Ben York, CEO, East Bank Development Authority

In an interview with Invest:, Ben York, CEO of the East Bank Development Authority, discussed how the team is navigating economic uncertainty, prioritizing community engagement, and shaping long-term infrastructure. “We want to create neighborhoods where people may live in a 30-story tower but still know their neighbors,” York said.

How would you describe the momentum of the East Bank development, especially after the East Bank Development Authority’s establishment?
Twelve to 18 months ago, the authority didn’t exist. It was just an idea. We had several concepts for managing growth on the East Bank and explored multiple structures across departments and agencies. Working with the city and state, we established a private entity. Over the past year, that process has been remarkable. About six months ago, the authority became a functioning organization. Since then, every month has brought a new milestone: our first board meeting, employees, assets, and decisions. It has been surreal to watch something go from concept to reality. We are building a team, crafting policies, and navigating the challenges of a startup inside the government. There is no manual for this. We are learning as we go, pulling best practices from local authorities and government partners.

What role is the Development Authority playing in coordinating agencies, developers, and the public to align with the Imagine East Bank Vision?
The Imagine East Bank Vision is our North Star. Every conversation begins with the goals and ideas outlined in that document. Our role is to ensure city and state investments are managed in ways that support community needs and help shape a strong neighborhood. We serve as the city’s representative, particularly on major developments like the stadium, while monitoring all public and private projects across the East Bank to ensure coordinated infrastructure and services. If Developer A is installing water lines, we confirm that the work aligns with Developer B’s needs and any future plans involving Developer C. We are already thinking ahead about what happens if Developer D enters the picture. Our team connects all the moving parts. We make sure the stadium gets built, the Fallon and IDA parcels move forward, and Nissan Stadium stays operational. Transit must still flow through the area, and people must be able to move between East Nashville and downtown using active transportation. While Metro departments oversee the entire 550-square-mile city, our focus is solely on the area between the interstate and the river. Our job is to ensure that it is developed efficiently and intentionally for the benefit of both Nashville and the state.

How are public-private partnerships being used to move East Bank projects forward, and what lessons have you learned in building those collaborations?
We are on the verge of launching several major public-private partnerships, aiming to stretch public dollars through private investment. If a $1 million project only requires taxpayers to cover 50%, that’s a clear success. We are also seeking federal involvement in larger infrastructure and transportation efforts to extend local resources further. The focus is on shared investment and shared outcomes. No single entity should carry the full weight. These partnerships are about maximizing value through collaboration. When structured thoughtfully, they offer sustainable results that benefit both the city and the state.

What are some of the biggest opportunities for innovation within these partnerships, especially in infrastructure, housing, or sustainability?

Many industries are rethinking how things have traditionally been done, and we are doing the same. Business as usual may not be the best path forward for the next few decades.

We are actively looking at how to build infrastructure that is more climate resilient and supports green living. Even demolishing the stadium is being done with sustainability in mind. We are exploring how to repurpose materials like steel for recycling and concrete for rubberized fill to ensure they remain useful on-site long term. We are also focused on smart grid development. Working with NES, Metro and NDOT, we are building infrastructure that enables efficient mobility and reliable digital connectivity. The goal is to support daily life, from major transit systems to something as simple as seamless home internet access.

What critical infrastructure investments are underway or upcoming, and how will they shape mobility and livability in the East Bank?
The East Bank has a significant infrastructure footprint that often goes unnoticed. For vertical construction to move forward, systems such as water, sewer, electric and smart transit must be ready and forward-looking. We are making long-term investments, including NES duct banks and water lines, with future development in mind. It takes careful planning to avoid missteps, such as placing utilities only to find they interfere with later construction. Our approach looks well beyond the next decade, with a planning horizon closer to 50 years. Major mobility projects are also in progress. East Bank Boulevard will connect the northern Oracle site to the southern end near the scrap yard. Additional priorities include improvements to James Robertson Parkway and a new connection from the boulevard to Dickerson Pike through the federal highway system. All of this requires strong coordination with TDOT. That partnership has been productive so far, and we expect it to continue as development moves ahead.

How are you approaching the challenges of economic uncertainty and the interest rate environment in sustaining financing and developer interest?
The truth is, Nashville largely sells itself. A few years ago, people started calling us the “It City.” I cringed at first, but it was good to see people recognize Nashville as a great place to live, raise a family, and build a life. A decade ago, it was hard to find a restaurant downtown. Now, there are more than most people could visit in a year. That kind of growth is part of what makes this city unique. While we face economic uncertainty, our goal is to protect the culture that defines Nashville. We want to create neighborhoods where people may live in a 30-story tower but still know their neighbors. That is the spirit we are aiming to preserve. We believe that by staying true to what makes Nashville different, its sense of community, its hospitality, we can weather the ups and downs. We also know this is a long-term effort. It could take 30 years or stretch over a century. The goal is to keep going, little by little, and build something lasting and sustainable rather than chasing a quick return.

Are there any regional or national redevelopment trends influencing how you plan and execute the East Bank project?
Yes, definitely. We’ve visited peer cities that have developed along waterways to understand how they engage with rivers, lakes or similar features, and how people move through those spaces. The lessons have been useful. Some cities shared what worked well, others reflected on what they would do differently. These projects take time. Most evolve through multiple phases before reaching the right balance between functionality and community connection.

That perspective has shaped our thinking. We know we won’t get everything right the first time, but we are committed to learning and adjusting. The Imagine East Bank Vision document captures that mindset. It reflects extensive community input and outlines the goals guiding our decisions. It continues to be our North Star. We heard clearly what the community values most, across both Metro-owned and surrounding land. Our approach is to honor those priorities while giving the project room to evolve thoughtfully.

What are the Authority’s priorities over the next five to 10 years, and how are you positioning the East Bank to remain impactful over time?
This is where it gets harder for people to visualize. Five-year timelines make sense to most, but 30-year development plans are more difficult to grasp. Within five years, we expect to have three or four vertical projects underway. The new stadium will be open, the old one removed, and some of the most impactful public spaces in the city completed. We want these spaces to reflect thoughtful design and real community value. We also expect to welcome residents into our first residential building and have the second and third towers open. Increasing the number of permanent residents on the East Bank is a core milestone. Looking further ahead, the authority will shift from a development-focused entity to one that also handles operations, keeping spaces active, safe, and inviting while ensuring the area remains livable and relevant. We know public space needs will evolve. What worked in 2010 changed by 2020 and will again by 2030. Our job is to stay flexible, keep listening, and adapt so the neighborhood stays vibrant and continues to meet the needs of those who live and work there.