Spotlight On: Rosemary Bates, Executive Director, Gallatin Economic Development Agency
September 2025 — In an interview with Invest:, Rosemary Bates, executive director of the Gallatin Economic Development Agency, discussed the city’s economic growth, workforce development, and efforts to attract new industries. “You don’t need a grand slam every time to win a game — a series of solid base hits can get you there,” she said.
What have been some of the main projects and initiatives for the Economic Development Agency in the last 12 months?
The biggest highlight of our year has been the grand opening of our Meta hyperscale data center, a $1 billion investment in our city. Construction began in 2020, and while some buildings are still in progress, they were able to turn on the servers and open the facility. Members of the community had the opportunity to tour the center and gain a better understanding of its impact. It’s a massive project, and its presence is significant for Gallatin. Gallatin is also home to Servpro headquarters, Beretta USA’s manufacturing facility, and a state-of-the-art Gap Inc. distribution center, which has expanded three times over the last several years, adding hundreds of jobs.
What do you think makes Gallatin such a great place to live, work, and enjoy?
Gallatin attracts people for many reasons, whether they want to live here, raise a family, or start a business. We are an independent city north of Nashville. While some may see us as a suburb, we are self-contained, with our own history, culture, and amenities.
You don’t have to leave Gallatin to find what you need. Of course, Nashville offers bigger entertainment options, but we have incredible resources here, including more than 700 acres of parks, lake access, and a historic downtown square that’s over 200 years old. Many communities don’t have that. When you come to Gallatin, you’re in Gallatin proper, not just part of a metro sprawl. We are a city with our own identity.
What are some key strategies to attract big retailers to Gallatin?
Our strategies are layered and interconnected. One of the key factors is attracting well-paying jobs that raise our per capita and median income to meet the metrics required by commercial and retail developers.
By bringing in the right businesses and industries, those that offer competitive wages and have a strong community culture, we create an environment where people want to live and work. When businesses invest in their employees and integrate into the community, it strengthens the entire economic ecosystem.
Over the past decade, our median income has increased by nearly 50%. That’s a significant achievement. Part of that growth comes from the businesses we’ve attracted, and part is due to the broader trend of people relocating to Tennessee, particularly to Middle Tennessee. But if we didn’t have a city that people wanted to move to, we wouldn’t be experiencing this level of success.
What has been the key to attracting skilled talent while sustaining workforce growth?
Sumner County doesn’t have city-specific schools, it operates under a countywide system, which has become a leader in workforce development. Sumner County Schools rank No. 1 in Tennessee for career and technical education classes and certifications offered to high-school students. We have more STEM and STEAM-designated schools than any other district in the state, which is a huge advantage.
Our school board and superintendent are proactive, always looking ahead to align education with workforce needs. Employers know that in just a few years, they’ll be hiring today’s ninth and 10th graders. By offering training programs, we’re giving students exposure to careers they might never have considered. Some students even start their own businesses while still in high school, which is phenomenal.
On a state level, Gov. Bill Lee has prioritized workforce upskilling, particularly through Tennessee Colleges of Applied Technology. Locally, Gallatin is home to an excellent community college that focuses on technology, AI, coding, and mechatronics. It also offers an NSA-certified cybersecurity program, which is a big deal. We have a strong vision here in Gallatin and Sumner County, and it’s aligned with the needs of modern businesses and industries.
What industries and sectors have driven Gallatin’s growth, and what types of companies can find opportunities here?
Gallatin’s growth has been fueled by industry expansions and relocations. Several existing industries have launched major projects, including Simpson Strong-Tie, which is investing $80 million in a new facility. Once they move, another company will take over their existing space to expand manufacturing and add jobs.
We also welcomed Belgium-based 23, which arrived in 2023 with five employees. Within a year, they outgrew their space, added staff, and are now planning an expansion. Similarly, Alexander’s Mobility Services is relocating to Gallatin with a new building next to Simpson Strong-Tie.
We’re attracting companies in environmental sustainability, logistics, and R&D. Aviation is another growing sector. There’s a national pilot shortage, and we’re positioning Gallatin as a training hub. One of our high schools has an advanced flight simulator — one of just eight in the United States. Soon, the county will expand the program, creating a centralized training facility near our airport.
Music City Executive Airport is one of only three in Tennessee to earn a “national” designation from the FAA’s NPIAS rankings. This designation means the airport supports the national system with access to domestic and international markets. We’re making strategic investments to keep Gallatin competitive for businesses and skilled talent.
Another priority is agricultural R&D, from turning grass into fuel to vertical farming. We want to support innovation while maintaining our region’s agricultural heritage.
What are some of the primary challenges Gallatin is facing, and how is the EDA working to address them?
Like much of the Southeast, Gallatin has seen rapid population growth, bringing workforce challenges, not in availability but in skill alignment with employer needs. We take a targeted approach by working directly with industries to identify their specific needs. Then, we partner with local schools and our community college to develop tailored training programs.
A great example is Beretta, the firearms manufacturer that located here several years ago. When they upgraded equipment, they donated manufacturing machinery to a local high school so students could train on industry-standard technology. Our community college also adapts its programs to match local workforce demands.
The focus is on preparing Gallatin residents for jobs here by upskilling workers and ensuring employers find the talent they need to grow. That’s the foundation of our workforce strategy.
What is your outlook for Gallatin over the next two to three years? What will be your main goals and priorities moving forward?
My primary goal for the next year, and honestly, that’s about as far ahead as I can realistically plan with how dynamic the region is, is to focus on what I call “base hits.”
I know that sounds corny, but stay with me. You don’t need a grand slam every time to win a game — a series of solid base hits can get you there.
For Gallatin, that means attracting smaller companies that may not bring a huge number of jobs but offer high-quality employment, treat their workers well, and integrate into the community. These businesses help raise our per capita and median income, ensuring residents have the financial stability to enjoy life in Gallatin.
We also prioritize maintaining a diverse and stable economic base, particularly in our industries. That diversity ensures sustainability. One of the clearest indicators of our success? We haven’t raised our property tax rate in more than 20 years. That says a lot about the strength of our local economy.
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