What downtown’s latest office exit means for the city’s urban core

Writer: Andrea Teran

Downtown_San_AntonioOctober 2025 — In a move that underscores the shifting dynamics of urban office demand, telecommunications giant AT&T will vacate its downtown San Antonio office at 1010 N. St. Mary’s St., leaving approximately 400,000 square feet empty in an already challenged central business district.

The company is relocating to The Reserve at Westover Hills on the city’s West Side, where it will occupy more than 100,000 square feet. CBRE brokered the deal, according to sources cited by the San Antonio Business Journal.

The exit marks another significant setback for San Antonio’s urban core, which has seen a string of corporate departures in recent years. Other notable exits include Visionworks, PwC, and USAA, part of a broader trend of firms favoring suburban campuses over downtown high-rises.


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AT&T’s move aligns with similar patterns in other major Texas metros. In August, the Dallas Business Journal reported that AT&T was also exploring a suburban relocation from its global headquarters in downtown Dallas. Locally, the company’s relocation places it near other large tenants, such as consulting firm Guidehouse, which signed a 107,000-square-foot lease in the same Westover Hills complex last year.

Yet some local voices caution against viewing this trend as one-directional. Erin Cestero, president of JBGoodwin Realtors’ San Antonio Division, noted the evolving nature of workplace geography. 

“We still see COVID impacts, but where the outskirts boomed during COVID, now employees are returning to offices,” she said during a recent interview with Invest:. “Demand has moved back to areas with airport access, downtown living, and amenities… This is the adaptability I mentioned: We shifted to the outskirts during COVID, now we’re shifting back.”

In response to similar departures, IBC Bank announced plans to reposition its riverfront IBC Centre I property into a 300-room hotel, according to the San Antonio Business Journal.

“We’re seeing major projects like the $600 million Alamo redevelopment on the east side, a new baseball stadium on the West Side with 1,200 units of housing, and potentially even relocating the Spurs arena to the eastern edge of Hemisfair Park,” Centro San Antonio President and CEO Trish DeBerry told Invest:. “Great cities have great downtowns… Our job is to honor that history while embracing the future with things like autonomous vehicles, AI, and the next wave of urban innovation,” she added.

Mayor Gina Ortiz Jones has also emphasized the importance of a vibrant downtown. “We have a rare chance to revitalize our downtown. But it’s important to look at history, to see how similar projects played out before,” she said in a recent interview with Invest:. “We need to learn from that and apply those lessons now, so we can achieve our two big goals: reducing poverty and increasing competitiveness.”

Beyond office real estate, San Antonio is also experiencing evolving residential demand dynamics. Nearly half of online home listing views by San Antonio shoppers between April and June were for properties outside the metro, up from 36.8% in the same period in 2019, according to Axiom.

Top outbound destinations include Austin (11%), Corpus Christi (7.2%), and Dallas–Fort Worth (5.9%). Meanwhile, San Antonio remains a draw for buyers from DFW, Chicago, and Austin. Though not all online activity translates to home purchases, the data suggests mounting affordability pressures and a growing preference for suburban or regional alternatives.

“Depending on where people work, they generally try to live nearby,” said Gilbert Gonzalez, president and CEO of the San Antonio Board of REALTORS® in an interview with Invest:. “Some people want that quality of life; being able to walk to dinner, walk to the grocery store, and live in a more walkable city… But even in the suburbs, development is happening all over town: north, south, east, and west.”

Despite the headwinds downtown, select adaptive reuse efforts are gaining traction. Developers behind the Tower Life Residences project are converting the historic office tower into 242 apartments — half designated as affordable housing through a deal with Bexar County.

“We wanted the name to be enduring going forward,” said Jon Wiegand, managing director of real estate for McCombs Enterprises and part of the team behind Tower Life Residences, as cited by the San Antonio Business Journal. “We also want it to be emblematic of the use of the building going forward. So it is a tower, absolutely, but it does represent life and residential community. It sits in the center of our city. In a lot of ways this is the cultural hub of San Antonio. It sits on the banks of the San Antonio River, which is what brought life to our community and what continues to sustain us in so many different ways.”

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Spotlight On: Francisco Cigarroa, Senior Executive Vice President for Health Affairs and Health System, The University of Texas at San Antonio | UT Health San Antonio

Francisco_Cigarroa_Spotlight_OnOctober 2025 — In an interview with Invest:, Francisco Cigarroa at UT Health San Antonio, called the merger with UTSA “an inflection point” for the region, positioning the combined institution to become Texas’ third-largest public university and a future member of the Association of American Universities (AAU). He emphasized the merger’s potential to elevate research and innovation without sacrificing access. “We can pursue the highest excellence while ensuring education remains accessible,” Cigarroa said.

How do you see UT Health San Antonio’s mission evolving through the merger with UT San Antonio?

The merger with UT San Antonio is an inflection point for our city, South Texas, and the entire state. Together, we will become the third-largest public university in Texas, and we’re on a trajectory to become the fourth Association of American Universities (AAU) member in the state. That designation, held by only 69 universities in the United States and two in Canada, represents the highest level of academic excellence.

This will elevate our scholarship, research, and innovation, bringing tremendous economic impact to San Antonio and Texas. At the same time, we will not compromise on access or social mobility, both of which are critical to our community. I firmly believe we can pursue the highest excellence while ensuring that education remains accessible.


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The synergies with UT San Antonio are extraordinary. Their strengths in engineering, chemistry, artificial intelligence, and business will blend with our focus on healthcare to improve lives in countless ways. Artificial intelligence is not a passing trend — it is a transformative force that is here to stay. We view it as a powerful tool to augment and elevate care, not replace the essential bond between physician and patient. By enabling greater efficiency and precision, AI strengthens the human connection at the heart of medicine, ensuring that technology advances the personal relationship rather than diminishes it.

Biomedical engineering is another area of promise. San Antonio already has a track record of innovations that changed the world, including the Palmaz stent, which dramatically improved treatment for heart disease without major surgery, and the titanium rib, which corrected life-threatening chest wall deformities in children. Both originated here. With UTSA as a partner, the cross-pollination of ideas will only accelerate, leading to new devices and therapies that improve health, attract investment, and create a discovery park to rival other top research hubs in the nation.

This merger is one of the most important decisions the UT System Board of Regents has made in the past 100 years. It’s why I took this role, because I know the profound impact it will have on the region I love.

Why is San Antonio a strategic hub for academic medicine, and why is this the right moment?

My answer is, why not? San Antonio reflects the rich diversity of America: a beautiful population with different backgrounds, cultures, and experiences. It is truly inspiring to serve this community.

Geographically, we’re in a strategic corridor that connects Austin, San Antonio, and Laredo, with direct ties into Latin America through Monterrey Tech and other leading Mexican universities. That makes San Antonio a gateway city with enormous potential for international collaboration.

Our population is also growing rapidly, and people see San Antonio as a wonderful place to raise a family and build a life. With that growth comes greater responsibility for healthcare. Our region struggles with higher rates of diabetes, obesity, metabolic disease, and certain cancers than much of the country. For example, obesity can lead to fatty liver, which increases the risk of cirrhosis and liver cancer.

We are fortunate to have an NCI-designated cancer center, which allows us to offer prevention programs and life-saving clinical trials that are otherwise unavailable in many communities. We also face rising rates of Alzheimer’s Disease and dementia, which many people fear more than cancer. Our Biggs Institute for Alzheimer’s & Neurodegenerative Diseases is world-class, and with state support for a dementia prevention research institute, San Antonio is poised to become a national leader in brain health.

What sets San Antonio apart is our spirit of collaboration. Our healthcare systems, from University Health and the Veterans Health Care System to Brooke Army Medical Center and private networks like Methodist and Baptist, communicate and work together instead of building silos. That cooperation and collaboration are a big part of the magic of San Antonio.

How is UT Health San Antonio expanding the pipeline for healthcare professionals, and how will the merger support this?

UTSA is a large research university, and many of its students aspire to have careers in healthcare. By creating a seamless pathway into our medical, dental, nursing, allied health, biomedical sciences, and public health programs, we can help more students achieve those aspirations.

Residency programs are just as important. Research shows that students who complete both medical school and residency in Texas have an 80% chance of staying here to practice. With San Antonio’s growing population, retention is critical.

We already have outstanding clinical training sites: University Health, which is a premier teaching hospital; the Veterans Health Care System; Brooke Army Medical Center; and our new UT Health San Antonio Multispecialty and Research Hospital. These, combined with strong private healthcare systems, give us a critical mass of exceptional training opportunities that will grow even stronger through the merger.

What motivated you personally to take on this role, and what do you hope this merger achieves for future generations?

I come from a long line of physicians — I’m a third-generation doctor, and my grandfather and great-grandfather studied medicine at UNAM in Mexico City. I grew up in Laredo, right on the U.S.-Mexico border, and those experiences drew me to San Antonio to build my career. This is a region I love deeply.

After years in administration, I had planned to focus solely on being a transplant surgeon, a role I treasure. But when this opportunity arose, I felt it was too important to pass up. I stepped away from my surgical practice to take on this responsibility because the impact of this merger will be felt for generations.

For me, it’s about more than building a great university. It’s about making healthcare more compassionate, more innovative, and more effective — not just for patients, but for their families as well. Complex diseases like dementia, cancer, or those requiring transplants affect entire families, not just individuals. A great academic health center must care for the whole family unit with compassion and understanding.

Our responsibility is to make life better for those who come after us. Education saves lives. This merger sets the stage for generations of students, physicians, researchers, and patients to have a better future. That’s why I took this role.

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Spotlight On: Reynaldo Anaya Valencia, President & Dean, South Texas College of Law Houston

Reynaldo_Anaya_Valencia_Spotlight_OnOctober 2025 — In an interview with Invest:, Reynaldo Anaya Valencia, president and dean of South Texas College of Law Houston, shared his focus on securing accreditation and enhancing the school’s curriculum. He highlighted the school’s independence, practice-ready training, and commitment to access. “It’s all about breaking down barriers and giving people pathways into this profession,” Valencia said.

What are your top priorities as you begin your tenure as president and dean?

We recently celebrated our 100th anniversary, so we’re now in our second century of serving this community. One of my top priorities is essential: our accreditation. Our accrediting body is the American Bar Association (ABA), and we have a site visit this year to renew our accreditation. Maintaining that accreditation is critical because most states don’t allow graduates to sit for the bar exam unless they come from an ABA-approved law school.

Beyond that, a top priority is ensuring our curriculum prepares students for the 21st-century practice of law. I graduated from law school in 1990, and so much has changed since then. There’s a new bar exam on the horizon, and our students need to be ready to pass it and succeed. We’re also focused on how we train them to navigate changes like AI and new technologies. For example, some court proceedings have changed. Many family law hearings in Harris County now happen on Zoom, so our students must be prepared for that reality, too.


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Equally important are the soft skills. It’s about knowing the law but also knowing how to sit with a family in crisis, help someone who needs a will drafted at the end of their life, or support survivors of devastating events like the recent Texas floods. We want to produce graduates who are competent, ethical, and truly ready to serve as Dr. Martin Luther King Jr. described: “as soldiers for justice.”

What sets South Texas College of Law Houston apart?

We’re an independent law school — we don’t have a university infrastructure behind us. That means we stand on our own. Many other law schools rely on broader university systems for support, but we’ve thrived for more than a century as a standalone institution.

Another key differentiator is that we’re a practice-ready school. I went to an elite law school that primarily taught students how to think like lawyers but didn’t teach how to file documents, find the right court, or handle practical issues. Here, our students graduate ready to appear in court and practice law immediately. Judges and employers often tell us they’re impressed with how well our graduates perform right out of school.

We’ve also built programs to meet evolving industry needs. We have robust clinics that serve the local community, a strong advocacy program with more than 140 national championships, and specialized centers like our Transactional Practice Center. We also offer joint degrees and certificate programs to help students gain focused experience in areas that make them more marketable.

How do you view South Texas College of Law’s role in expanding access and equity?

Expanding access and opportunity has always been part of our DNA — it’s not a new goal for us. We’ve historically offered a part-time night program for working students. We offer a full-time day program, and now we’re building out online programs, too. It’s all about breaking down barriers and giving people pathways into this profession.

I’m also honored to be the first Latino and first person of color to hold this office. It’s humbling, and I take seriously the responsibility to continue our legacy as a place that opens doors.

What opportunities for growth do you see in the years ahead?

I’d like to see more of our programs recognized at the same level as our nationally known advocacy program. A rising tide lifts all boats, so the goal is to expand awareness of our excellence across all areas.

Another opportunity is continuing to strengthen our role as a community partner. We want to make sure we’re a good neighbor, serving Houston, Harris County, South Texas, and beyond. We’re also focusing on student wellness. When I went to law school, no one talked about mental health or wellness. Now, we have student wellness initiatives and programs to ensure students are supported. It’s about making the experience more humane, so our graduates go into the profession not just well-trained but well-prepared to thrive.

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10 reasons Boston is a great place for business investment

Writer: Andrea Teran

Boston city landscape

October 2025 — Boston, known for its historic charm, world-class education, and thriving economy, is increasingly recognized as one of the best regions for business investment. With its unique blend of talent, innovation, and infrastructure, the city continues to attract companies across diverse sectors. Here are 10 key reasons why Boston stands out as an ideal destination for business investors.

WORLD-CLASS EDUCATIONAL INSTITUTIONS AND TALENT POOL

Greater Boston is home to more than 100 colleges and universities, including Harvard University and MIT, both ranked among the top three in the U.S. News & World Report Best National University Rankings. This concentration of world-class institutions makes Boston a leading hub for innovation and research. These prestigious schools provide a steady pipeline of top talent, particularly in high-demand sectors like healthcare, finance, and technology. The academic ecosystem fosters robust collaboration between academia and industry, creating fertile ground for research-driven startups and cutting-edge tech companies. Boston’s status as a global center for entrepreneurship and innovation is further strengthened by its No. 8 ranking in Oxford Economics’ Global Cities Index, which highlights the collective knowledge and skills of the city’s population.

ROBUST TECH AND INNOVATION ECOSYSTEM

Ranked No. 3 in World Intellectual Property Organization’s (WIPO) ranking of  global innovation clusters with most intensive activity, the Boston-Cambridge continues to lead in cutting-edge advancements. The region is particularly prominent in life sciences, with Kendall Square in Cambridge often referred to as “the most innovative square mile on the planet.” Local startups collaborate closely with major research institutions, fostering a dynamic ecosystem that attracts venture capital and corporate investment. This continuous cycle of innovation, research, and commercialization solidifies Boston’s position as a global leader in technology.

STRONG HEALTHCARE AND LIFE SCIENCES INDUSTRY

Boston is a global epicenter for healthcare and biotechnology, with major pharmaceutical companies like Pfizer, Biogen, and Moderna maintaining a significant presence in the region. The city is also home to top-ranked hospitals, including Massachusetts General Hospital and Brigham and Women’s Hospital, both featured on the U.S. News 2024-2025 Best Hospitals Honor Roll. These institutions drive world-class medical research, keeping Boston at the forefront of healthcare innovation. The Massachusetts Life Sciences Center further accelerates growth by offering grants and tax incentives to support startups, making the region a hub for biotech advancements.

READ MORE: Boston’s healthcare sector fueled by greater investment, expanded services

ACCESS TO VENTURE CAPITAL

Boston consistently ranks among the top U.S. cities for venture capital investment, particularly in life sciences, technology, and clean energy. Recently, it was ranked the sixth-best startup city globally by PitchBook. “In 2023, $7.7 billion in venture capital flowed to Massachusetts companies, with about $3 billion in the first half of this year,” Kendalle O’Connell, CEO and president of MassBio, told Invest: in caa’s latest Boston area report. She also noted that the state receives 32% of all U.S. life sciences VC investment, second only to California. The city’s concentration of financial institutions and venture capital firms allows businesses to secure funding efficiently, driving rapid growth in emerging sectors.

STRATEGIC LOCATION AND CONNECTIVITY

Boston’s strategic location on the East Coast makes it a prime gateway for both domestic and international trade. The city’s proximity to major markets and its well-developed transportation infrastructure — including Logan International Airport — ensure that businesses can efficiently connect with global markets. Major ports and trade agreements further facilitate international commerce, cementing Boston’s role in global trade.

HIGH QUALITY OF LIFE

Boston consistently ranks high on quality-of-life indices, thanks to its vibrant cultural scene, green spaces, and historical significance. According to a survey by the Institute for Quality of Life, Boston is the second-happiest city in the U.S and the 131st in the world. The city’s diverse and inclusive community, along with strong support for work-life balance, attracts top-tier talent. This high standard of living and rich cultural environment helps businesses retain highly skilled employees who appreciate Boston’s lifestyle.

DIVERSE ECONOMY

Massachusetts was ranked the No. 3 state for business environment by U.S. News & World Report in 2025. Boston’s diversified economy spans sectors such as healthcare, education, and technology, providing a stable foundation for businesses and making it an attractive destination for long-term investment. This economic diversity ensures resilience, mitigating risks associated with downturns in any single sector.

GOVERNMENT AND PRIVATE SECTOR SUPPORT

Boston’s government actively supports businesses with favorable policies designed to streamline operations through data and analytics, fostering a collaborative environment between businesses, universities, and residents. Public-private partnerships are key drivers of the city’s thriving business ecosystem. In recent years, Mayor Michelle Wu’s administration has introduced programs like small business grants and commercial tax relief to support local enterprises. The Massachusetts Life Sciences Center also provides funding and support for biotech companies, accelerating growth in this high-demand sector.

THRIVING REAL ESTATE MARKET

Boston’s real estate market remains a top draw for investors, consistently ranking among the leading U.S. markets for real estate investment. As Michelle Landers, executive director of ULI Boston/New England, noted to Invest:, “Boston was the only market in the Northeast to make the Top 10 markets to watch in ULI’s Emerging Trends in Real Estate report, reflecting the confidence of both local and national investors.” The city’s strong demand for all property types, combined with its rich history and world-class status, creates exceptional opportunities for those looking to invest, own property, or develop in Boston. Investors are finding significant opportunities in residential and mixed-use developments, particularly in fast-growing areas like the Seaport District and Kendall Square.

READ MORE: Big, bold real estate developments keeping Greater Boston competitive

TOURISM AND INTERNATIONAL APPEAL

Boston’s tourism sector is a significant economic driver, with international travel surpassing pre-pandemic levels. Ranked among the Top 4 Labor Day destinations, according to AAA booking data, Boston continues to attract families seeking a final getaway before the school year begins. The region benefits from a steady influx of tourists drawn to its rich history, cultural institutions, and academic events. The tourism revival, particularly in areas like the Seaport and downtown, has contributed to the city’s broader economic recovery, creating investment opportunities in the hospitality and retail sectors.

This article was originally published in September 2024 and updated in October 2025.

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How industries are supporting Philadelphia’s eds and meds growth

Writer: Eleana Teran

StudentsOctober 2025 — Greater Philadelphia’s economy continues to be defined by the strength of its ‘Eds and Meds.’

Institutions like Penn, Jefferson, Temple, and CHOP remain the city’s largest employers, anchoring a workforce in which healthcare and social assistance represent 32% of the total employment, up from 26% in 2009, according to Center City District’s Philadelphia Employment Report 2025.

Life sciences and healthcare investments have been a bright spot, yet the signals are mixed. Companies like Spark Therapeutics are moving ahead with a 500,00-square-foot Gene Therapy Innovation Center in University City, slated for completion in 2026, and the Wistar Institute has also expanded its lab footprint at uCity Square. At the same time, Spark announced nearly 300 layoffs in 2025, as part of a corporate restructuring under biotech company Roche. A spokesperson emphasized that the cuts would not affect the Innovation Center and that the remaining employees will be integrated into Roche’s broader operations in Philadelphia, however, the announcement reflects ongoing uncertainty in the sector, as similar volatility has been seen in recent lab space development slowdowns, where a cooling national capital market has tempered leasing activity in some parts of University City.


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Those contradictions mirror the broader economic climate. Inflation, rising costs of care, and shifting federal priorities weigh on decision-makers, while Philadelphia competes with peer cities like Boston and New York for life sciences capital. CBRE notes that the city’s location and talent pipeline remain advantages, but Select Greater PHL reports only 42% of business leaders plan to expand locally in 2025, with most either holding steady or looking elsewhere. 

Invest: spoke with leaders from across the region whose industries intersect with healthcare and higher education. Their perspectives highlight commitments to growth, technology, and service, reflecting both the opportunities and uncertainties shaping Greater Philadelphia’s eds and meds, as well as ways other industries are supporting the sector’s growth.

Chris_Cera_Quote_StackChris Cera, CEO of Arcweb Technologies

We focus on digital health companies, providers, and payers. The Arcwell platform we launched includes a clinical research component, which has also positioned us to play a significant role in clinical research and performance improvement projects at large health systems.
Leveraging AI happens at many different levels. In clinical care, much of the focus is on governance to ensure that whatever is produced is both safe and effective. But AI’s impact extends beyond clinical applications; it’s reshaping the entire healthcare delivery workflow.

For years, software development meant teams of engineers hand-coding applications line by line. Now, in a significant portion of our projects, AI is generating much of the code, with our engineers reviewing and auditing it. This shift represents a completely different workflow, changing how projects are built, what they cost, how long they take, and how they’re maintained. It’s disrupting nearly every aspect of the process.

Aran_McCarthy_Quote_StackAran McCarthy, president of FCArchitects

We’ve seen a gradual increase in AI use in healthcare, especially around telehealth, which became hugely important during COVID and has remained relevant since.

The aim is to improve the patient experience while also making things easier for caregivers. During COVID, we saw firsthand the importance of designing not just beautiful but clinically advanced spaces. A key trend now is using AI tools like auto-transcription, so providers don’t need to take notes during appointments. AI also helps interpret clinical data and assist in diagnosis. We do a lot of work in cancer care, such as building cancer centers, where AI is playing a growing role in diagnostics and treatments, especially with technologies like mRNA and others in vaccine development. We help support that.

Another major change is the sheer volume of data. Health systems are realizing their data infrastructure is outdated. There’s not enough storage for the volume of new data being generated, so there’s a significant shift toward cloud-based computing to store and analyze that data, on both the inpatient and outpatient sides.

One of the most exciting developments is how hospitals are starting to use AI in the design process itself. We’re seeing big advancements in metaverse technologies and digital tools that help us visualize and create healthcare spaces. For example, with twinning technology, if we design a cancer center for one client, we can digitally replicate it in a 3D format that allows users to virtually enter and evaluate spaces like infusion suites or hybrid operating rooms. Doctors can walk through the space virtually, give feedback on equipment placement, and suggest adjustments based on their workflow. It’s a game-changer.

Susanne_Svizeny_Quote_StackSusanne Svizeny, executive vice president and chief C&I banking officer of OceanFirst Bank

Our business is fundamentally about building relationships with companies and providing comprehensive banking solutions. The past year was one in which we focused heavily on investment and growth for the long term. Our focus was shaped by our commitment to thinking long-term in a market that experienced some uncertainty, particularly with inflation and broader economic conditions. Despite these challenges, our organization remained steadfast in prioritizing future growth. In my role, where I oversee all commercial and industrial business from Boston to D.C., we doubled the size of our team over the last 18 months in terms of relationship managers. It was an exciting year to make these investments providing more resources and options for our clients, especially given the broader context of inflation, an election cycle, and other dynamics within the banking industry. We stayed the course, advancing our strategy and expanding our business. We have also invested in new markets. Additionally, we built a new business line at the bank called our Premier Bankers, based in Long Island, New York. This team is dedicated to delivering high-touch customer service and experience while strengthening our deposit base.

Youseff_Tannous_Quote_StackYouseff Tannous, market president for Eastern Pennsylvania at KeyBank

In the Greater Philadelphia region, healthcare, higher education, and retail continue to be strong economic drivers. Pennsylvania has also seen renewed momentum in manufacturing. Our team is equipped to support a wide range of industries through dedicated bankers and private banking services for business owners. Additionally, our digital platform, Key@Work, enhances employee financial wellness programs, addressing the rising costs of benefits by delivering financial education and personalized support to employers. This allows us to serve both businesses and their employees comprehensively.
We’re leveraging technology to enhance our offerings while continuing to support small businesses and reinvesting in the communities we serve. Our goal is to meet clients at every stage of life, whether they’re opening a first account, planning for retirement, or starting a family. By staying ahead of market trends and remaining responsive to client needs, we aim to maintain a competitive edge in both the regional and national banking landscapes.

Marc_Tepper_Quote_StackMarc Tepper, head of the Philadelphia office at Buchanan Ingersoll & Rooney

Energy, life sciences, healthcare, and finance, continue to be the cornerstones of our work. Over the past year and into 2025, life sciences and healthcare have led the way in terms of legal activity and exciting new work.

Our healthcare section has the transactional experience that makes the difference. The group has led 40+ major healthcare transactions valued at more than $20 billion dollars in the past few years. What sets us apart is our integrated approach: our government relations team works closely with our attorneys to represent clients across the healthcare landscape, from health systems and psychiatric facilities to physician groups and insurers.

In life sciences, our FDA practice is one of the top regulatory teams in the country. The team’s work spans FDA regulatory matters, IP, litigation, and government relations — all coordinated to provide comprehensive support for our clients in life sciences and healthcare.

Image provided by Academy of Notre Dame de Namur

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Spotlight On: Michael Annichine, CEO, Magee-Womens Research Institute & Foundation

Michael_Annichine_Spotlight_OnOctober 2025 — Michael Annichine, CEO of Magee-Womens Research Institute & Foundation, sat down with Invest: to discuss how federal funding cuts are impacting medical research. “Women’s health has long been underfunded and under-researched. We are already working to catch up, so any cuts to research funding directly hinder our ability to advance discoveries and improve care for women and their families,” Annichine said, noting broader trends in the field, the importance of partnerships, and the key challenges facing women’s health research.

Over the past year, what changes have most impacted Magee-Womens, and how do these reflect broader trends in women’s health and medical research?

Women’s health research has always been underfunded, and federal funding cuts over this past year only deepen the gap. Our scientists are working to catch up in areas like maternal health, menopause, and conditions such as endometriosis and pelvic floor disorders—fields that have historically received little attention. Now, with reduced federal support, promising studies are being slowed or put on hold, and the areas that were under-resourced before are even more so today. This limits our ability to move discoveries forward, train the next generation of scientists, and ultimately improve care for women and their families. Without a better understanding of sex-specific medicine, there will be inefficiencies in our care delivery system.

What recent breakthroughs or clinical advancements led by Magee-Womens do you believe will have a lasting impact on women’s health outcomes, from cancer to fertility?

At Magee-Womens, we’re leading research that has the potential to transform women’s health outcomes across a lifetime. One example is a breast cancer vaccine currently in clinical trials, which could fundamentally change how women prevent and manage this disease. Our fertility program is restoring hope for young people who lose their ability to conceive after childhood cancer treatments, giving them the chance to build families of their own. We’re also advancing HIV prevention strategies tailored to women, addressing a critical global health challenge. Each of these breakthroughs represents a meaningful step toward dramatically improving women’s lives and reflects the clinical impact we’re committed to achieving.

How does being embedded within the UPMC system enhance Magee‑Womens’ ability to deliver innovative, coordinated care across Western Pennsylvania?

UPMC Magee-Womens Hospital is widely recognized as one of the nation’s leading institutions for women’s health. Being embedded within UPMC’s integrated delivery system multiplies the impact of Magee-Womens Research Institute’s excellence. Access to UPMC’s telemedicine infrastructure, genetic counseling networks, and cancer center collaborations means research findings can be translated into patient care more quickly and across a broader footprint. Participation in a 40-hospital health care system gives Magee-Womens access to a larger and more diverse patient population, both locally and globally, which enriches clinical studies, accelerates enrollment in trials, and enables us to validate findings in varied populations.

As a result, we can move promising innovations from the lab or clinic to widespread implementation more efficiently. Where many research centers might be limited by geography, resources, or patient numbers, Magee’s affiliation with UPMC ensures that breakthroughs — whether in fertility preservation, oncology, or maternal health — can make a real difference, sooner, for women across Western Pennsylvania and beyond.

How do initiatives like “Women Who Rock” support your research and clinical programs, and how important are they in engaging the Greater Pittsburgh community?

Initiatives like Women Who Rock are vital because they fuel both our research and our reach. The dollars raised allow us to invest in early-stage projects that may not yet qualify for large-scale federal funding. These are often the bold, high-risk ideas that, with the right support, can lead to transformative breakthroughs in women’s health down the road.

Equally important, Women Who Rock amplifies awareness. It gives us a platform to share our mission with the community while also extending our voice to women and families around the globe. By connecting people through music and advocacy, we’re able to show that the work being done here in Pittsburgh has a worldwide impact—and that it’s women’s futures everywhere that will be shaped by this research.

How does the organization approach partnerships, from corporate to research and nonprofit, and what examples can you share of fruitful collaborations in Pittsburgh?

Partnerships are at the heart of our mission — whether with corporations, research institutions, or nonprofits — because advancing women’s health requires collaboration across sectors and geographies. Here in Pittsburgh, as well as nationally and internationally, we’ve built alliances that allow us to expand the reach and impact of our work.

On the research side, our international collaborations connect scientists and clinicians across the globe, ensuring discoveries in areas like women’s cancers, fertility, and heart disease translate into better patient outcomes worldwide. Locally, we’ve partnered with industries outside of medicine whose leadership and workforce care deeply about women’s health. For example, Realogy, with a workforce that is 73% women, has mobilized its branch offices to raise funds for women’s health research. 84 Lumber, an industry leader in building supplies, has provided funding for mammograms for at-risk patients.

These collaborations are powerful because they align mission with community impact. When local and international partners invest in women’s health, they are not only supporting research but also improving the health and futures of women in the communities where they live and work.

Given workforce conditions, including recent organizing efforts among Magee-Womens nurses, how is the organization responding to challenges around staffing and retention?

Workforce challenges, including staffing and retention, are a reality we expect to navigate for years to come. With fewer nurses and physicians entering the field than those retiring, we are actively working to mentor and encourage young people to pursue careers in healthcare, particularly through our high school and college internship programs. At the same time, we are focused on creating a more efficient delivery system that allows us to do more with the resources we have. Research plays a key role in these efforts.

What major trends are you observing in women’s health, and how is Magee positioning itself at the forefront of these developments?

You can’t talk about trends in healthcare without talking about the impact of AI. At Magee, AI is transforming the way we conduct research and deliver clinical care, from cancer treatment to infectious disease management. By incorporating AI across our programs, we’re positioning ourselves at the forefront of innovation — using technology to accelerate discoveries, improve outcomes, and provide more precise, personalized care for women.

How do you balance global research ambitions with localized impact, especially within the Pittsburgh region’s healthcare and economic ecosystem?

Balancing global research ambitions with local impact means keeping one eye on the world and one on our Pittsburgh community. Our ultimate goal is the same in both arenas: to improve and simplify people’s lives. Research and discoveries made here at Magee are quickly translated into clinical practice and shared through publications so that communities worldwide can benefit, while simultaneously strengthening healthcare and advancing outcomes right here in Pittsburgh.

What are some of the biggest challenges facing women’s health research today, and where do you see opportunities for Magee-Womens to lead?

Despite growing awareness, many women-specific conditions remain significantly underfunded in research. The health of our society depends on ensuring women are healthy, not just during reproductive years, but across their lifespans. At Magee, we define women’s health broadly — encompassing conditions that affect women exclusively, differently, or disproportionately compared to men, such as endometriosis, ovarian cancer, heart disease, concussions, and Alzheimer’s. By reframing women’s health beyond reproductive biology, we see an opportunity to lead research that addresses these critical gaps and improves outcomes for women at every stage of life.

Looking ahead, what are your top priorities for Magee-Womens over the next two to three years, both in terms of research and community health?

Over the next two to three years, our top priorities at Magee-Womens are twofold. First, we aim to enhance and expand our research across all areas of women’s health, solidifying our position as a leader in the field. Second, we are focused on improving community health outcomes by connecting hospital-based interventions with strategies that extend into the community. By integrating these approaches, we can create more effective, comprehensive care and drive lasting improvements in how healthcare is delivered for the women and families we serve.

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Spotlight On: Scott Nissenbaum, President & CEO, Ben Franklin Technology Partners of Southeastern Pennsylvania

Scott_Nissenbaum_Spotlight_OnOctober 2025 — In an interview with Invest:, Scott Nissenbaum, president and CEO of Ben Franklin Technology Partners of Southeastern Pennsylvania, discussed Philadelphia’s emergence as a tech hub, the challenges of funding uncertainty, and the region’s strengths in life sciences and AI innovation. “Philadelphia increased by 12 spots in Startup Genome’s best places to build a startup, moving from No. 27 to No. 13, which is phenomenal,” said Nissenbaum, while noting the ongoing need for more venture capital at growth stages.

What is Ben Franklin Technology Partners’ mission and main offering?

Ben Franklin Technology Partners of Southeastern Pennsylvania is a leading technology-based economic development authority. We operate as a seed-stage venture capital fund, investing in 40 to 50 companies annually through debt or equity. Our goal is to create jobs, generate tax revenue, and drive impact within the Greater Philadelphia region, with a global reach.

Our active portfolio of over 200 early-stage companies shares key characteristics: technological differentiation and a commitment to creating jobs in the Philadelphia area. We’re part of a larger network, with independent Ben Franklin entities affiliated with institutions like Carnegie Mellon, Penn State, and Lehigh. Our Philadelphia branch originated through affiliations with Penn, Temple, Drexel, and other local universities.


Join us at the Philadelphia 6th Edition Leadership Summit! This premier event brings together hundreds of Southeast Pennsylvania and South Jersey’s regional leaders to discuss the challenges and opportunities for businesses and investors. This year’s theme centers on the regional strengths of the eds and meds. Click here to learn more.


What changes over the past year have most impacted your organization, and how?

The uncertainty of the federal government makes long-term planning difficult, with funding, structure, and legality in flux. Most of our funding is from Pennsylvania’s state budget, but we also have federal contracts. We were awarded an EDA tech hub designation for Philadelphia in cell and gene therapy, and though we applied for an $80 million grant, we did not receive it; they rebid the last six tranches. This uncertainty impacts our investments and available dollars. Our 200 early-stage companies rely on NIH, SBIR, and NSF grants for innovation from universities. Federal cuts are reducing or removing their ability to conduct research, innovate, and spin out companies, which will definitely impact our business.

Besides uncertainty, what are some of the biggest challenges entrepreneurs in the region are facing as they try to scale?

Capital is always an issue. Philadelphia, as a region, has done really well in growing. Philadelphia increased by 12 spots in Startup Genome’s best places to build a startup, moving from No. 27 to No. 13, which is phenomenal. However, we still lack sufficient risk or exploratory capital, and venture capital. While we are strong at the seed stage, with good angel networks, universities, and entities like Ben Franklin, for Series A and Series B, we import or raise about 80% of capital from outside the region. This has been a weak spot for building companies in Philadelphia at the mid-stage or growth stage.

Uncertainty makes investor decisions harder, increasing the scarcity of follow-on capital. Virtually none of our companies are profitable at our investment stage; if you do not have the capital to keep doors open, you do not keep them open. We will spend a lot of time this year strengthening and supporting our companies with contacts and connections for their next round of capital.

Where do you see the greatest opportunities for Philadelphia to stand out in attracting and growing technology-driven companies?

Philly is historically known as an Eds and Meds city. We have 128 universities within an hour, providing immense research, innovation, academic, and workforce talent, pumping out next-generation thought leaders. On the med side, Philadelphia once hosted every major pharmaceutical company and boasts institutions like CHOP, the University of Pennsylvania, Temple University, and Thomas Jefferson.

Our designation as an EDA tech hub for precision medicine stems from this synergy. Philadelphia is credited with five genetic breakthroughs, including curing an 11-year-old boy’s genetic deafness. Companies like Spark Therapeutics exemplify this. We have four PhDs on staff with deep life sciences expertise to underwrite and support these companies, identifying university-generated technologies. This clearly paves Philadelphia’s path for the next generation.

Given your track record in investing in life sciences and biosciences, what trends or sectors are you most excited about right now?

Precision medicine is a key focus. We’ve helped spin a dozen robotics companies from the University of Pennsylvania and other universities, including Ghost Robotics, which recently had a $400 million exit with its autonomous military-grade metal dogs. 

AI also cannot be ignored. I view it as a fundamental foundation, not just an investment thesis — like the internet in the late 1990s. AI will change everything. Combining AI with AI-enabled robotics, including humanoid technologies, will profoundly impact the world, though the exact changes are still emerging.

What role does mentorship play in the resilience of early-stage companies, especially in today’s uncertain economic climate?

Mentorship is critical for a company’s success. Our Mentor Connect program, from MIT, formalizes this by connecting coachable entrepreneurs — screened for coachability — with two or three experienced C-level startup executives. This is our most sought-after program, with over 150 mentees and 300 mentors.

Mentoring is crucial at early stages, with relationships often lasting for the life of the business. It’s conflict-free: we don’t interfere, and mentors can’t invest, consult, or join boards. This program purely supports early, coachable companies. We also form support teams for similar industries, bringing professionals together to discuss best practices, suppliers, and problems. For early-stage tech companies, a lack of mentoring will make the journey longer and more expensive, potentially leading to failure without sufficient capital.

Based on your experience raising funds and working with many founders, what advice would you give to local entrepreneurs trying to break through?

Patient persistence. A successful early-stage entrepreneur must believe they can accomplish something unprecedented. This requires a unique personality, including the ability to recognize when to surround themselves with great people. It’s rare for one person to do it all. My first advice for a startup is to find a great co-founder who complements your capabilities. If you’re a great salesperson, find a brilliant technologist; if you’re a brilliant technologist, find someone who can run and manage a business.

Not trying to do it alone is crucial advice. When evaluating businesses, we find it easier to invest in a team with diverse skill sets and diversity within the organization than in a “one-person or one-woman” band.

Given the growing focus on building an inclusive startup community, what progress have you seen in creating more pathways for diverse founders to succeed?

We have embraced diversity, equity, and inclusion. We also recognize the numbers are not representative of our region, with Philadelphia being a majority minority city. We have systematically looked at how we do, what we do, where we do it, and with whom we do it to help improve our numbers. We are proud to say that the numbers have increased almost four times in terms of the percentage of the portfolio. About 46% of the new investments in our portfolio over the last five years have diversity within the C-suite. About 56% have gender diversity within the C-suite. This is still probably not fully representative of the world and the population, but it is drastically better than where we have been, where the region has been, and certainly better than what the industry at large has been.

Looking ahead to the next two to three years, what excites you most about the next wave of founders and companies emerging in this region?

I’m most excited and a little scared by how AI will change business. It’s going to impact every industry and company. At Ben Franklin, we identified 55 ways AI will improve our own organization. The pace and scale of AI innovation will only accelerate, and we, as a species, need to keep up.

We already see its impact, even in how children are educated. “Why would I write a paper?” is a common sentiment now; it’s a very different world. Over the next two to three years, AI’s impact will be fundamental, like the internet, communications, or electricity were. I’m excited because I’m an optimist — you can’t do early-stage investing otherwise — though it’s definitely not without its scariness and risks.

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Funding uncertainty puts New Jersey healthcare at risk

Writer: Mariana Hernández

HospitalOctober 2025 — New Jersey’s healthcare sector stands at a pivotal crossroads as hospitals and health systems confront difficult financial pressures. At the federal level, changes in programs such as Medicaid, ACA subsidies, and 340B drug pricing are cresting a new wave of uncertainty that ripples across health systems nationwide. At the state level, institutions like the Heights University Hospital in Jersey City have warned that they may soon need to scale back non-essential services to stay afloat, a strong reminder of the precarious funding landscape.

This financial turbulence comes at a time when demand for healthcare—especially in home-based, behavioral health, and advanced research services—is rapidly increasing. As providers work to expand capacity and improve outcomes, they are forced to navigate the challenges of pending or declining funding and growing patient needs. These implications place critical services and staffing under stress. Throughout 2025, more than 2,100 NIH grants, worth about $12 billion, have been terminated.

Healthcare leaders must make difficult trade-offs between maintaining services, supporting their workforce, and investing in innovation. David Baiada, CEO at BAYADA Home Health Care; Anthony DiFabio, CEO at Acenda Integrated Health; Jean-Pierre Issa, president and CEO at Coriell Institute for Medical Research; Thomas Richardson, president at the Institute for Life Science Entrepreneurship; and Linda Schwimmer, president and CEO at the New Jersey Health Care Quality Institute (NJHCQI), shared their perspectives on how these funding shifts are playing out on the ground. From home health to behavioral health, from research institutions to startup ventures, their insights underscore the urgent need for sustainable investment to safeguard access, innovation, and the future stability of healthcare in the state.

David_Baiada_Quote_Stack

David Baiada, CEO, BAYADA Home Health Care

Adequate funding continues to be the most important challenge. The need for home-based services is growing quickly, and with that comes a growing requirement for resources to meet that need. But healthcare funding is not unlimited. If more dollars are directed toward expanding care in the home, it often means less is available somewhere else. That trade-off creates natural tension in the system, and it is a big part of what we are navigating right now.

Anthony_DiFabio_Quote_StackAnthony DiFabio, CEO, Acenda Integrated Health

Almost all behavioral healthcare agencies are experiencing significant challenges in hiring and retaining workforce, which ties directly to funding and regulatory burdens. Funding for behavioral health has remained relatively stagnant for over a decade. While there have been occasional adjustments, they have been few and far between and have not kept pace with inflation, especially post-COVID. This has made it extremely difficult to compete with other industries for talent. Some retail and banking jobs now offer higher wages than entry-level positions in behavioral health, which makes recruitment and retention a challenge.

Additionally, given that a majority of behavioral health professionals are women, the rising cost of childcare has made it more practical for some of our most critical and talented workforce members to leave the sector. At Acenda, we’re doing everything we can to increase compensation and support staff, but without adequate funding, it’s an uphill battle.

Regulatory burdens also add stress and feed into burnout. Many regulations haven’t been updated in decades, making it difficult to implement modern, streamlined approaches to care that allow our staff to do what they got into our field to do – provide care to clients. Addressing these systemic underfunding and regulatory challenges will be crucial if we are to sustain a strong workforce in the years ahead.

Jean_Pierre_Issa_Quote_StackJean-Pierre Issa, President & CEO, Coriell Institute for Medical Research

At Coriell, we have accelerated the development of this innovation center and the interaction with potential biotech companies. While the cuts in research might affect some of the fundamental ongoing research in universities and institutes, we believe it will not have as much of an impact on the translational research and the formation of new companies. Therefore, our innovation center could potentially benefit from the current environment, which focuses more on human research, translation, and developing drugs and new treatments. There is a worry about fundamental research and cuts to the National Science Foundation and the National Institutes of Health, which could impact the amount of research done by institutions. At the same time, we are seeing continued interest, and potentially renewed interest lately, from investors coming into new biotech, including from angel investors and new companies. We are seeing a refocusing of investment back into the life sciences sector.

Thomas_Richardson_Quote_StackThomas Richardson, President, Institute for Life Science Entrepreneurship

I think the major problem facing the startup ecosystem, particularly those emerging from universities, has been the uncertainty. There is significant hesitancy among organizations and grant agencies to make decisions about funding. That has had a tremendous negative impact.

One company I am working with has been sitting on a $3 million grant for months with a notice of intent to fund. However, due to changes in how overheads are managed or how grants are administered at the federal level, there is a delay. This has a huge impact on the operations of a startup company and certainly their livelihood in the short term.

More broadly, at universities, federal changes affecting overheads can have a profound effect on infrastructure and support services. These services enable the research enterprise to function more effectively, allowing researchers to focus on their work while ensuring administrative and compliance requirements are met. The uncertainty is perhaps the worst part.

Linda Schwimmer, President & CEO, New Jersey Health Care Quality Institute (NJHCQI)

The direction of the state’s healthcare system will largely depend on leadership, particularly the next governor. Two major issues will be the Medicaid program and how it is sustained or modified based on federal funding. Another critical concern is the New Jersey State Health Benefits program, which provides health insurance for state employees and their families and is among the top five areas of state spending. If federal funding decreases, these programs will need significant attention. Currently, they are in a crisis. Given my background in health insurance, I expect we will be providing extensive advice to policymakers on the challenges ahead.

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Spotlight On: Bill Fink, Chief Lending Officer, Provident Bank

Bill_Fink_Spotlight_OnOctober 2025 — Building strong relationships remains key to thriving in a continuously competitive banking environment. For Provident Bank, their mission includes deepening emotional connections with customers by placing them at the center of all they do. In an interview with Invest: NJ, Bill Fink, the bank’s chief lending officer, highlights the company’s strengths and plans for growth in the New Jersey market and beyond.

What have been the key highlights for Provident Bank in the past 12 months?

Founded in 1839, Provident Bank has proudly served generations of customers across New Jersey, eastern Pennsylvania, and metropolitan New York. Commitment to the community has been a cornerstone of our identity for more than 185 years. We are not just located in the communities we serve; we are an integral part of them. Community service and relationship-building are woven into our DNA as an organization, shaping how we support our customers and neighbors, generation after generation.

The past year has been transformational for the bank. In May of 2024, Provident Bank closed on its acquisition of Lakeland Bancorp. Provident Bank was a $14 billion institution, and Lakeland Bank was a $10 billion institution. Both were strong from a capital standpoint, and now have come together as one Provident, a $24 billion regional bank with a deep product set, serving broader combined geographical markets.

What is the state of commercial lending in the markets you serve?

The current economic environment exhibits uncertainty, with GDP growth rebounding from a reduced 1Q25 level, and with consumer spending moderating and tariffs contributing to persistent inflation. The labor market has shown signs of softening, which precipitated the Federal Reserve’s latest 25 bps reduction in the Fed Funds Rate. While the combination of the impacts of tariffs, persistent inflation, and a weakening labor market has decreased overall credit demand, we have not seen a diminished appetite for credit.

As an organization, we conducted our Mid-Year Business Outlook Survey, which polled 1,000 small to mid-sized business owners and executives. The overall sentiment is that the economy continues to be positive, but tariffs are causing uncertainty. Many business owners believe that the economy will grow in the next six months. At the same time, a sizable majority said they were concerned about the impact of tariffs on their business. To combat this, businesses have said that they have been adjusting by changing inventory levels, while other businesses continue to evaluate what to do with their inventory levels. Businesses are also delaying capital expenditures. In terms of pricing impacts, some businesses are expected to pass on the potential costs of tariffs to consumers, while others are considering absorbing those tariff costs. All these changes in the economic environment encourage businesses to look closely at their strategic planning processes and contingency action plans.

What separates Provident Bank from its industry peers?

With our focus on small and middle-market businesses, we bring diversified product options to that market segment. We offer Small Business Administration and small-business loans, commercial lending, and real estate lending. We provide middle-market and specialty lending, such as asset-based lending, mortgage warehouse lending, and healthcare lending. We also offer treasury management services. Our product set is well developed, allowing us to serve our customers’ needs across the spectrum.           

At Provident Bank, the customer experience is at the heart of everything we do. We view it as fundamental to who we are as an organization. When our customers have a positive experience, they become our strongest advocates, a true differentiator in today’s highly competitive banking environment. We are committed to staying local, with decisions made by people who understand the communities we serve while also providing the sophistication and convenience of robust digital solutions, online banking, and a full suite of lending and depository products. This combination of local decision-making, convenience, and comprehensive products fosters strong relationships and drives exceptional customer advocacy, setting Provident apart.

What will be the key priorities for the bank in the coming years?

We are a company focused on responsible and sustainable growth. This means staying true to our purpose – serving our customers and meeting their needs, delivering strong returns for our shareholders, and carefully managing operational, enterprise, and credit risk. 

According to industry experts, in metropolitan New York, New Jersey, and Eastern Pennsylvania, there are approximately 2 million small and midsize businesses. This population presents a significant opportunity for growth. We are well established in New Jersey, but we can continue to grow in the region, and we want to expand further into areas in metropolitan New York, Long Island, and eastern Pennsylvania. There is a substantial opportunity to grow in those markets because our product set aligns with the needs of small and midsize businesses, and our customer experience is what these business owners are looking for. The combination of the two factors against the market potential offers us tremendous growth in the future. 

What small and midsize businesses need more than anything else is consistent access to credit. This is the top priority for business owners. We want to give customers access to the capital they need, especially in seemingly challenging times. Customers want to have a relationship with their banking institution, and relationship banking continues to have a place in the industry. Our success points to that.

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Jessica O’Neill, President, Houston Dynamo

In an interview with Invest:, Jessica O’Neill, president of the Houston Dynamo, highlighted how Houston’s global connectivity and Shell Energy Stadium’s international reach attract major partnerships and elevate the city’s sports tourism profile. “Our venue is an attractive destination for global brands,” she said.

How does Shell Energy Stadium’s ability to host international events elevate the city’s profile as a destination for sports tourism and contribute to broader economic growth?

Shell Energy Stadium’s ability to host world-class events like the Concacaf Gold Cup demonstrates the appetite this community has for international soccer, and we see it throughout the season for the Houston Dash and Dynamo as well. Combined with Houston’s infrastructure, international airports, and reputation as a cultural and economic hub, our venue is an attractive destination for global brands that want to reach a growing audience with deep ties to the sport. Our efforts have led to key milestones this year as Shell Energy Stadium hosts five matches during this edition of the tournament, more than any other venue.  

With several executive positions held by women and a focus on staff diversity, how does the club ensure that its leadership reflects the multicultural fabric of Houston?

As an organization, we are intentional in ensuring our organization is representative of the community we serve. This approach strengthens our decision-making and helps us connect more meaningfully with our fanbase, which ultimately fosters a deeper connection to the club.

How do individual accolades, such as Jack McGlynn earning the AT&T Goal of the Matchday honor, contribute to the team’s brand and marketability?

Jack has been a phenomenal addition to our club, and we are proud to see him represent the United States in international competition. His journey shines a spotlight on the opportunity all youth soccer players hope to realize in playing for their home country at the highest level.  He represents Houston and the Dynamo globally and is one of many talented world-class athletes who call Houston home.

The Youth Soccer Partners Program offers young athletes free tickets and exclusive perks. How has this impacted participation and support for the Dynamo and Dash?

This program is key to elevating our community engagement and grassroots outreach. By providing exclusive experiences and complimentary access to our teams for all youth soccer players, we’re helping create lifelong soccer fans from an early age. We’ve seen significant growth in families attending and engaging with our club, and the feedback we’ve received from local soccer teams emphasizes how meaningful it is for their players to feel seen and celebrated by their professional team.

What types of non-soccer events are proving most effective in broadening your audience and deepening community ties?

Shell Energy Stadium is a community asset and one that is best utilized when serving the needs of our community. The venue frequently hosts corporate and social events of all types, and we find that these unique experiences are often the reason that a guest returns for a soccer match in the future.

What further investments or upgrades are being considered for Shell Energy Stadium or Houston Sports Park as you look to accommodate more events and visitor traffic?

We have a number of potential development projects under exploration as we engage with Houston Harris County Sports Authority, the city of Houston, and Harris County about collaborative solutions to ensure Houston remains a destination of choice for all.

You’ve called Houston “Soccer City USA.” What does that vision look like in practice over the next two to three years, and how are you measuring success?

For us, this is a commitment. We plan to expand how we invest in player development, enhance the fan experience, expand our community programming, and elevate our presence. We’re tracking everything from attendance and youth participation to brand recognition and stadium utilization. Ultimately, our success will be measured by how deeply the sport is woven into the culture of this city, not just in the next year, but for years to come.