can find a spot under a roof like ours to go about their business. They can share their world as much as they choose to or not choose to. It is all about perspective and expanding the horizon on how this mix of interdisciplinary experiences can bring more opportunities for architectural developments.

How do you invest in talent growth and mentorship, as well as create a sustainable climate within your office?

It’s a process. Within our office, it’s a constant effort. There are a variety of needs we have now that are different from the needs that we had, say, two or three years ago, or that we will have two to three years from now. It’s a world where we try to stay on top of everything.

Where do you see Michels and Waldron in the coming three to five years?

We’ll continue on the healthcare side. In the past, we had done a fair amount of hospitality work that disappeared at the beginning of COVID. I expect that will return in some way. We also used to do more retail work, and I still see large retail opportunities. These different worlds are beginning to combine in certain ways, where there is residential development included in the renovations of large shopping centers and large retail environments. Healthcare is also included in some of those environments.

To the extent that we can use our knowledge of all of these different use categories, and we believe we know the logical ways in which they can be combined and reimagined, we can offer our clients some things that perhaps other architectural firms may not. So, does that mean growth? Yes, I hope so. It is also exciting to see where the new developments will be and what will be mixed into the projects developed in the coming years.

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Spotlight On: Christina Clark, President, La Roche University

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Christina_Clark_Spotlight_onDecember 2025 — In an interview with Invest:, Christina Clark, president of La Roche University, discussed how the institution is adapting to technological advancements and shifting workforce demands. She emphasized equipping students with AI literacy, ethical reasoning, and experiential learning to thrive in a rapidly evolving job market. “With projections indicating 20% of graduates may struggle to find entry-level roles, our focus on clinical skills, practicums and internships ensures students are ready for diverse, evolving job markets,” Clark said.

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What changes over the past year have impacted the university, and how?

As the new president of La Roche, my goal was to build on our historic strengths and prepare students for the AI-driven industrial revolution. I prioritized ensuring graduates are workforce-ready with basic AI skills and ethical AI knowledge, as employers now prioritize these skills over experience. The faculty responded swiftly, and for the first time, every student graduated with these competencies.

We also strengthened our commitment to dialogue across differences, participating in the Constructive Dialogue Institute to embed these skills in curricula and extracurriculars. To meet community needs, we launched new majors: clinical mental health counseling, cybersecurity and forensics, aviation management with Community College of Beaver County (CCBC), and sports and entertainment management. These programs emphasize experiential learning, vital as entry-level jobs shrink due to AI. Our liberal arts foundation equips students with human skills AI can’t replicate, preparing them for flexible careers in a rapidly changing world. With projections indicating 20% of graduates may struggle to find entry-level roles, our focus on clinical skills, practicums and internships ensures students are ready for diverse, evolving job markets.

What results are you seeing from new programs and other initiatives like workforce development, particularly in terms of internships or career pipelines?

The aviation management major launches this fall, enrolling students through our partnership with CCBC. At La Roche, the SOLVE Center drives experiential learning. Through FI-Solve, students can invest university funds in markets. BioSolve enables biology students to get involved in community projects. Criminal justice students can access and analyze data like Pittsburgh’s homicide patterns over a century, aiding the sheriff’s office. Students also work as analysts for the Allegheny County District Attorney’s Office. 

Every major ensures work-engaged learning, from clinicals to teaching practicums. For East Coast Bulldog Rescue, students crafted marketing plans; for Dollar Bank, they researched risk management cases. Companies propose projects, and the SOLVE Center connects them to faculty and classes, with students working free for community benefit. In the La Roche Experience, our core curriculum, students research community issues like human trafficking, a major Pittsburgh issue due to its highway systems. They collaborate with nonprofits, present findings and implement solutions. According to NSSE data, 96% of courses at La Roche include experiential learning, versus 56% peer Catholic institutions, 44% Carnegie class, and 43% overall NSSE institutions.

How do the festivals, celebrations, and your inclusivity efforts contribute to creating a vibrant campus culture?

As a Catholic institution, respecting human dignity is a core value at La Roche, fostering a welcoming, inclusive environment where everyone feels they belong. We achieve this through diverse student clubs, like crafting groups where students knit and create together, engaging off-screen. Our sports teams, another form of experiential learning, build community, especially for our large international student body, including soccer players from Spain and Africa. Student government is active, with last year’s president from Equatorial Guinea, uniting domestic and international students. GLOBE Fest, a student-produced show, celebrates unity through food, dance and music, varying yearly based on student interests. Held as the academic year closes, it’s a stress-relieving celebration where the community cheers for all.

How are you navigating key challenges in higher education, such as cost pressures, competition, and changing student expectations?

The challenge for universities like La Roche is keeping up with technology to train students effectively. Faculty and staff must stay current with rapid advancements. Access to higher education is a major issue, especially with federal student aid, like Graduate PLUS loans, being phased out. These loans enabled students to enroll in vital healthcare programs, such as nursing and nurse anesthesia, which are critical to communities. Without these loans, students face high-interest private loans, increasing debt. La Roche is enhancing philanthropy to meet student needs, as higher education is essential for competing in the digital age, unlike skilled trades like plumbing.

The closure of rural hospitals also threatens clinical training spots for healthcare degrees, with cascading effects from federal actions. Shifting demographics, with declining youth populations globally, require adjusted enrollment strategies, focusing on Pittsburgh, surrounding states, and international students. We’re developing graduate programs, like a physician assistant program, and embedding workforce certificates, such as Google’s project management, into courses. Pittsburgh’s diverse higher education institutions don’t necessarily compete, but instead collaborate on joint programs, both academic and extracurricular, and shared services, fostering optimism for mutual support in addressing these challenges.

What are your key goals and priorities for La Roche over the next two to three years?

Continuing our focus on constructive dialogue skills is vital for U.S. democracy and enhances students’ value as employees by fostering teamwork. At La Roche, we prioritize teaching AI skills to keep pace with the digital age. Pittsburgh’s economy, driven by “meds and eds,” insurance, and steel, demands we align with employer needs. As the new president, I’m committed to engaging with CEOs through our board of trustees to understand these needs.

We emphasize human skills — such as communication, creativity, empathy, critical thinking, and entrepreneurship — which are critical in a global economy. These skills ensure students thrive in the digital age. Without them, navigating this landscape is challenging. For instance, when my daughter explored colleges, Trinity College Dublin noted that Google and Facebook prioritize hiring classics, history, and English majors for their communication skills and their ability to understand human behavior and connect with customers. By embedding these competencies, alongside AI proficiency and community engagement, La Roche prepares students for dynamic careers and meaningful contributions to society.

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Spotlight On: Rick Ferretti, Founder & CEO, Ferretti Search

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Rick_Ferretti_Spotlight_onDecember 2025 — In an interview with Invest:, Rick Ferretti, founder and CEO of Ferretti Search, highlighted the firm’s 30% headcount growth following expansion into South Carolina and Ohio. Fintech and professional services remain key demand drivers, while Charlotte anchors the firm’s national footprint. “We consistently fill over 50% of roles,” Ferretti noted, attributing success to veteran talent, AI adoption, and a purpose-driven culture.

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What changes have shaped Ferretti Search this year?

A couple of things come to mind. We expanded our presence in South Carolina and the Midwest. These decisions were aligned with efforts to support our clients’ needs, which continue to grow outside of the Greater Charlotte area. 

In addition, we’ve made a deliberate investment in our business development efforts. We recognize the economy has shifted over the past year or two, and we’ve taken a proactive and agile approach. If certain client segments have decreased or diminished hiring needs, we’ve shifted resources and focus on others with a stronger and more persistent demand in our focus markets. This approach ensures our continued relevance and success, regardless of economic headwinds.

Which industries are driving the most demand?

From our perspective, the strongest demand from our clients has been in fintech. Fintech continues to see double-digit growth, and we don’t expect that to slow anytime soon. Corporate services and professional services continue to be a core and defining part of our platform. We also continue to see consistent and robust demand within various markets in traditional technology, accounting and finance, and manufacturing and operations, especially in our Ohio and Charlotte offices. These areas have helped define our brand and allowed us to specialize in supporting our clients.

What makes Charlotte stand out?

Ferretti Search was built on the shoulders of the Charlotte market, and it continues to be a cornerstone of our success. It consistently ranks as one of the top cities in the country to live and work by offering cost-effective living and real career growth. Many companies have identified this market for future headquarters or expansion. Fifty percent of our client companies are international businesses that have chosen the Greater Charlotte area as a hub for their U.S. operations or a strategic expansion point. I’ve collaborated with business leaders, economic development and the chamber to successfully position Charlotte against competitors like Atlanta, winning over an overwhelming percentage of those opportunities. 

It often comes down to cost of living, the strength of the talent pool, quality of higher education and the overall resources available. Charlotte offers a marketable salary and a clear path for expansion. As a leader, I endeavor to stay ahead of economic development trends, that way, we grow along with them. We’re seeing a continued influx of capital and talent from the Northeast and West Coast into this market. As our clients grow, we grow with them. It’s incredibly exciting to be an essential part of that journey, and even more rewarding to witness those companies thrive over time.

What are candidates looking for today?

Remote and hybrid positions are still of interest, but maybe not as dominant as people think. According to SHRM, only 17% to 18% of job seekers prioritize this. From our end, our clients request our support for remote positions in one out of every 30 positions. Most clients prefer to have talent on-site. 

Hiring timelines have significantly extended, doubling from an average of two to four weeks to four to eight weeks. This shift reflects a more calculated approach from clients, who are now prioritizing long-term planning in their recruitment strategies. Candidates are also evolving their priorities. Beyond salary and job title, they are increasingly seeking purpose-driven organizations that align with their personal and professional aspirations. This includes a demand for growth opportunities, training programs, and a strong cultural fit within the workplace.

How has the economy influenced hiring this year?

Heading into Q4, most recruiting and staffing firms like ours will see a slowdown in direct hire and executive search roles. That’s partly because many C-suite positions are tied to annual bonuses, so people aren’t looking to make a move right now. But what we do see is a spike in contract and staffing needs.

Many companies are hiring now in anticipation of headcount growth in 2026. In Q1, we filled 80% direct hire and 20% contract. Now in Q3, it’s flipped; 60% of the roles we’re filling are contract. So that’s tripled in just six months. Top talent is still out there, but they’re not just looking for a job; they want a purpose. They want to know the “why.” It’s not just about whether they have the skillset, but whether the company offers the right training, culture, and long-term value.

How is Ferretti Search investing in the development of its internal team?

The average recruiting firm fills about 20% of its roles. We consistently fill over 50%. A lot of that success comes down to our internal team. We hire veterans in the industry, people with eight to 15 years of experience. When we hire someone who is newer in their career, I personally, along with our experienced team, provide hands-on training over a 12-month period. This industry is hard to navigate without guidance, so we make that investment up front to ensure long-term success. I am a strong believer that “every day is a school day” – there is always more to learn, especially in a changing market and environment. 

In what ways are you leveraging technology, including AI, to improve operations?

Right now, AI makes up about 30% of our overall tech usage, and that number has grown. Several of our existing platforms have added AI technology, and we’ve embraced it. With AI and analytics, we can move much faster in identifying talent, and we can also be more transparent.

I believe the human element will always be essential to the best recruiting process; judgment is needed to make sure the candidate, their skillset, and what the client is looking for, are aligned. But when we start a search, we’re often reviewing thousands of resumes. AI helps us move through that initial phase more efficiently. From the candidate side, the experience is digital-first now. They appreciate being able to push out resumes quickly. But for us, high-touch still matters. That personal connection is key to success and building long-term relationships.

What drives your continued commitment to Charlotte and its business community?

I’ve always had a lot of passion and dedication to this market. Staying involved with local organizations gives our team visibility and allows us to provide insights on talent trends. We’re constantly partnering with local organizations and companies that help identify strong candidates who are in transition. I’m always grateful when they think of us. Referrals in the recruiting industry are key. It gives us a chance to build relationships, make connections, and always be next. Some of those candidates end up becoming long-term clients. It’s a cycle that plays out over time. Sometimes it’s a referral this year, sometimes it’s a placed candidate three years from now.

Either way, we stay engaged and open. Whether companies partner with us or not, we want to be a resource and offer support in our efforts to share information and create value in everything we do. That helps us brand the company, highlight our capabilities, and showcase what we bring to the table. We’ll continue following the cranes in the sky and supporting the companies moving to Charlotte. I’ve been here 31 years, and I’m not going anywhere. There’s a lot more success to come.

What are your top priorities moving forward?

We’ll continue expanding across the Southeast and targeting high-growth sectors. We’re always looking for top talent who want to partner with us and grow within our model. We’re also constantly re-evaluating our technology; we use nine different platforms today, and that typically changes every year or two. Beyond that, we’re committed to maintaining a talent-centric culture for our clients and internally. It’s not just about finding the right skillset. It’s about finding the right people. That’s what drives our high placement success rate. It takes a gifted team to do that well.

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Spotlight On: Leonard Green, Founder & Chairman, The Green Group

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Leonard_Green_Spotlight_onDecember 2025 — In an interview with Invest:, Leonard Green, founder and chairman of the CPA and consulting firm The Green Group, shared how redefining firm culture and prioritizing specialization have set the company apart in a rapidly evolving accounting landscape. “If we don’t have expertise in a particular area, we don’t take on the job. That’s part of why we’re one of the more boutique firms, but we consistently deliver value,” Green said.

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What is your overview of the accounting and advisory landscape in New Jersey and the role The Green Group plays?

The accounting profession as a whole is currently facing some serious challenges. It’s not seen as a glamorous field, and with the requirement of 150 hours of education to become a CPA, not to mention the notoriously difficult CPA exam, it has become increasingly demanding. The hours can be grueling, especially during busy seasons, which vary across firms. Some have intense tax seasons, others peak during audit season, but either way, the workload is heavy. Naturally, fewer people are entering the profession.

We acknowledged that issue and approached it head-on. While many firms simply accept the declining numbers, we asked ourselves what we could do differently. Big firms — the Big Four, Six, Eight, 10, or whatever number they’re using now — have the allure of prestige and potentially higher salaries. They advertise and seem glamorous, and that’s where the top talent usually flocks to. 

So the real question became: How can a small boutique firm in New Jersey attract top-tier professionals? For us, the answer lies in creating a unique model that prioritizes work-life balance, meaningful client relationships, and real-world learning experiences.

Most of our staff joined us from large firms. They left because they wanted more than just a paycheck. They wanted balance, client interaction, and business acumen. I make sure they join me on client calls and participate in follow-up sessions where we review what happened and discuss how to approach the issues. That gives them a richer, more practical education and lifestyle.

Our flexibility is also a major differentiator. For example, you could say, “I’d like to work four days a week” or “only half days,” and we’d make that work. Our office has the ability to be available from 7 am to 8 pm, six days a week, which provides employees with some flexibility in their work schedules. Remote work is also allowed, as long as at least 85% of your work is billable.

We also flip the salary model. Instead of fixed roles with rigid pay structures, we ask each employee how much they want to earn, calculate how many billable hours they will be required to achieve, and then help them meet that target. Some want to work fewer hours and earn less, and that’s fine. Others want to maximize income, and we support that, too.

We invest in our people. We offer incentives to continue their education. Our firm is filled with smart, specialized professionals. If we don’t have expertise in a particular area, we don’t take on the job. That’s part of why we’re one of the more boutique firms, but we consistently deliver results.

Clients see the value, and that’s why we succeed.

Which practice areas are driving demand or growth?

We currently work with over 800 clients in the horse industry, which makes us the largest accounting firm in the United States for that niche. We also handle a significant number of real estate clients. 

Most of our new clients come from referrals — we do a good job, we ask for referrals, and we offer complimentary reviews to demonstrate value.

Some people say, “I already work with a Big Four firm, so I’m covered.” But what they often don’t realize is that the name on the door doesn’t mean the most experienced people are handling their account. It’s often someone junior, and they don’t have the same tax or industry knowledge we offer. That’s where we can successfully compete.

And we keep growing. For instance, we recently hired someone who specialized in research and development credits at a national firm. Initially, we didn’t even offer that service, but I saw an opportunity. Now, they’re reviewing all our client accounts to identify missed opportunities. We’ve already seen the potential, and a recent tax law change has made those credits even more relevant.

Do you foresee any challenges in continuing your growth model?

One of the biggest ongoing challenges is aligning with the expectations of younger professionals. Many want a better work-life balance and are less motivated by money. That’s fine, but this job still requires responsiveness, even during vacations. Clients expect us to be available.

We also face an industry-wide talent shortage, partly due to the 150-hour CPA requirement. Thankfully, there is a movement now to relax that standard, potentially allowing people to take the exam while still in school. That would help.

But in our firm, becoming a partner doesn’t take 10 years; it could take three to four. We believe in rewarding effort and results.

Looking ahead, where do you see The Green Group in the near to mid-term?

We’ve received several attractive acquisition offers. Right now, private equity is reshaping the accounting landscape. When firms are bought, they often stop serving smaller clients and impose rigid policies like forced retirement at 55 or 65. 

That creates opportunities for firms like ours. And as larger firms drop smaller clients, they come to us. We added over 200 new clients last year alone. 

We also do a lot of charitable work because it’s the right thing to do. Interestingly, that visibility also leads to new business. For example, I was honored by the New York Chaplaincy for our work with horse care professionals. I raised $400,000 for their community, which was double their previous record. All this feeds into our model: do great work, be visible, and build expertise. We don’t take on work we’re not qualified for. We stick to our niche, and we grow strategically.

I also maintain a private LinkedIn network of 2,000, including past and present students and professionals. We share knowledge, ask questions, and help each other succeed. That’s part of our secret sauce, too.

Finally, I believe the fact that I have taught Entrepreneurship at Babson College (rated #1 in entrepreneurship) gives me a real advantage in providing entrepreneurial consulting value to our clients.

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Spotlight On: Jerome Cheatham, Retail Vice President, Atlantic South Market, Verizon Consumer Group

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Jerome_Cheatham_Spotlight_onDecember 2025 — In an interview with Invest:, Jerome Cheatham, retail vice president for the Atlantic South Market at Verizon Consumer Group, discussed how Verizon is advancing customer experience, retail innovation, 5G coverage, and community investment across Nashville. “Connectivity is a basic utility for our customers,” he said.

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What changes have most significantly shaped Verizon’s strategy in the Nashville market?

Our strategy in the Nashville market is shaped by two main focus areas: relentlessly improving our customer experience and growing our converged (mobile and home) customer base.

We are focused on eliminating friction points and delighting our customers to earn their loyalty, making the experience seamless regardless of whether they’re visiting us in person, talking to a representative on the phone, or visiting our website.

We know that when customers have both our mobile and home services, they are more satisfied and stay with us longer. This strategy is increasingly fueled by AI and technology to enhance how we deliver the best customer experience.

Locally, this includes continued investment in our retail footprint in Nashville focused on upgraded store designs with new fixtures and furniture for our customers.

We are also continually investing in the community. We are proud of our partnership with the Tennessee Titans, including as a Cornerstone Partner in the new Nissan Stadium, and our local community efforts with Nashville Metro Parks and Recreation. In 2024, Verizon supported the opening of technology labs at McFerrin and Coleman Park Community Centers.

How is Verizon adapting its consumer services and retail footprint to meet shifting demand?

We are consistently evaluating our store distribution in the Nashville area and making changes based on the needs of our customers to meet them where they want to be. We are adapting to critical shifts in consumer behavior, particularly the focus on value, the demand for a frictionless customer experience, and the view of connectivity as a basic utility.

Our brick-and-mortar stores remain at the heart of how we engage with customers, and we are blending the digital and physical elements to create a seamless and immersive experience. This includes offering the convenience of many fulfillment options, such as in-store pickup or locker pickup for digital orders.

For customers who want to experience products, we are bringing in immersive AR/VR technology and displays that allow them to self-discover at their own pace.

How is Verizon making its 5G and home internet stand out in a competitive market?

Our commitment to network excellence is a core part of who we are as a company and we are demonstrating this in Nashville with significant local investment.

To keep up with population growth, Verizon has invested tens of millions in the past three years to grow our technology and network in Nashville. We now cover 95% of the 2.1 million POPs (points of presence) with 5G technology, which is supported by more than one thousand miles of fiber in the area.

Our 5G and home internet services stand out by providing a new, reliable solution in areas that may not have had a strong incumbent broadband provider.

A key reason customers choose us is the exceptional value and flexibility offered through our myPlan. This allows them to build a plan that bundles their mobile and home internet, creating a simple, combined bill. Furthermore, while streaming rates continue to rise, myPlan provides significant savings by allowing customers to add services like Netflix, Max, and Disney+ at locked-in, discounted rates. The more services our customers bundle, the deeper their savings become, offering them predictable value they can count on.

In what ways is Verizon tailoring its customer experience to reflect the distinct demographics and lifestyles across Middle Tennessee?

Verizon is combining the power of AI with the experience of our local sales professionals to provide exceptional, tailored service to every customer. AI helps our sales teams understand each customer’s needs and present relevant solutions to meet those needs. At Verizon, we continue to focus on customers’ needs and meet them where they are.

We have customers who have done their research and prefer to do their shopping online with no employee interactions. For them, we have both shipping and express locker pickup available. For those who would like to consult the experts and buy in person, our sales professionals are there to deliver a full solution. We have a relentless focus on exceeding customer expectations, meeting them where they are with the tools they need, and providing solutions that help them be more productive.

On a national level, we aim to have the best deployed conversational AI tools in the world to enhance customer interactions. A key part of this was a complete redesign of our app, which included the launch of the VZ Assistant, an advanced AI tool. This technology can help customers understand their bill or set up international roaming simply by asking.
We are applying AI across the board to build a better network, market more effectively, and personalize offers to create a better, more tailored customer experience.

How is Verizon making sure its services in Nashville stay both affordable and reliable as customer expectations keep rising?

We ensure affordability and choice by providing a variety of plan offerings, allowing customers to select the level of service that best fits their needs and budget.

To provide peace of mind, we launched a program that includes a three-year price lock guarantee for new and existing customers on our myPlan, a free phone guarantee, and access to savings on streaming services like Netflix and Max.

We are also enhancing reliability and service through national initiatives like our “Project 624” launch. Named for its launch date, 6/24/25, this project enhances the customer experience by revamping our app, assigning dedicated experts to tackle complex issues, offering 24/7 live support with expanded hours, and using cutting-edge AI to support it all.

How is the current economic climate shaping the telecommunications landscape in the region, and how is Verizon responding?

The current economic climate, including inflation, has led to a critical shift in consumer behavior, with a strong focus on value. We see customers, driven by economic uncertainty, holding onto their devices for longer periods and seeking budget-friendly options.

At the same time, the landscape is shaped by rising network demands from video and AI, which require massive, low-latency capacity. Our strategy is to respond with intelligent investment, not just building more but building smarter by aggressively deploying fiber and 5G assets while using AI to manage traffic efficiently.

In this hyper-competitive market, we are also responding to rising customer expectations for a personalized, effortless experience by differentiating on the total relationship, bundling mobile, home, and entertainment to become an indispensable part of their digital life.

What community engagement, small business support, and tech education efforts are underway or planned for Nashville, in line with Verizon’s approach in other Southeast markets?

Community Engagement: Verizon is proud to be the Exclusive Wireless Telecommunications Provider and a First Cornerstone Partner in the new Nissan Stadium, which is scheduled to open in 2027. We will provide state-of-the-art technology and wireless solutions to keep fans connected. Through this partnership, we have offered customers exclusive access via Verizon Access, including stadium tours and game day experiences, as well as sweepstakes for tickets and meet-and-greets.

Small Business Support: Verizon supports small businesses in Nashville through our Small Business Digital Ready platform, which is a free, online resource available to any small business owner. This platform provides over 50 free courses on topics like marketing, financial planning, and AI integration, as well as networking and grant opportunities. There are 1,900 small businesses in Nashville and over 6,800 across Tennessee using this free platform.

Tech Education Efforts: We are deeply committed to digital inclusion through our Verizon Innovative Learning program. There are 17 Verizon Innovative Learning schools across Tennessee, which receive free technology, tech-infused lesson plans, and a dedicated technology coach. Additionally, there are four Verizon Innovative Learning Labs in Tennessee, representing a nearly $1 million investment per lab, which provide free access to advanced technology like AR/VR, 3D printers, and robotics. We also offer the Verizon Innovative Learning HQ, our free online hub for tech-infused curriculum, which is used by 79 teachers in Nashville and 356 in Tennessee.

Looking ahead to the next three to five years, what are your strategic priorities for the Greater Nashville area?

Our strategic priorities start with ensuring that we are delivering the best customer experience in the industry, as we know connectivity is a basic utility for our customers. This includes continuing to invest in our network to remain the most reliable connectivity provider in America. It also involves continuing to hire and train our people so they are equipped to deliver a world-class experience with every interaction.

Finally, a key priority is accelerating convergence, which means prioritizing the profitable growth of our core mobility and broadband subscription businesses.

In the Greater Nashville area, this means we will continue to show up for the community with our local presence. We will consistently evaluate Nashville and the surrounding areas to ensure we are precisely where we need to be to serve our customers and deliver this best-in-class experience.

Want more? Read the Invest: Nashville report.

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