Mitch Miller, Director of Economic Development, York County
Invest: spoke with Mitch Miller, economic development director for York County, about how one of the Charlotte region’s fastest-growing counties is rethinking mobility, agriculture, and small business support to compete for top-tier projects and talent. “This is a phenomenal place to do business,” said Miller.
Over the past year, what trends or changes have had the biggest impact on York County’s economic development landscape?
I’ve only been in York County for about a year and a half and in this role a little over a year, but I’m from the Charlotte market and have seen this region evolve throughout my life. What stands out is the level of investment and activity occurring across the board. This is a phenomenal place to do business, and the private sector recognizes the advantages that come with an international airport, a major financial sector for the South, and a strong infrastructure network. Over the past year, we haven’t seen one dominant sector leading the way. Instead, it has been a balanced mix of manufacturing, logistics, and headquarters activity, all contributing to the county’s momentum. The larger story is that Charlotte is emerging as one of the country’s next top metros, and York County sits squarely within that growth. Companies increasingly view this region as a market they must consider.
For someone less familiar with the region, what makes York County particularly competitive in attracting investment?
We’re the second-largest county in the Charlotte region and, in many ways, we function as the Charlotte of South Carolina. When the state is evaluating opportunities tied to this region, York County naturally gets a significant number of looks. We benefit from strong fundamentals, including a solid population and workforce base, excellent schools, a high quality of life, and a competitive cost of living. Those attributes check the boxes companies typically look for. What sets us apart, however, is the way we are rethinking economic development. Traditional approaches such as focusing on site readiness, workforce, and incentives still matter, but we are also leaning heavily into digital storytelling and quality of life. Mobility, in particular, has become a defining priority for us as we think about how people move throughout the county and how we can support development patterns that allow more residents to live, work, and play without being entirely dependent on cars.
How would you characterize the current business sentiment among companies already in the county or considering expansion?
Overall, the sentiment is positive. The best indicator of that is the confidence and engagement we see from our existing industries. We meet with them regularly to understand their challenges, support their operational needs, and explore long-term opportunities related to talent and growth. When we speak with prospective companies, we often reference those existing industry relationships because they illustrate our track record. In many cases, we encourage prospects to speak directly with companies already located here. Hearing from peers carries a different level of credibility than anything we can say, and that validation has helped us secure several projects over the past year.
Recent announcements from Riverstone Logistics, Pratt Industries and Costco have drawn attention. How do these projects showcase county growth?
These projects highlight the diversity of investment opportunities emerging in York County, but our strategy does not revolve around pinpointing specific sectors. Instead, over the past year and a half, I have worked closely with county council to clarify our priorities, which are grounded in community impact. Our focus includes attracting high-quality jobs, supporting small businesses, strengthening workforce development, enhancing quality of life, and advancing mobility. When we meet with companies, we frame our discussions around how their missions align with these broader goals. Riverstone Logistics is a good example; the way they operate and where they aim to go as an organization aligned naturally with our county’s direction. When companies see their values reflected in the community’s long-term vision, they feel like they are joining something larger than a single project announcement.
How is York County collaborating with educational institutions to strengthen its workforce pipeline?
We’re fortunate to have two of the top K–12 education systems in South Carolina. On top of that foundation, we have strong higher education partners in York Technical College, Winthrop University, and Clinton College. These institutions form a robust pipeline of talent and opportunities for collaboration. When you zoom out, the broader Charlotte region adds even more depth, with a wide range of colleges and universities producing highly skilled graduates every year. Combined with the fact that around 157 people move into the region each day, we have a dynamic mix of talent entering York County and its surroundings. Because talent is often the deciding factor in corporate location decisions, this regional concentration of skilled workers is one of our most important competitive advantages.
What does Project Trail Mix entail, and how do you see it shaping future growth?
Project Trail Mix is a countywide mobility initiative that shifts the traditional economic development focus inward. Instead of viewing mobility as separate from economic competitiveness, we’re treating it as a central driver of future growth. One of the most important components of this initiative is our partnership with the Carolina Thread Trail. We want to build an interconnected network of trails that link the county’s cities, neighborhoods and employment centers. To support this, we have committed a portion of new economic development revenue to trail development and are encouraging private developers to incorporate trails and mobility features directly into their projects.
In the long term, we envision a system that creates mobility options beyond Interstate 77 — for instance, a connection from Fort Mill to the Little Sugar Creek Greenway that would allow someone to bike from York County to Uptown Charlotte, or a loop connecting Fort Mill, Rock Hill, York and Clover. At present, approximately 67,000 residents leave York County each day to work elsewhere, including around 23,000 in headquarters-related jobs. That means we are exporting talent daily. If we want to change that dynamic and attract more high-wage employment, we have to invest in mobility and quality of life in ways that make York County a destination for both companies and workers.
As growth accelerates, how are you balancing development with livability and preservation of the county’s character?
Growth is happening rapidly, and we have to be intentional about preserving what makes York County distinct. Beyond mobility, two areas of focus for us are agriculture and small business. Western York County is home to deeply rooted agricultural operations—such as Bush-N-Vine, Windy Hill Orchard and Black’s Peaches — that have become both community anchors and tourism destinations. We want to support the next generation of farmers, protect that cultural identity and position York County as the food hub of the Charlotte region. This includes exploring opportunities to supply local restaurants and consumers more directly with locally sourced products.
Small business support is equally essential. Small businesses are the life of our communities, but the way people shop and sell has changed dramatically. We want to retain vibrant main streets while also equipping entrepreneurs with digital tools that allow them to reach customers beyond traditional hours and physical boundaries. A specialty shop in Fort Mill can serve local customers during the day and reach international buyers online at night, but only if it feels confident navigating modern platforms. Helping small businesses embrace digital commerce not only strengthens them individually, but also reinforces our broader economic narrative.
Looking two to three years ahead, what are your top strategic priorities?
Our work for the next several years is centered around three capstone initiatives: Project Trail Mix, which focuses on mobility and the future of our employment hubs; Next Crop York, which aims to position the county as the agri-food hub of the Charlotte region; and Digital Main Street, which supports small businesses by helping them strengthen their digital presence and storytelling capabilities. Every competitive community invests in sites, infrastructure and workforce, but what will set York County apart is the additional value created by these three initiatives. They reinforce our identity and help us attract the high-quality opportunities we want for the future.
Are there any final points you’d like to highlight about York County’s vision?
I would return to mobility and quality of life, because they are powerful differentiators. One of our greatest assets is the Anne Springs Close Greenway, which is larger than Central Park and serves as a regional showpiece. Assets like that influence corporate decisions, particularly for headquarters-level employers. If we continue investing in connected trails, recreational amenities and strong community character — and tell that story clearly — we will position York County to capture the next decade of economic opportunity.
