In an interview with Focus:, Laura King, President and CEO-Elect of Georgia United Credit Union, discussed adapting to regulatory shifts, accelerating digital tools, and expanding financial access. “We’re committed to finding ways to give back to people who normally don’t have access to higher-tier options,” King said.

What changes over the past year have most impacted your organization?
Whiplash from the external environment has shaped us the most. After the election and the administrative change, many of the things we were working on, dealing with, and preparing for shifted dramatically. For example, the Consumer Financial Protection Bureau was here today, gone tomorrow. Under the prior administration, we had developed detailed business plans around things like overdraft protection and other fees. We were headed in one direction, but after that change, we needed to take a different approach.

Our challenge now is constantly reevaluating external impacts, pivoting very quickly, and adjusting our strategies almost quarterly to keep pace with what’s changing around us.

What is the credit union’s financial health and performance in Georgia’s broader economic landscape?

Credit unions as a whole have been facing significant challenges. For example, credit union taxation is something the industry has discussed for as long as I’ve been in it. Last year, we ranked it No. 39 on a risk profile. This year, it jumped to No. 3 overnight because it became a major focus on the Hill as lawmakers looked for alternative sources of income.

Since credit unions are exempt from income taxes, they became an easy target for additional revenue, which would essentially put us in the same position as a bank. Many credit unions felt under attack and spent a lot of time in defensive mode.

Economically, our institution has done very well. Some of the things I’ll share later probably explain why we’ve been able to stay above water. We’re not drowning, we’re actually doing quite well. But credit unions overall have been very challenged.

What strategies are helping the credit union continue to thrive?

We focus on filling gaps that traditional banks often overlook. While banks lean heavily on large commercial lending, we don’t, and many credit unions that have tried it haven’t seen great results.

Our priority is serving small businesses, individuals, and underserved markets. Many people now rely on side gigs just to keep up with rising costs, and inflation continues to hit their budgets hard.

To help, we’ve introduced products that big banks rarely offer to these groups. For example, our high-earning savings account doesn’t require the typical $25,000 minimum. Members can open it with any amount and earn the full rate if they deposit at least $100 net each month.

In the past, many of our members wouldn’t have qualified for this type of product. We’re committed to finding ways to give back to people who normally don’t have access to higher-tier options.

What changes have you made on the mortgage side to address shifts in demand?
We recently reorganized our mortgage area to adapt quickly. First-time mortgages used to flood in, then demand dried up overnight as people stayed put to keep their low interest rates while home prices climbed. Many turned to home equity lines instead.

To respond, we restructured to better serve this new demand and offer more competitive rates. We’re also creating products for those who don’t have large down payments or struggle with today’s high housing costs. It’s not just the home price; insurance has doubled or quadrupled for some, and homeowners’ dues have risen as well. My daughter realized that even with a special first-time buyer loan, the total costs made a home unaffordable.

I worry that homeownership is slipping out of reach and that there aren’t enough practical options. We see similar trends with auto loans, where $1,500 monthly payments aren’t unusual anymore, and borrowers are stretching terms to five, seven, or even nine years, which can outlast the car itself.

That’s why we’re putting more emphasis on financial wellness training. Members want to understand how loans work, when a longer term may not make sense, and whether things like GAP insurance are worthwhile. It’s not just about making loans but about helping people make smart financial decisions.

How has digital transformation accelerated for Georgia United?
The biggest change from last year is how quickly we moved from talking about AI to using it daily. The speed was almost startling. We began experimenting and saw right away how powerful it could be, but also recognized the risks.

Our IT security team stepped in to ensure staff weren’t logging into open platforms like ChatGPT or Claude on their own. They worked hard to keep these tools within our network, so member data stays protected. PPI and private data security are critical, so guardrails were necessary.

Now, every vendor we work with is building AI into their products or adding new features driven by it. We’re being inundated with options, and the pace of change is fast.

Personally, I use AI multiple times a day. There is some work that can happen automatically through AI, helping us make faster loan decisions. This allows our team members to focus more on helping members one-on-one and providing custom solutions that fit their needs. 

Another major topic is crypto. For years, it seemed distant, but now we’re getting daily questions about it. We’re figuring out when and how to engage, so that we’re ready when members are.

How have your workforce investments impacted performance and member satisfaction?
These investments have been incredibly positive. We’re seeing more promotions at every level, and by developing our staff, we don’t have to look outside for the skills we need.

We’ve taken that approach to our managers, too. I went to a conference where they asked who trains tellers before putting them on the line, and everyone did. Then, when they asked who trains managers before promoting them, hardly anyone did. That really stuck with us.

Since then, we’ve launched multiple internal leadership programs. One, based on “Crucial Conversations,” helps managers handle tough discussions. Our Learning and Development Department teaches it in-house, and all managers go through it.

We’ve also rolled out a new onboarding program for managers and plan to keep expanding it over the next three years. Building strong leadership helps us better serve members and maintain a healthy culture.

How is the credit union meeting members’ evolving financial wellness needs?
Our communities are facing a fast-changing world and real financial pressures. We’re seeing more requests for coaching and financial wellness support.

We’re training our staff to provide one-on-one guidance. Our board is deeply invested in our diverse communities across Atlanta, from city to suburban and rural areas. Each area brings different needs and questions.

Rural branches may face different challenges than inner-city ones, so we’re working to meet people where they are. No matter where they live, people want to know how to make ends meet and run side businesses well. For example, many don’t realize they need to keep personal and business funds separate. It may sound simple, but it isn’t obvious when starting out. Programs for small businesses and financial education are vital parts of how we help.

What new initiatives are you developing to support small businesses and underserved communities?
We recently created what we call the Growth Department, focused on products that help the credit union grow while meeting members’ needs.

A top priority is our small business program. We’ve always offered small business products, but they were scattered — a checking account here, a loan there. Now we’re packaging them so small business owners can easily find what they need in one place, with affordability and education built in.

We’ve also brought the mortgage group into this department to create better products for people who can’t buy a home today. We’re working to strike the right balance so we can offer something sustainable that helps more people become homeowners.

How is the credit union working to reach groups that may be underserved by traditional banking?
We are actively collaborating with partners who are working on the ground to support underserved communities, such as local parishes and organizations that have real, on-the-ground experience with the challenges these populations face. We’re learning from these groups to better understand the unique needs of non-resident workers and to inform our efforts.

To navigate the regulatory landscape, we’re also reaching out to other credit unions nationwide — from East Coast to West Coast — that have successfully developed programs for these communities. We’re exchanging best practices, insights, and solutions with those who have found ways to serve populations often overlooked by traditional banking. 

It’s a journey that requires sensitivity, a commitment to inclusivity and a willingness to innovate. While the regulatory framework can be confusing, we’re committed to doing the right thing. We see a major opportunity here to fill a financial services gap that leaves many communities in a financial desert. Our mission is to bring financial access to those who need it most, and we’re putting the work in to make sure we’re doing it the right way. 

In uncertain times, clients expect their banks to provide guidance and support to help navigate economic change. With a region-centric model, Fifth Third is doubling down on its commitment to Georgia and Alabama to support local communities in these markets. In an interview with Focus:, Randy Koporc, regional president and CEO for Fifth Third Bank, highlights the bank’s growth strategy in Georgia and Alabama and its continued commitment to helping clients navigate a challenging economic climate.

What is the state of Fifth Third Bank’s Georgia market operations and strategy?

Fifth Third is experiencing meaningful growth in the Southeast, and our expansion across the region is a major part of that story. By next year, we expect to add approximately 60 new retail branch locations, underscoring our long-term commitment to serving clients in these high-growth markets.

This is an especially exciting moment as many peers are scaling back their physical footprints. Our continued investment in branches allows Fifth Third to capture additional market share in Atlanta and beyond, but our strategy is driven by more than growth. Our data consistently shows that clients value in-person engagement. There is a high level of confidence and comfort that comes from being able to meet face-to-face with our clients when making important financial decisions.

At the same time, we pair this personal service with a first-class digital platform. In fact, J.D. Power recently recognized Fifth Third for delivering the best mobile banking app experience among regional banks in its 2025 U.S. Banking Mobile App Satisfaction Study℠.

When clients visit our financial centers, they won’t find traditional teller lines or closed-door offices. Instead, they experience an open, modern environment designed for real-time support and meaningful interaction. Clients consistently tell us they value this differentiated model, which also allows for a smaller, more efficient footprint. We no longer need large, legacy-style branches; our highly efficient locations enable us to deploy capital more effectively while expanding to meet client demand.

Of course, none of this works without the right people. Talent plays a critical role in the timing and success of our strategy. Our teams understand the market, the community, and the needs of our clients, and they are central to delivering the best solutions every day.

What recent successes have impacted the organization the most?

One of our greatest successes has been our ability to attract exceptional talent to the organization. That strength was especially evident during our expansion into the Alabama market, which has quickly become a significant growth story for us. Over the last 18 months, we have established a loan production office, a private bank office, and two financial centers in the state. This year, we are building on that momentum with five additional financial centers opening in Huntsville and Birmingham.

Our strategy is powered not only by great people but also by a disciplined, data-driven approach. We rely heavily on advanced analytics to understand consumer behavior, identify emerging opportunities, and determine precisely where to position new branches for maximum impact. Alabama is a standout example of how leveraging those insights leads to smart growth and successful market expansion.

What role do ethics and governance play in the bank’s overall strategy?

Our model is intentionally region-centric, meaning decisions that impact clients in Georgia and Alabama are made by leaders who live and work in these communities. With that local decision-making comes a deep responsibility to ensure the customer remains at the center of everything we do. We evaluate every choice through that lens, always asking what is in the best interest of the client.

We are committed to fostering a culture where every employee plays a role in protecting clients and prioritizing their needs. That commitment shows up in many ways – whether through continued investments in cybersecurity to safeguard sensitive information or through the disciplined management of client assets to ensure they align with long-term goals. This shared sense of accountability is core to how we operate and central to the trust our clients place in us.

What challenges are the company tracking, and how are you navigating potential headwinds?

There will always be uncertainties in the market, and helping clients navigate those moments is a key way we add value. Our focus is on providing clarity through thoughtful analysis, data, and insights so clients fully understand the environment they’re operating in and can make confident, informed decisions. That support may include product recommendations or guidance that helps them better manage their businesses or personal financial situations.

Our diversified suite of services also positions us well to manage uncertainty as an organization. Ultimately, our responsibility is to stay ahead of emerging trends, anticipate client needs, and serve as a trusted resource they can rely on, no matter how the market shifts.

What is the outlook for Fifth Third Bank and the banking industry in the coming years?

The outlook for Fifth Third is exceptionally strong. We have built a resilient culture and a leadership team that deeply understands the connection between engaged employees and the experience we deliver to customers. Our strategic focus centers on three core principles to include stability, profitability, and growth. Together, these guide how we operate through economic cycles, maintain resilience, deliver value to shareholders, and support the evolving needs of our clients.

Our significant investment in the Southeast, particularly in Georgia and Alabama, underscores the growth component of that framework. This region represents tremendous opportunity, and our continued expansion reflects both market demand and our long-term commitment to these communities.

We also completed the acquisition of Comerica Bank, a milestone that further strengthens our competitive position. This step expands our reach, enhances our capabilities, and deepens our expertise, ultimately allowing us to build a stronger bank for our customers, our employees, and the communities we serve.

In an interview with Focus:, Ron Shipman, president & executive director of the Macon Water Authority, discussed major infrastructure upgrades, proactive planning for aging systems, rising operational costs, and water’s role in economic development. “We are proud to deliver first-class reliability, quality, and service to our community,” he said.

What have been the key milestones for the Macon Water Authority over the last year?
Recently, we won five awards from the Georgia Association of Water Professionals. Our Amerson Water Treatment Plant (AWTP), for example, was named one of the best-run water plants in the state. We also received an award from the Georgia Soil & Water Conservation Commission (GSWCC) for our Local Issuing Authority (LIA) program, which handles erosion and sedimentation control and demonstrates our commitment to protecting the natural resources of Georgia.

We are proud of these accomplishments, especially as we manage 200-year-old water and sewer infrastructure. Like Atlanta, Savannah, Columbus, and others, we must navigate how to move these systems forward for the next generations. We must do this while being mindful of the costs but committed to delivering a product vital to life — water. We take that responsibility seriously and work closely with citizens to meet expectations.

Beyond the awards, we returned to the financial bond market in September 2024 by traveling to New York to meet with S&P and Moody’s. We then issued $114 million in bonds for eight major projects, now underway. In 2024, we also conducted a rate study for 2025 and plan another rate study in 2025 for 2026, staying aligned with long-term infrastructure needs.

Moving forward aggressively is necessary, but we are mindful that customers, including myself as a customer, are bearing these costs. Water rates, food prices, and utility costs are all rising. Balancing customer service with sound business operations is key. With this business model shift, we are working to be more proactive and seek smarter ways of planning for the future.

What specific projects are underway at Macon Water Authority?
There are eight major projects, with several focused on wastewater treatment facilities.

At our Lower Poplar Wastewater Treatment Facility, we are re-engineering the influent pump station (IPS) building, a $14 million project. At Rocky Creek Wastewater Treatment Facility, we are investing about $19 million in engineering work for its rehabilitation. We are also rehabbing three major sewer lines, 18-inch, 24-inch, and 42-inch pipes, covering from a half-mile to over a mile, depending on the line. Maintaining the integrity of these aging pipes, many from the 1950s and 1960s, is critical.

Another major project is converting mechanical water meters to electronic ones. The older meters used an impeller-type system; the new electronic meters will improve accuracy and give customers better access to their monthly water usage data.

One of the biggest customer complaints has involved billing dates. In the past, due dates were based on manual meter reading routes. With the new electronic water meters, customers may eventually have the flexibility to adjust their billing due dates, easing financial strain on the timing of their monthly bills. Initially, deployment focused on residential customers, but looking back, I would have preferred starting with commercial customers due to their higher usage. We are now correcting that with a large meter replacement project estimated at over $17 million.

How are rising infrastructure costs affecting operations and customers?
The costs of doing business have risen sharply. Since COVID-19, the cost of many chemicals used to treat water, like chlorine, has increased by 400 percent. For example, one-ton chlorine cylinders that used to cost $800 have peaked at $4,000 per one-ton cylinder. At our water treatment plant, we use 10 of these cylinders every two weeks, which has added a significant financial cost to water service delivery.

Upgrading to Advance Meter Reading (electronic) meters is one way we are responding. This technology will ensure customers are more accurately billed based on precise meter readings, helping both residential and commercial users.

Having worked almost 40 years in the utility sector, I understand the division of responsibility and that utility work is utility work. System and pipes before the meter are our responsibility; items after the meter it is the responsibility of the customer. This includes piping and plumbing outside the residence of the customer is the responsibility of the customer. Whether it is water or electricity, customers want accurate billing and a great product. That is exactly what we are focused on delivering when it comes to water.

How has Macon’s water infrastructure evolved to support economic development?
In Macon, we are fortunate — and it came about through a catastrophe. In 1994, there was a severe flood caused by Tropical Storm Alberto. That storm sat over Middle Georgia for days. Here in Macon, the previous water treatment plant flooded, and customers were without water for about 19 days.

As a result, the leadership of the Macon Water Authority (MWA), at the time, purchased property in an adjacent county and built a reservoir. That reservoir holds 5.8 billion gallons of water. The MWA, utilizing federal and state funding, built and constructed the state-of-the-art water treatment facility. In times of crisis, the reservoir can serve citizens for 90 to 120 days without pulling a drop from the Ocmulgee River. 

Because of the forethought of the leaders, at that time, we now have a plant that has been operating since 2000, providing a premier level of service. When the Macon Bibb County Industrial Authority brings prospective businesses to town, one of the first stops is often the Macon Water Authority’s water treatment facility. Seeing the facility in person, seeing that 5.8 billion gallons, makes an impression that no brochure or description can match.

The Amerson Water Treatment Plant supplies water to customers in Bibb, Jones, and Monroe Counties. Customers, especially industrial and commercial customers, appreciate that reliability.

What role does water quality play in attracting businesses to Macon?
Water quality plays a huge role. Recently, the Georgia Association of Water Professionals (GAWP) recognized the Amerson Water Treatment Plant (AWTP) for producing the best-tasting water in District 5. We will now compete in Savannah for the best-tasting water in all of Georgia for 2025.

So, we have water supply, water delivery, and superior product quality, all at the highest levels. That combination matters when it comes to economic development.

I will digress for a moment to share a quick story. I visited a local discount store where they were offering bottled water delivery services. The salesperson asked if I was interested. I told her that I live in Macon-Bibb County — we have the best-tasting water in District 5. I do not need bottled water. We laughed about it, but it made me think about how fortunate we are to be in Macon-Bibb County and Middle Georgia.

We have also had businesses recognize the quality of our water firsthand. A hydroponic gardening facility is located here without truly knowing what kind of water quality to expect. After conducting their independent tests, they said it was some of the best water they had encountered at any of their locations nationwide.

That is what we aim to provide, not only for industrial and commercial customers, but for every resident we serve.

We are proud to deliver water and associated services that are reliable, superior in quality, and with unmatched customer service to our community. That is a testament to our employees. We have over 265 employees at the MWA. We serve water to customers in Bibb County, Monroe County, and Jones County. We provide wastewater services for customers in Bibb, Monroe, Jones, and the City of Byron.

Macon sits almost exactly in the geographic center of Georgia, and we are proud of what we are able to deliver from here.

In an interview with Focus:, Michael Hightower, managing partner of The Collaborative Firm, discussed the organization’s growth in transit-oriented development, data centers, and community planning, as well as the need for future-focused strategies. “I’ve challenged our team and clients to think more futuristically about planning and to embrace nontraditional approaches that use technology and AI. The industry is changing, and our strategies must evolve with it,” Hightower said.

What were the most important developments for the firm over the past year?
During 2025, our firm continued to grow in several key areas, particularly in transit development with MARTA, the region’s major transit system. We’ve also been heavily involved in projects related to the Special Purpose Local Option Sales Tax, a local taxing process in Georgia that funds community improvements.

Given Atlanta’s ongoing traffic challenges, which have persisted for years, there has been a strong regional focus on improving mobility. Beyond that, we’ve seen many local governments retooling their development codes. These updates are designed to make the codes more user-friendly for the development community while also addressing residents’ concerns about land use and quality of life.

Another major focus for us has been the city of Savannah. It’s one of Georgia’s fastest-growing cities and home to the Georgia Ports Authority. Savannah’s economic and population growth has created exciting planning and development opportunities, particularly given its national prominence and thriving events scene.

What trends are you seeing in the types of planning or development projects that local governments are prioritizing today?
There’s definitely a growing trend toward transit-oriented development, or TOD, as cities look to concentrate growth around transit hubs and mass transit stations. That’s a consistent theme across many regions.

Another major trend is the rise of data centers. We’re seeing a surge in these projects, and they’re bringing new discussions about power usage, water access, and community impact. At our upcoming conference, data centers and AI will be central topics of discussion.

In downtown Atlanta, there’s been a lot of in-town redevelopment, particularly around the Mercedes-Benz Stadium and other sports facilities. These areas are attracting mixed-use and housing developments that bring new life to the city’s core. We’re also seeing more suburban counties initiating their own mixed-use developments, signaling broader regional diversification.

How has community engagement evolved within the public planning process?
Community engagement has become an essential, expected part of every major project. Whether the topic is transit, new housing, or data centers, citizens are highly involved and expect to have meaningful input. Local governments are working to balance business and community priorities, ensuring that new projects consider infrastructure, schools, and environmental impacts.

There has also been growing attention on emerging technologies like electric and autonomous vehicles. These changes are shaping discussions around infrastructure and long-term planning. Overall, engagement isn’t just encouraged, it’s required in most jurisdictions as a formal part of the planning process.

Where are you seeing the strongest demand for public and private collaboration in development?
Right now, collaboration is strongest in in-town redevelopment. Many people still want to live and work downtown, and with the city’s population continuing to grow, public-private cooperation is essential to address infrastructure and livability challenges.

We’re also seeing more collaboration in suburban areas. These regions were once seen as escapes from the city, but as growth continues and available land becomes scarce, they’re facing similar pressures, from traffic to public services. While not always formal public-private partnerships, these dialogues are increasingly necessary to guide sustainable development in both urban and suburban settings.

How are rising construction costs and regulations affecting development today?
Rising construction costs are absolutely one of the dominant topics in development discussions right now. In the Atlanta region, trade associations that represent developers, such as the Council for Quality Growth, are working to ensure that new rules and regulations from the public sector are implemented in ways that don’t unnecessarily increase project costs.

These organizations, along with industry professionals, play an important role in educating both the public and decision-makers about the implications of proposed regulations. Progressive local governments and trade associations are managing this challenge effectively by promoting greater understanding of how certain policies can impact development costs and timelines.

How is The Collaborative Firm helping clients navigate these pressures and uncertainties?
We’re having more direct and candid conversations with decision-makers than ever before. These discussions, which might once have been avoided, are now essential to address the real impacts of rising costs, regulatory shifts, and development challenges. It’s about creating an honest dialogue that benefits both public and private stakeholders.

At the same time, we’re also helping local governments better understand the challenges that developers face. This balance is critical, as it allows the public sector to appreciate private-sector realities and vice versa.

For example, in Savannah, we’ve been discussing new development activity and the concept of community benefit plans. The idea is to foster collaboration between developers and residents so both sides can find reasonable areas of compromise. When developer A joins hands with citizen B, everyone wins. I believe we’ll continue to see more of this kind of benefit-focused dialogue moving forward.

How has your experience in both the public and private sectors shaped your approach?
I spent my first 20 years in public office, serving six years as a council member and 15 on the county commission. That experience taught me a lot and, at times, tested me. For the past 20 years, I’ve owned and led my own firm, which has given me a full understanding of both sides of the table.

Having that balance between public service and private business has been invaluable. It allows me to speak from both perspectives and connect with people across the spectrum, from elected officials to developers. That dual experience earns me respect and helps me navigate conversations that might otherwise be difficult.

What are your firm’s strategic priorities for the next three to five years?
We’re putting a stronger focus on economic feasibility and market analysis. I recently hired an economic development associate to expand our capacity and assess the broader impact of projects we’re involved in, directly or indirectly.

We also plan to increase our support for city and county planning departments. I’ve challenged our team and clients to think more futuristically about planning and to embrace nontraditional approaches that use technology and AI. The industry is changing, and our strategies must evolve with it.

As we move toward 2030, we need to stay ahead of shifts in development and technology. The growth of autonomous vehicles, for example, will reshape how cities and counties plan. Success will depend on how adaptable we are to these future issues.

What other factors will be key to long-term success?
Workforce development is one of the most pressing challenges today. The post-COVID labor environment, shaped by hybrid and remote work, continues to evolve. Younger generations are approaching the labor market differently, creating new cultural and operational challenges.

We’re also seeing workforce issues tied to diversity, equity, and inclusion, as well as generational differences. At the same time, there’s strong demand for skilled labor that doesn’t require a four- or six-year degree. Addressing that demand and ensuring affordable housing for workers are essential.

Affordable housing has become a top priority in Atlanta. The current mayor has made it a central focus, advancing policies and projects that make the city more accessible. It’s a critical issue for residents and for the region’s economic sustainability.

In an interview with Focus: Jerome Cheatham, Region President of the Atlantic South Market for Verizon Consumer Group, discussed customer experience, digital innovation, and expanding connectivity across the Southeast. “Today, connectivity is an essential service. Our focus is on delivering that connectivity responsibly, equitably, and with a great experience across the country,” Cheatham said. 

What are the top priorities shaping your strategy for growth and customer engagement across Atlanta and the Atlantic South market?
Our top priority is delivering a world-class customer experience, that’s where it all begins. That is combined with delivering exceptional value to customers with our mobile, home, and other suite of products. 

AI plays a critical role in enhancing the customer experience and integrating services. It helps eliminate friction, which is essential to building customer loyalty. We want doing business with Verizon to be simple, regardless of the channel.

On the home side, we’re expanding broadband to bridge the digital divide. Reliable connectivity drives more value, and customers with both mobile and home services tend to be more satisfied and less likely to leave. On the innovation side, AI is already a key force behind many of our improvements.

How are you aligning business development, retail operations, employee experience, and customer engagement to build a unified, high-performing organization?
There is a consistent theme across everything we do: customer centricity. We start by understanding what customers want. Right now, they are looking for value, especially in this economic climate. They are also looking for a seamless experience, no matter where they interact with us.

To meet that expectation, we start with our employees. We invest in tools, training, and resources to make sure everything they do aligns with our customer-first mindset. That includes not only our retail teams but also customer service agents and digital support. We ensure our training and resources are clear, simple, and consistent across all fronts.

What this creates is a unified experience. Whether someone walks into a store, talks to an agent, or connects with us online, the goal is that it feels like one Verizon. We are also enhancing the employee experience through technology. Our investments help employees personalize service. For example, when a customer schedules a VIP appointment online or by phone, we know what they have been exploring on our site and can tailor future interactions to their needs.

We have reduced friction points through personalized offers powered by technology. We are also evolving our stores to meet new expectations, including self-discovery and immersive experiences through AR and VR.

Ultimately, it all comes back to our focus on customer centricity and staying aligned around that principle.

Years ago, mobile devices were a luxury. Today, connectivity is an essential service. Our focus is on delivering that connectivity responsibly and equitably across the country.

How are your digital and physical channels working together to create a seamless customer experience? 

A few years ago, we used the term “phygital” to describe how we were blending physical and digital. That integration is more important than ever. Roughly 80% of customers start their journey online and then complete it in-store through pickup, locker access, or same-day delivery. The connection between digital and physical channels must be seamless.

When customers enter a store, we need to know what products and services they might be interested in while visiting our website to ensure the experience continues without interruption. It is about recognizing their journey and helping complete it, simply and efficiently, and whether that means processing an order or suggesting additional relevant products.

We are also evolving our stores to deliver tech-friendly experiences to showcase content and services such as Verizon Home Internet. These experiences promote self-discovery and allow customers to explore in a more engaging way.

What role does 5G home internet play as demand for reliable connectivity grows? 

The need for reliable connectivity is growing fast. With population and infrastructure expanding across the United States, our role is to deliver that connectivity across all geographies from dense urban areas to rural communities.

Our fixed wireless access (FWA) product is key, especially for customers in rural regions who lack access to traditional broadband. Expanding FWA is essential to closing the digital divide.

The pandemic made this need even more urgent. Remote work, online learning, and telehealth became essential. Many in remote areas could not participate. That moment forced everyone to rethink the importance of equitable access.

Our mission at Verizon is to take the innovation and grit that define our organization and push it forward to solve this challenge.

What innovations beyond AI are you most excited about right now?
I think we are just beginning to understand the potential of AI, not only at Verizon but across the entire industry. Our goal is to lead in the space of conversational AI. That means using AI to create personalized, efficient experiences in every interaction.

One key example is back on June 24, we launched what we consider the most advanced app redesign in the industry. Alongside that, we introduced the Verizon Business Assistant, an AI-powered tool that helps customers manage their bills, prepare for international travel, and receive tailored recommendations. It also supports our in-store teams by improving how we respond to customer needs.

AI is transforming how we engage with customers, but it also improves our infrastructure and operational efficiency. Still, our focus remains on delivering value, resolving issues on the first try, and providing fast service. Most importantly, we work to balance digital tools with real human connection. That mix is essential.

How is Verizon working with local communities and small businesses to expand digital inclusion and growth?
Our Verizon Small Business Digital Ready program provides entrepreneurs with tools to grow their businesses, covering branding, marketing, financial management, cybersecurity, and customer engagement. In Atlanta alone, over 34,000 small businesses use the platform. We also host workshops and actively partner with local chambers of commerce.

We launched the platform during the pandemic to help entrepreneurs who were struggling. It is one of the efforts we are most proud of.

Another initiative that is personal to me is Verizon Innovative Learning. I have two young kids, and when I think about technology, I care about access and fairness. This program offers free STEM education to students, including 3D printing, coding, and more.

Just recently, we opened a new lab at Sylvan Hills Middle School in Atlanta. These labs give students hands-on access to real technology, and the impact is powerful. Students walk in and immediately see new possibilities. Teachers also benefit by gaining tools that enhance their instruction and expand the curriculum.

Nationwide, we have reached more than 8.5 million students with this program. Our work in Atlanta, in particular, is something I take personally.

What are your top priorities for the Atlantic South market in the coming years?

The biggest priority is still delighting our customers with a great customer experience. We are focused on removing any friction that gets in the way of that. Whether it is during a purchase, when interacting with our systems, or at any other touchpoint, we want the experience to be seamless and enjoyable.

I review customer feedback daily and pay special attention to the areas where we are not meeting our brand promise. Our goal is to address those gaps. That could mean improving training, simplifying systems, or making changes across the customer journey. We want customers to stay with us because the experience is strong, and the value is clear.

We are also focused on delivering for our converged customers. Connectivity, especially reliable home internet, is a top priority across the Southeast. Our fixed wireless access product helps bridge that gap. It connects people to their families, to opportunities, and to the world.

Atlanta is a key part of that strategy. I moved here from Chicago eight years ago. It is a tech hub, a center of population growth, and a source of incredible talent. We see it as a place where ideas and innovation take shape before scaling across the country.

There are also major enterprises based here, and we are committed to serving them with the same level of excellence. Atlanta is central to how we grow our business and fulfill our purpose, which is to empower people where they live, work, and play.

That purpose shows up in everything from supporting small business owners and local students to helping major enterprises power their future. We are not just delivering service. We are trying to make a meaningful impact in people’s lives.

Tracy Styf, executive director of Town Center CID, spoke with Focus: about recent and upcoming projects to Town Center. “We currently have 15 projects in the workplan totaling more than $75 million. The largest project will be completed in early 2026, which will be the largest infrastructure project in the history of the Town Center community.”

What changes over the past year have most impacted your CID’s strategy, and how have you adapted your approach?

We take a long-lens approach on strategic planning. As the second oldest CID in Georgia, our focus is on redevelopment. We are not a district that has a lot of vacant green space for new vertical projects, so we keep a keen eye on what we need for today and what we will need tomorrow. We have two organizations inside Town Center that collaborate: the Community Improvement District, in its 28th year, and our Town Center Community Alliance, celebrating its 10th anniversary in 2026. Together, they look at the quality of life and long-range planning. 

We took a commercial area around a mall and evolved it over the past three decades into a community with more than 37,000 jobs, that’s 10% of all jobs in Cobb County that are located in Town Center, and 15,000 residents. Our district is a significant hub where people can access major interstates and spend time. Collaborations with Kennesaw State University (KSU) ensure students have positive experiences not only on campus but also in the community. We want students to stay and add to the workforce after they graduate. 

All of these pieces connect in a way that keeps our focus on economic development and converting properties for the future.

What recent infrastructure investments or projects are having the biggest impact within the district? 

We currently have 15 projects in the workplan totaling almost $100 million. The largest project — the South Barrett Reliever — will be completed in early 2026, and will be the largest infrastructure project in the history of the Town Center community. We have 60,000 cars per day coming into the area, and this project will reduce traffic by 20% along the major corridor. The project also includes the last portion of the inner loop, providing a complete street through major economic development centers inside the district. This loop will provide safer and more effective traffic flow, separating bike and pedestrian paths off-road. When we invest in this type of infrastructure, we enhance the mobility of the community and impact economic development. As we update these main corridors, it sets us up for key redevelopment projects to occur.

What placemaking strategies and initiatives are helping activate and program public spaces throughout the district?

Placemaking has been at the core of our work from the start. When we began in 1997, we knew we had a natural asset in the Noonday Creek that flows through the district. Activating this space with a trail alongside the creek connected our district and provided an amenity for businesses and residents. In 2014, we opened the seven-mile trail that goes through the district and connects to the broader trail network in metro Atlanta. Now, we are connecting the last four miles to the north with Cherokee County. When complete, Noonday Creek Trail will connect Cherokee County to and through our district to the Kennesaw Mountain National Battlefield, a site with two million visitors per year, all the way down to the Silver Comet Trail and the Atlanta Beltline. We know that what is happening inside the perimeter of Atlanta is just as important as what is happening outside, which is why the ability for a Town Center resident to bike from our district to the city is so important. As this connection is taking place, we’re also celebrating the 10th anniversary of our bikeshare program — the first CID-sponsored bikeshare initiative within the state of Georgia. To celebrate, this year we have added e-bikes to our fleet for community use. 

Providing recreation amenities helps with both personal health and fitness, also with attracting businesses that want to see those amenities. Vanderlande, a Dutch company that has been in metro Atlanta for more than 25 years, relocated its national North American headquarters to Town Center because of the Noonday Creek Trail. They understand this is a recreation amenity employees expect and a core aspect of their culture. 

Hospitality is also a key pillar of the Town Center district due to our location on I-75 and in Northwest Georgia. We partner with hotels and other hospitality and tourism organizations to make sure they have information on the trail system, parks, and greenspaces. A major project for the district was Aviation Park, a three-mile park at the end of our general aviation airport. What started as a simple project developing a restroom along the trail turned into a full visioning plan where we partnered with the County to fashion the restroom building as a replica of the air control tower and install a plane and a STEAM-themed playground. We partnered with KSU’s rare books and museum department to create exhibits and a curriculum for students in kindergarten through 5th grade, creating a free field trip opportunity. The exhibits teach about the mechanics of motion, how we get planes in the air, the physics involved, and the history of aviation in Cobb County. We partnered with Kaiser Permanente to provide a yoga in the park series for free, and classes are always fully booked. There was a family who reached out to us who was at the ribbon cutting when we installed the antique plane. Their father was in the exhibit telling stories about the African American workers who were building bomber planes in WWII, and so we dedicated a bench to his memory. You never know the impact something will have on the lasting legacy of people within the community.

How does the CID collaborate with the university to grow the surrounding community?

We have a very close working relationship with Kennesaw State, working alongside the University on strategic and master plans, and concepts for district enhancements. In addition, I, along with two of our CID board members, serve as trustees on the foundation board. KSU and the CID have “grown up” together in a way, it’s been incredible to see and experience. We look forward to the University’s future growth and ensuring our district remains a thriving college and business community. 

The first project we formally partnered on was the Skip Spann Connector bridge over Interstate 75, which opened in 2016. In collaboration with Cobb County, we held a contest in which students from three organizations participated in design competitions. Teams submitted bridge designs, and the winning design featured the Kennesaw Mountain illuminated on the bridge. It won awards at the local, state, and national level for design and construction.

This collaboration is great both for community engagement and for infrastructure. The bridge removed 20% of traffic from a corridor that wasn’t built to handle it and saved the university money on busing. It’s an example of how a project can have one goal in mind in the planning stage and have a much greater impact.

What are your top priorities over the next few years, and how will the CID continue to shape the district’s future?

We will continue to protect and strengthen the assets and revenue that come into the district. We are focused on different ways we are raising funds, securing grants, and being thoughtful with our tax dollars to ensure we are partnering with all levels of government to accomplish our goals. 

We conduct studies and identify lots of projects, and there’s never enough money to do all the things we want or need to do. We want to ensure Town Center’s longevity and success by being a vibrant community with a diverse number of assets. A mall in need of redevelopment has been part of our master plan for more than 20 years. It’s not an if, it’s a when. We’ve seen the revenue of our district be pulled down by the mall, and the decline in property value has direct correlation with what our property values could have been if the mall had continued to thrive. 

Over the past decade, Cobb has seen a 156% increase in property value, and Town Center has seen a 122% increase. The anchoring effects of the mall property have contributed to revenue decline. We are working with all partners to reimagine what can be done and doing it in a focused, strategic way that invites the development community to come and show them our tools to be the best partner.

Tad Leithead, executive director of the Lilburn CID and principal of Leithead Consulting, spoke with Focus: about the history of CIDs and the pressing needs of the Atlanta region. “The shift toward local neighborhoods reduces strain on regional transportation infrastructure. Localized living models make commuting optional and support lifestyle convenience,” Leithead said.

What changes over the past year have most impacted CIDs in the state of Georgia?

Community Improvement Districts (CIDs) are infrastructure investment organizations, originally created in the 1980s to address road capacity and traffic challenges as Atlanta rapidly expanded north. We wanted to enhance mobility enough so that people can stay where they are. The first CID launched in 1988 with a 25-year plan to transform the area. It operated alone for 10 years before others began forming in other markets. While their role has broadened, core priorities remain mobility and safety. We also do landscaping, green spaces, parks and recreation, and trail systems.

The biggest challenge in recent years has been the absence of a truly regional transit system. MARTA covers only a few counties, and major areas like Gwinnett and Cobb still lack public transit. Voter resistance, funding limitations, and massive infrastructure costs, like a proposed downtown double-deck highway, are key barriers. Despite slowing growth for the first time, traffic continues to worsen.

A major test of a city is whether travelers need to rent a car. If you fly into Atlanta, you need to rent a car if you want to see most of the city. Atlanta still lacks adequate public transportation. Even when using MARTA, stations in North Fulton are disconnected from key destinations. Expectations that the 1996 Olympics would improve regional transit were unmet. Initial opposition to transit in Gwinnett and Cobb was a cultural bias. While those biases have declined, they have been replaced with an extraordinary cost. Heavy rail is significantly more expensive now than decades ago. To try to build the MARTA system today would be unaffordable. There isn’t enough money in the world to build a transit system to truly serve the Atlanta region. The path forward may lie in smaller, scalable solutions like microtransit and designated lanes.

What major trends are emerging in how the districts around Georgia drive economic revitalization?

Cities like Lilburn, Alpharetta, and Suwanee are driving economic revitalization with compact, mixed-use development. Lilburn’s Old Town concept emphasizes a live-work-play environment, with restaurants, green spaces, and entertainment. Video conferences and remote work have completely changed the job market. We want people to have an affordable residence and easy access to their jobs. We also want them to find the entertainment they want, with art, museums, movies, and plays, without traveling great distances. We want to create a cultural experience. Recent developments in Lilburn include a 260-unit upscale apartment complex with an added 700-space parking deck within walking distance of amenities in Old Town. The goal is to attract young professionals and increase residential density without overburdening schools. We have a plan to add as many as nine new restaurants.

The shift toward local neighborhoods reduces strain on regional transportation infrastructure. Localized living models make commuting optional and support lifestyle convenience.

How do you respond to changing perceptions of density and affordability?

There were elements of the City Council that believed that density is a bad word. Resistance to density is often rooted in fears of traffic and school impacts. The Porchline project reframed density by identifying likely residents, who are young couples without children. When they start building a family, they stay in Lilburn but move out of their apartments to buy houses and become property tax-paying residents. Changing public opinion is part of the process. We emphasized the potential benefits to local businesses.

How are you addressing challenges around the aging population in the Atlanta region?

Lilburn and similar areas are not equipped to support a growing senior population. We don’t have the hospital capacity, transportation capacity, or home care capacity. Many older residents remain in homes that aren’t accessible. They still have to go up and down stairs, or the door thresholds aren’t wide enough to fit wheelchairs. Atlanta has not embraced the challenges of the elderly population. There is a push to develop assisted living facilities within the community, but limitations like sewer capacity pose real constraints. Many properties in Lilburn are on septic systems, and you can’t build assisted living facilities on septic systems. Naturally occurring retirement communities are emerging, where seniors remain in the same house and are surrounded by other people of similar age. The surrounding community falls into dysfunction and no longer functions well for their needs. The goal is to create dignified, independent living opportunities for the elderly and address outdated infrastructure and culture.

What other infrastructure needs affect the region?

Metro Atlanta is the largest city served by the smallest water basin in the country relative to its population. We do not have enough water to serve our growth. We’re also in conflict with Tennessee, Alabama, and Florida regarding who owns the water sources. Water availability, quality, treatment, and distribution are the single largest limiting factors to future growth. Although we’ve had victories in the recent past, if we enter a drought, our water resource management will not be adequate to support the city. This is an urgent issue that must be addressed regionally.

In an interview with Focus:, Matthew Lee, executive director of Tucker-Northlake CID, discussed placemaking, transportation improvements, and regional collaboration driving Tucker’s growth. “Our focus is to ensure people feel glad to spend time here and that more choose to do so,” Lee said.

What have been the most important changes across the district over the past year, and how have those changes influenced the area?
Over the past year, our progress has continued to focus on the express lanes that are coming, on placemaking within the area, and on increasing public safety. We’re careful in how we address public safety, but it has remained a top priority.

On the placemaking front, back in 2017, the Tucker-Northlake CID conducted a study with the Urban Land Institute on downtown Tucker. Out of that study came a recommendation for a parking area with a small amphitheater. After five years of collaboration with the city, they decided to purchase the land, and the Town Green opened this past November. The city has invested $8 million in the project, and it will serve as a great space for businesses and residents to gather in downtown Tucker.

It’s a beautiful area and a key milestone for Tucker’s regional visibility. In terms of placemaking and helping put Tucker on the map, it’s going to be transformative.

How has the role of the CID evolved as Tucker transitions from a suburban corridor to a more connected economic center?

I appreciate the word “intentional,” because if we’re not intentional, we’re just subject to whatever comes down the street. We must make sure we’re planning ahead.

Part of that intentionality is ensuring that this is a place where people want to spend their time. The more time they spend, the more money they spend, and the more the area is elevated. That includes preparing for the express lanes. 

The express lanes are underway on Highway 400 and will extend across the top end of I-285. We’ve worked with the Georgia Department of Transportation (GDOT) to ensure there is a full express lane exit on Northlake Parkway. That will be significant as we strengthen our connections to the northern metro area and attract activity from further south into Tucker and Northlake.

How have these developments influenced the types of tenants, businesses, or industries choosing to locate in the district?

Across metro areas, we’re seeing what I call micro migrations. People move between neighborhoods for schools, jobs, or quality of life. Our goal is to ensure residents continue to see Tucker as a place of choice rather than necessity.

Thousands commute through Tucker daily to jobs further north. With the right conditions, many could work locally, saving commute time and improving quality of life. Communicating that opportunity is key.

Years ago, Northlake, Perimeter, and Cumberland were on similar footing, each centered around malls. Today, Cumberland has Truist Park and Perimeter has MARTA access. Over the next 20 years, Northlake must position itself to compete appropriately. We won’t have a stadium or heavy rail, but we can offer assets that appeal to employers and families.

The expanding trail network, which will link both sides of I-285, will help unify residential and commercial areas and strengthen Tucker’s sense of place.

What challenges or opportunities do you see as work patterns and consumer behaviors continue to shift?
We’re in a strong position, but broader shifts are creating new challenges. Even before the pandemic, remote work and online activity were growing; COVID accelerated that trend, leaving many business areas with more office space than they needed.

Consumer habits have also flipped. We used to dine in and shop out; now we shop in and dine out. As a result, there’s more retail space than demand, so adapting those spaces effectively is critical.

Maintaining connection will be vital. People weren’t meant to live in isolation, and collaboration drives innovation. We want Tucker-Northlake to be recognized as a place where that connection thrives.

The express lanes will also help stabilize the hotel market. A hotel doesn’t vanish; it just declines in quality if it loses demand. Ensuring accessibility and visibility helps protect those businesses. Many residents still drive to Buckhead to spend money that could be spent here. Encouraging local investment strengthens the entire community.

How is Tucker positioning itself to stay competitive while maintaining its local character, and how does it fit into the broader metro Atlanta landscape?
Local communities can sometimes focus too narrowly on themselves, but every city needs to understand its place within the broader region. That means knowing what neighboring jurisdictions are doing and finding ways to align and collaborate for shared success.

Communities have a responsibility to contribute to regional progress. Just as residents care for their own property out of respect for neighbors, cities must compete in ways that strengthen, not harm, their surroundings. Tucker has an opportunity to lift itself and, in doing so, help surrounding areas grow. People don’t have to live here to benefit; they can work, shop, or enjoy the area’s amenities. Most travelers passing through on I-285 aren’t thinking about city limits; they just want a comfortable experience. If their time here feels safe, enjoyable, and welcoming, that benefits everyone.

Our focus is to ensure people feel glad to spend time here and that more choose to do so. The challenges we face are common across communities: maintaining public safety, addressing vacancy, and managing vandalism and graffiti. Homelessness, however, is particularly complex. With more than 500 cities in Georgia, it’s unrealistic for each to create its own plan for individuals struggling with chronic homelessness, mental health challenges, or addiction. Temporary assistance helps in the short term, but it doesn’t address the root issues. A coordinated statewide approach is needed.

Most people want to help, but scattered efforts fall short. A unified strategy supported by state and federal leadership is essential. I share this not to single out Tucker; the issue is regional. Current laws make it difficult to compel treatment or housing, even when clearly needed, which perpetuates the problem. This is not a local matter but a regional challenge we all share.

When my wife and I visited Thailand, we rarely saw homelessness. Families there care for relatives in need, reflecting a culture of shared responsibility. In the U.S., independence often replaces that interdependence. I hope we can restore those family and community bonds that keep people connected and supported.

What trends are you seeing in the residential market, and how do they relate to Tucker’s long-term economic health?
Right now, the market is heavily tilted toward rentals. That’s where the investment is going, and developers who once built office towers are now focusing on residential projects.

The challenge is that in the United States, the traditional path to financial stability and intergenerational wealth has been homeownership. When housing development leans primarily toward rentals, those opportunities diminish. People remain consumers generating revenue for someone else rather than building long-term equity for themselves.

There will always be a need for rental housing, but ownership opportunities are equally important for a balanced community. I spoke about this recently on a housing panel with several mayors. When my grandparents married, they lived with their parents for the first 12 years and raised three children before buying a home for $12,000. That house was modest, three bedrooms and one bath, but by the time my grandfather passed at 95, the property had appreciated dramatically. The next owner tore it down, built a much larger six-bedroom, five-bath home, and sold it for $800,000 in 2017. Today, that same property is valued at around $1.25 million.

It shows how the entry point to homeownership has become increasingly unattainable. Living farther out used to be cheaper, but that’s not necessarily the case anymore. The landscape has shifted dramatically, and affordability remains one of the biggest long-term challenges for regional growth.

Looking ahead, what are your top priorities for Tucker-Northlake over the next five to 10 years?
Over the next decade, I expect to see continued progress on the express lanes in partnership with the Georgia Department of Transportation. Downtown Tucker will become an even more active and inviting space, supported by the new Town Green and expanding trail network that connects downtown to Northlake.

Tucker’s identity within the metro area and beyond will continue to strengthen. Businesses will see it as a desirable location because of its accessibility on I-285 and its small-town charm. People will enjoy its walkable downtown, outdoor spaces, and proximity to amenities throughout the region.

As these projects advance, the east side of the metro area will continue to rise along with Tucker.

What role do partnerships play in achieving that vision?
Tucker’s success depends heavily on partnerships, particularly between businesses and local government. That collaboration is at the heart of what community improvement districts do.

CIDs represent the business perspective and help ensure that the commercial tax base, which makes up about 50% of local revenue, has a voice in shaping development. Often, the vision of the business community aligns with that of local government; the CID’s role is to help connect those perspectives.

By showing how strategic investments can benefit everyone and by co-funding projects that improve accessibility, safety, and appearance, we help ensure that residents and business owners alike can see tangible results. That builds confidence and reinforces a sense of shared progress.

What inspires community engagement and helps people feel connected to the progress taking place in Tucker and across the region?
People are inspired by potential. They value progress, but they connect more deeply when they understand what’s possible and how they can contribute.

That’s what I appreciate about regional collaboration, as it helps people see how their efforts fit into a larger story. It’s important to share both successes and challenges because that’s where real growth happens.

We’re working with the Atlanta Regional Commission on a Livable Centers Initiative plan focused on transportation improvements ahead of the express lanes, and with MARTA to make Tucker an accessible commuter destination. Northlake Mall remains a key asset, with more than 200,000 vehicles passing through the district each day. Capturing even a small share of that traffic supports local business. Emory Healthcare’s presence on the mall property is a strong anchor, and ongoing development will expand both residential and commercial activity.

People want to feel part of success but also understand the effort behind it. Stories of growth and resilience resonate because they reflect real experience. As I often say, that shared journey of progress, through challenges, learning, and perseverance, is how communities truly thrive.

In an interview with Focus:, Frank Fernandez, president and CEO of the Community Foundation for Greater Atlanta, said that adapting to shifting federal policies and deepening local partnerships are central to advancing equitable community development. “As a foundation, we’ve been working hard to respond intentionally, not reactively, by supporting nonprofits and, most importantly, the communities most affected by these changes,” Fernandez said.

How has the Community Foundation for Greater Atlanta been shaped by the most significant changes over the past year?

As you know, community foundations serve a unique role in bringing together a wide variety of donors — individuals, families, private foundations, corporate funders, and others. At a high level, we work with around 1,300 donors and manage approximately $1.6 billion in philanthropic assets. Last year alone, we distributed more than 13,000 grants totaling over $200 million, primarily in metro Atlanta, though some extended across the state and even the country.

Our focus is on making metro Atlanta a better place for everyone. That’s the core of our mission.

As for recent changes, the past year has been pivotal for the philanthropic sector, particularly in responding to shifts in federal policy and funding. With a new administration in place, we’re seeing significant rollbacks in federal funding that previously supported vulnerable communities. Regardless of political perspective, those decisions are having real consequences. As a foundation, we’ve been working hard to respond intentionally, not reactively, by supporting nonprofits and, most importantly, the communities most affected by these changes.

We see ourselves as a central hub for philanthropy in metro Atlanta, and that role has been especially critical lately. We’ve convened institutional funders to explore both individual and collective strategies to respond to this evolving landscape. I’m happy to go deeper into those efforts if helpful, but that’s been the major focus within our organization and across the philanthropic space.

What trends or challenges have you observed as having the most significant impact, and in which sectors?

It’s still evolving and much hinges on the passage of a new federal budget. However, based on legislation passed earlier this year, we’re already seeing clear intersections between the issue areas and populations most affected.

From what we know of the executive orders and policy changes in motion, we anticipate a growing number of people facing housing instability, food insecurity, and reduced access to primary healthcare beyond the emergency room. These outcomes are largely driven by cuts to Medicaid, SNAP, and similar programs. So those three areas — housing, food security, and healthcare — are likely to bear the brunt of the impact.

As for the communities most affected, it’s primarily immigrant and refugee populations, especially within Latino communities. More broadly, low-income families and children from households already living in or near poverty are going to feel the effects most acutely. Our challenge and our mission is to respond to these evolving needs now and prepare for their continued growth over the next six to 18 months as the new policies take full effect.

How are broader macroeconomic trends such as inflation or workforce shortages affecting the communities you serve and the nonprofits you support?

Inflation, while lower than during the height of the COVID era, still hasn’t returned to the levels most would consider ideal. Decisions related to tariffs and other trade policies are keeping inflation higher than desired and potentially pushing it even higher.

Here in Georgia, the economy has generally outperformed the national average. That said, we’re seeing fewer jobs being created and persistent inflationary pressure. So even though metro Atlanta is growing, there’s a noticeable slowdown in economic activity. That creates real strain on both nonprofits and the communities they serve.

Can you share more about targeting housing affordability and economic mobility efforts and their anticipated impact? 

I’ll highlight three initiatives — two that have been in place for some time, and one that emerged in response to this year’s developments.

First, our work around housing is perhaps our most comprehensive and deeply developed initiative. Housing is foundational to quality of life — not just as shelter, but as a determinant of access to jobs, schools, public safety, and health outcomes. A lack of affordable housing is a national issue, but it’s especially acute in fast-growing cities like Atlanta and Miami. Rising costs and limited supply are straining families.

To address this, we committed $200 million over several years to support affordable housing — both production and preservation. While a small portion goes toward policy and programming, over 90% is dedicated to direct investment. We use philanthropic capital alongside impact investment — concessionary loans with favorable terms — to help finance housing projects.

Our goal is to catalyze the development or preservation of at least 5,000 units of affordable housing. So far, we’ve committed $130 million, which is projected to result in over 4,500 units. We’re on track to exceed our goal in the next year or two.

This effort is in deep partnership with the city of Atlanta, particularly the Mayor’s Office, as well as with financial institutions, foundations, and corporate partners. Though centered in Atlanta, we’re expanding to outlying counties too, recognizing that housing affordability is no longer just an urban issue — it’s increasingly suburban as well.

What changes does the tax reform bill bring to charitable giving, and how might it affect the foundation and nonprofit sector?

The bill includes some incentives that could increase charitable giving. We’re already seeing signs of that, with many of our donors accelerating their giving in Q4 to take advantage of the new tax benefits. In the short term, we anticipate a bump in contributions.

There were several provisions initially included in the bill that could have had broader implications for the philanthropic sector, but most of those were ultimately removed. The most notable remaining change is the introduction of a 1% minimum tax on corporations. The long-term impact of that remains to be seen.

How is the foundation adapting to shifts in the evolution of donor-advised funds and the rise of impact investing to better serve both donors and communities?

The donor-advised fund (DAF) landscape has changed significantly with the rise of commercial DAF providers like Schwab and Fidelity. Over the past 10 to 15 years, this has disrupted our market and forced us to clearly define our value proposition.

Unlike large financial institutions, we offer highly personalized service. When you open a DAF with us, you’re assigned a dedicated advisor who understands your goals, preferences, and giving history. It’s a level of relationship management that the big firms simply don’t provide.

Secondly, we’re deeply embedded in our local community. We know the issues, the players, and where the greatest needs are. National firms can’t offer that kind of localized knowledge or connect donors to impactful initiatives the way we can.

One example is our impact investing platform. About eight years ago, we began offering donors the opportunity to invest from their DAFs into funds that support causes like affordable housing. These are essentially “recyclable grants.” We make loans to support projects, then recoup and reinvest the capital. It’s a powerful way to stretch philanthropic dollars and drive sustainable impact.

What do you see as the foundation’s top priorities over the next three to five years, and how will you define success?

Our core priority is to rise to the moment and collaborate with others to address the most intractable challenges our communities face, especially those affecting the most vulnerable populations.

In response to recent federal shifts, we’re launching two new initiatives: a Nonprofit Sector Sustainability Fund and a Policy and Advocacy Fund. These are distinct but complementary.

The Sustainability Fund is about strengthening nonprofits, providing technical assistance, funding, and guidance to help them become more resilient and sustainable. We know that in the next few years, some organizations simply won’t survive without support.

The Policy and Advocacy Fund is aimed at pushing for policy changes, especially at the state and local levels, to mitigate the harm of federal cuts. Our goal is to amplify voices and drive action that protects those most affected.

Ultimately, success for us means fostering a stronger, more resilient nonprofit sector, deepening our partnerships, and ensuring that vulnerable communities not only weather these changes but thrive in spite of them.

Located in Gwinnett County, the Sugarloaf CID is keen on providing safety and connectivity for its district while prioritizing information sharing throughout the community. In an interview with Focus:, Sugarloaf CID Executive Director Alyssa Davis highlights efforts to improve walkability, the CID’s role in improving connectivity among stakeholders, and plans for the future as the district continues to grow. 

What have been the most significant changes for the Sugarloaf CID in the past year?

We have had a lot of interest as well as new development and growth happening in the area. Our focus has been on projects to improve walkability, placemaking, and transit. We have been making improvements to transit to make it easier for people to get here, while at the same time continuing to work on trails to make it easier for people to get around and also incorporating placemaking and public art to make our public infrastructure more attractive and safer.

Considering the CID’s unique mixture of commercial, residential and entertainment space evolved, what new dynamics or trends are currently emerging?

We have the benefit of having a diversity of land uses in our area. It includes office, retail, entertainment, and industrial properties. We have a good mix here. Our district is home to the Gas South District, which is a huge draw for conventions, concerts, and other events. Last year, a new Westin hotel was opened there. They completed a significant renovation and expansion of the convention center and are in the midst of renovating the arena. Seeing all this capital invested in that entertainment district benefits the businesses in the area. This activity has also led to an increase in hotel and apartment development. The ongoing investment in the area is drawing new investment from the private sector.

What factors are shaping the CID’s approach to connectivity, safety, and placemaking?

Last year, Gwinnett County held a referendum to do major transit expansions that did not pass. We have taken the approach of focusing on improving what we have first and improving walkability because it is important for those people that use transit and all the other pedestrians visiting the area. We completed a project where we relocated a bus stop for the Gas South District. We worked with Gwinnett County which put a new shelter for the bus stop. The CID and the Gas South District teamed up to find a local artist to design artistic crosswalks. We installed these artistic crosswalks to connect the bus stop to the Gas South entrance. This is great for people who use transit and the pedestrians walking the area.

What impacts have you seen from the CID’s role in supporting small businesses and connecting them to key resources?

One of the factors we found most successful in building those relationships with small businesses is through our outreach efforts related to security and public safety. We host quarterly meetings with businesses. Many of them are hospitality-focused businesses such as hotels, the Sugarloaf Mills mall, and property managers. This has helped in creating dialogue not only on the security issues in the area but also improved communication about other relevant topics. Additionally, Gwinnett County has invested funds in a real-time crime center, which created an opportunity to bring stakeholders together to connect their security cameras into the real-time crime center. This has been a great outcome of creating those connections.

What is the CID’s approach towards improving safety in the area?

Most of our security efforts focus on Flock safety cameras, which are cloud connected, solar power cameras that the police department has access to. We have 35 of those cameras around our district. The cameras can capture the license plates of people coming and going from the area. For example, if there is a stolen vehicle, every police officer will get an immediate alert. We have had instances where officers get an alert and the car is on the lane next to them. It is about providing the information to the police for them to do their jobs smarter. It is a great resource for the police to have.

What are the top priorities for the CID over the next three to five years?

We are committed to improving transit more incrementally. We are focused on partnerships. We are looking at partnering with Gwinnett County and the neighboring CID, the Gwinnett Place CID, to fund a microtransit zone for the district. This is an on-demand transit service similar to Uber that features a smaller bus which will allow users to go wherever they want to go within the zone. This would be a great benefit for our district. 

Many of the trails we are working on are multi-year projects. We recently completed a 37-foot sculpture that serves as the welcome gateway to the district. We see this as the first phase of a wayfinding signage program. This is something we plan to implement more in the coming years to direct people around the district while also creating a sense of place.