In an interview with Focus:, David Jones, chief medical officer at Anthem Blue Cross Blue Shield of Georgia, discussed affordability, digital innovation, value-based care, and health equity as the company’s top strategic drivers. “Meaningful progress will only come through strong partnerships and collective action,” Jones said.

What shifts have most impacted the organization’s strategy across Georgia?

Several key shifts have shaped our strategy. At the macro level, the economic climate has affected everyone, including health care. That has made it even more important to stay closely connected with providers, system partners, and members to understand the impact of rising costs and help people maintain coverage.

Healthcare costs, long a concern, have accelerated, contributing to what many now describe as a health care affordability crisis. This is particularly evident in Atlanta, where it affects the entire system.

Expanded coverage through the Affordable Care Act and other plans has increased access, which is a positive development. However, greater coverage typically leads to higher utilization, which can drive costs. Even so, it means more people are receiving necessary care. At the same time, we are seeing higher acuity across the population, with more complex conditions requiring frequent or intensive care, a trend reflected across the industry.

Behavioral health needs are also increasing, representing another major shift influencing our strategy. Finally, changes at the federal level affecting Medicaid and Medicare eligibility, along with potential adjustments to ACA subsidies, require us to remain agile and responsive. Our goal is to help people maintain or gain coverage despite this uncertainty.

What is Anthem doing to improve affordability, access, and quality of care across Georgia?

Our approach is grounded in a whole-health strategy that supports members’ physical health, both acute and chronic, as well as behavioral health and social drivers of health. All three are essential to improving affordability, access, and quality.

Behavioral health is now recognized as equally important as physical health, as each can significantly influence the other. A serious physical illness can lead to anxiety or depression, and untreated behavioral health conditions can worsen physical outcomes.

Social factors also play a major role. Approximately 80% of health outcomes are influenced by factors outside the clinical setting. Where people live, their access to food, transportation, and support systems all matter. Addressing those realities is critical to helping people stay healthy.

What trends are shaping how care is delivered in Georgia?

Care delivery is increasingly focused on providing the right care, at the right time, in the right setting. That includes shifting services from inpatient settings to outpatient care or even into the home through hospital-at-home models. These changes improve both quality and cost efficiency.

From the employer perspective, since many people receive coverage through work, there is growing interest in alternative health plans that complement traditional offerings and give employers and employees more control over cost and access. Even in major metro areas like Atlanta, same-day or next-day access to primary care can be challenging, and these models help fill that gap.

Employers are also seeking clearer data on which programs deliver measurable results. We continue to refine our analytics to provide sharper insights into what is working and to what degree. Predictability is another major need. As cost trends rise, employers want more frequent and accurate forecasts, not just annually, but quarterly, so they can respond proactively.

What are the most promising opportunities to expand value-based care in Georgia?

Value-based care is central to the future of health care. Unlike fee-for-service models that reward volume, value-based care aligns payment with outcomes, including quality, cost, and patient experience.

Nearly 70% of our providers participate in some form of value-based arrangement, making ours the largest value-based network in the state. The opportunity now is to expand these models further and refine incentives to support better outcomes and greater cost efficiency.

While most value-based care has focused on primary care, there is strong potential to extend these models into specialty care. Doing so would reduce unnecessary services, improve coordination, and enhance outcomes. We also see opportunities to design benefits that encourage members to choose providers participating in value-based care, as these providers consistently deliver stronger preventive care, better chronic disease management, and fewer hospitalizations.

How is Anthem using technology and AI to improve health care delivery and the member experience?

Our Sydney app is a cornerstone of our digital strategy. It is user-friendly, highly functional, and widely recognized across the industry. Sydney allows members to access care easily through their mobile devices.

Beyond viewing benefits, members can schedule virtual visits, locate nearby urgent care centers, and search for primary care providers based on language or demographic preferences. The app also sends reminders for preventive screenings, and we continue to expand its functionality.

Artificial intelligence also plays a growing role in our operations. We use AI thoughtfully to enhance accuracy, service, and personalization while maintaining privacy and safety. AI helps streamline customer service, improve claims accuracy, and personalize care, allowing us to deliver more targeted outreach and resources based on individual needs rather than broad population data.

We also leverage HealthOS, our data-sharing platform, which aggregates information from multiple sources and integrates it into providers’ electronic medical records. This gives clinicians a more complete view of a patient’s history, including care received outside their system, improving coordination and outcomes.

What strategies is Anthem using to address health disparities and promote equity in rural and urban communities?

Equity is embedded in how we operate. Rather than treating it as a standalone initiative, we apply an equity lens across all decision-making. One key avenue is our foundation, which funds programs aimed at reducing disparities in care.

Maternal and child health is a major focus. Georgia has some of the highest maternal morbidity rates in the country, and we support care access before, during, and after pregnancy, along with pediatric services. These efforts have helped reduce preterm births and other complications.

In rural communities, we supported a doula training program through a medical school, preparing 25 to 30 local advocates to provide care in underserved areas. Doula support has been shown to reduce hypertension, improve birth outcomes, and support postpartum recovery.

We also emphasize food as medicine. Nutrition plays a critical role in preventing and managing chronic conditions, and we support programs that expand access to healthy food and address food insecurity in both rural and urban communities, including metro Atlanta.

What are Anthem’s top priorities over the next three to five years?

Our priorities remain focused on affordability, outcomes, and simplicity.

Affordability is one of the most pressing challenges in health care. Even if cost growth slows, the impact on individuals remains significant, and managing affordability will continue to be a top priority.

Improving outcomes is equally critical and begins with access. Whether care is virtual or in person, barriers remain, even in urban areas where transportation or logistics can limit access. Removing those barriers is essential.

We are also focused on simplifying the health care system. Its complexity creates frustration for members, providers, and administrators. Through responsible use of AI and improved data-sharing platforms, we aim to make the system more connected, transparent, and easier to navigate.

How is Anthem collaborating with providers and other stakeholders to improve care and address long-term challenges?

Strong collaboration is essential. We view payers and providers as part of a single, interdependent ecosystem. The closer we work together, the better the outcomes.

Our collaboration extends beyond contracts. We engage regularly with providers to understand the challenges their patients face. Since those patients are also our members, these insights help shape more effective solutions. When an issue appears in one setting, we often see it elsewhere, allowing us to identify scalable interventions and outreach strategies.

Addressing long-term challenges such as rising costs and persistent disparities requires shared responsibility among payers, providers, employers, members, and communities. Meaningful progress will only come through strong partnerships and collective action.

In an interview with Focus:, Maria Thacker Goethe, President and CEO of Georgia Life Sciences, said that collaboration, workforce development, and strategic investment are critical to sustaining Georgia’s momentum in the life sciences sector. “Georgia has every ingredient necessary to lead — world-class academic institutions, diverse communities, available land, excellent weather, affordable living, and unmatched supply chain capacity. But without increased public investment, we risk falling behind. The opportunity is enormous, but it’s ours to lose if we don’t act decisively,” Thacker Goethe said.

What major changes have influenced Georgia Life Sciences’ top priorities and the way you engage with members and partners in the past year?

It’s truly been a year of growth and transformation for us as an organization. We began by rebranding, after more than 25 years as Georgia Bio, we became Georgia Life Sciences to better reflect our evolving ecosystem. The shift was driven by the growing inclusion of medical device and medtech partners alongside our traditional biotech base.

Today, the life sciences sector in Georgia contributes more than $33 billion to our state’s economy and includes nearly 4,000 companies and organizations. With that scale, our focus has been on strengthening connections across the full life sciences spectrum, from biotechnology and medical devices to agri-food and public health, particularly given our state’s unique proximity to the CDC.

Our goal is to ensure these communities are connected with one another and with the resources they need to grow, while also advocating for the policies and programs that enable their success. The past year has really been about deepening those connections and amplifying the collective voice of Georgia’s life sciences industry. 

What major national trends in the life sciences industry do you see having the biggest impact on Georgia in the next few years?

One of the biggest national shifts we’re seeing is the growing number of headwinds facing the life sciences industry. Federal policy changes and ongoing tariff uncertainties are contributing to investor caution, especially among early-stage companies. Even so, Georgia continues to experience strong growth in biomanufacturing, medical device production, and workforce development.

We’re fortunate to have an incredibly proactive Department of Economic Development that recognizes the sector’s potential. Nationally, there’s a major movement toward reshoring manufacturing — and Georgia is exceptionally well-positioned to benefit. We have the land, the infrastructure, and, most importantly, a skilled and diverse workforce supported by one of the nation’s strongest technical college systems. Together, these assets make Georgia a natural hub for the next wave of life sciences manufacturing and innovation.

What are some of the most effective strategies for building and retaining a skilled life sciences workforce in Georgia?

The demand for talent is outpacing supply, and with reshoring accelerating, that gap is only going to widen. To meet this challenge, we’re focused on building and retaining a skilled workforce through clear, connected career pathways that start in middle and high school and extend through higher education, particularly within our Technical College System.

Retention is just as important as recruitment. We’re working closely with employers to ensure that once talent enters the industry, they have opportunities for continuous learning and advancement, through professional development, stackable credentials, and partnerships that help companies grow and keep skilled workers here in Georgia.

We also play a leadership role nationally through the Life Sciences Workforce Collaborative, a nonprofit we helped found, to share best practices across states. Together with our strong bioscience training facilities and technical college partnerships, Georgia is not only meeting its workforce needs but helping shape the national conversation around life sciences workforce development.

Georgia is at a pivotal moment, as the convergence of healthtech, data, and traditional life sciences creates new opportunities for innovation and workforce development. One standout example is our Biotech Teacher Training Initiative, a public–private partnership with the Georgia Department of Education and the Technical College System of Georgia. Through this program, teachers gain hands-on exposure to biotechnology and bring those lessons back to their classrooms, helping students see clear, rewarding career pathways in life sciences. It’s changing perceptions about the industry and showing that manufacturing in our sector offers high-paying, high-impact careers.

Our Equipment Depot program is another great example. We collect surplus or landfill-bound lab equipment from industry partners and distribute it to schools across Georgia at no cost. This not only advances companies’ sustainability goals but also gives students access to hands-on lab experiences that were once out of reach. It’s a simple idea with an outsized impact on both education and industry engagement.

We’ve also launched the Life Sciences Manufacturing Forum, which brings together biopharma, medtech, diagnostics, and industrial biotech manufacturers to tackle shared workforce and growth challenges. The Forum’s Working Group is mapping critical workforce gaps, sharing best practices around recruitment, retention, and upskilling, and exploring opportunities for collective action through grants, incentives, and state or federal partnerships.

Finally, local collaboration has been essential to Georgia’s success. Communities like Johns Creek are emerging as life sciences hubs thanks to visionary local leadership and investment from companies like Boston Scientific, Boehringer Ingelheim Animal Health, and Alcon. These partnerships, between local governments, education systems, and employers, are setting new standards for how ecosystem collaboration can power Georgia’s growth as a national leader in life sciences. 

What gaps still exist for early-stage life sciences companies in Georgia, and how are you working to address them?

Early-stage life sciences companies in Georgia still face several challenges. Talent remains a top concern, but access to funding and facilities is often the biggest hurdle. We’re addressing this by expanding our network of experienced entrepreneurs who mentor startups, helping companies navigate federal funding opportunities, and building stronger connections to investors.

We’re also working to amplify and support the academic programs at our research universities, which are the foundation for much of Georgia’s innovation. These institutions are producing breakthrough discoveries, and we want to ensure their ideas can translate into viable companies that grow here in Georgia.

Infrastructure remains a critical need. We’re fortunate to have Science Square and Portal Innovations supporting startup growth, but there’s still a gap for companies moving out of academic incubators that aren’t yet ready for expensive commercial space. Creating that affordable “next step” environment, and a more connected hub for early-stage companies, is one of our biggest opportunities moving forward. 

What are your top priorities to ensure Georgia not only keeps pace with growth but also emerges as a national leader in the life sciences sector?

I’m incredibly optimistic about where Georgia is headed. Over the next year, we’ll see political shifts with the upcoming gubernatorial election, which could shape the landscape in meaningful ways. At the same time, we’re seeing tremendous momentum in manufacturing and continued breakthroughs across our research universities, making industry–academic collaboration a top priority.

As an association, we’re focused on amplifying Georgia’s voice at both the state and federal levels, especially in our role as trusted advisers to policymakers. One of our most ambitious initiatives this year is the creation of Georgia’s first-ever Life Sciences Ecosystem Roadmap, a comprehensive plan designed to position Georgia as a national leader in MedTech and biotech innovation. The roadmap will identify the gaps and opportunities needed to advance commercialization, strengthen the workforce, enhance infrastructure, and increase access to capital.

While Georgia’s life sciences industry is growing rapidly, we still lack a cohesive strategy to compete with states like North Carolina, and even Tennessee, which is quickly gaining ground through bold public investments. That’s why we’re engaging leaders from industry, academia, and economic development statewide to shape a shared vision for 2026 and beyond. Georgia truly has every ingredient for leadership, world-class research institutions, diverse communities, available land, a strong supply chain, and an outstanding quality of life. The opportunity is enormous — but realizing it will take collective action and sustained investment.

Michael Wahlstrom, CEO of UnitedHealthcare Employer & Individual Plans of Georgia and Alabama, is focused on expanding access, affordability, and simplicity for employers and members across two of the nation’s most dynamic healthcare markets. In an interview with Focus:, he discusses emerging trends, persistent challenges, and how UnitedHealthcare is advancing solutions that address both immediate needs and long-term systemic gaps. “We’re investing heavily in expanding behavioral health resources because we recognize that addressing mental health is a foundational piece of improving overall health outcomes in the Southeast,” Wahlstrom said.

Over the past year, what changes across Georgia and Alabama have been most influential, and how are they shaping your strategy going forward?

We’ve had strong momentum in Georgia and Alabama by focusing on affordability, accessibility, and simplicity for our members and employers. Those priorities speak directly to some of the biggest issues affecting the healthcare industry today. Rising healthcare costs are burdening consumers across every segment, workforce shortages are affecting both clinical and non-clinical roles, and demand for digital-first experiences continues to climb.

On the affordability side, we’re balancing the overall cost of care and economic pressures with active cost management and an emphasis on quality. We see our role as being good stewards of member dollars and spend. That means partnering with providers who deliver high-quality, efficient care through value-based arrangements and finding ways to mitigate rising costs without compromising outcomes.

Workforce shortages remain a significant challenge. In response, in 2022 the United Health Foundation launched a 10-year, $100 million commitment to deepen and scale the health care workforce. Through our scholarship program, we aim to support 10,000 current and future healthcare professionals by 2033. For the 2024-25 academic year in Georgia alone, we awarded 79 scholarships totaling more than $450,000.

We’re also proud of our parent company’s strategic partnership with Goodwill Industries — a $4.5 million commitment over three years. Since 2024, that collaboration has provided services to nearly 60,000 individuals, with more than 15,800 finding employment, including 1,600 in healthcare roles. This is a powerful way to increase access to training and career pathways.

On the digital side, we continue to scale virtual behavioral coaching and roll out Surest, our simplified, copay-only plan that offers upfront cost transparency. Surest is available to employers with two or more employees and gives members tools to compare costs easily within the UnitedHealthcare network. On average, members save about 50% on out-of-pocket costs. All of these pieces — affordability, workforce development, and digital innovation — are shaping how we evolve our strategy across the region.

Where do you see the greatest gaps in access to care, and how are you addressing them in underserved parts of Georgia and Alabama?

One of the largest gaps we see today is in behavioral health access. The need has grown significantly since the onset of COVID, and Georgia in particular faces acute provider shortages. UnitedHealthcare now has the largest behavioral health network among our competitors, but the need continues to outpace capacity.

Georgia ranks 48th nationally in the availability of mental health professionals, including psychiatrists, psychologists, licensed social workers, marriage and family therapists, counselors, and advanced practice nurses specializing in behavioral health. That makes it even more important to expand access through telehealth and virtual behavioral coaching. These solutions help us reach people not just in Metro Atlanta, but throughout rural communities where shortages are even more pronounced.

We’re investing heavily in expanding behavioral health resources because we recognize that addressing mental health is a foundational piece of improving overall health outcomes in the Southeast.

What trends are shaping the healthcare landscape in your markets, and how are you navigating them?

Affordability and transparency remain major priorities for employers and consumers. Many employers want more predictable costs, which is why our level-funded and Surest plans have been well-received. Our broader goal is to educate consumers about the total cost of care and give them intuitive tools to make informed decisions.

Digital-first experiences are another significant trend. Members expect healthcare navigation to mirror the simplicity of online shopping or banking. To meet those expectations, we’ve developed tools like Smart Choice and the UHC Store.

Smart Choice uses artificial intelligence to deliver personalized provider searches, cost comparisons, quality insights, and AI-powered suggestions based on similar care journeys. It also includes conversational AI features for real-time support through the UHC app or MyUHC.com.

The UHC Store is a new digital shopping experience available to 6 million commercial members today, with plans to expand to 19 million. It gives members a straightforward way to supplement their health benefits year-round in a more familiar, consumer-friendly format.

Behavioral health expansion and value-based care are also major trends. As costs continue rising, partnering with providers who can deliver high-quality, efficient care is essential. Value-based arrangements allow us to support better outcomes while reducing overall spend.

What are the most significant challenges your industry is grappling with, and how are you turning them into opportunities?

The biggest challenge right now is rising costs. We’ve talked about several strategies to address this, but value-based care remains at the center of our approach. Aligning incentives around outcomes instead of volume is critical to driving efficiency and affordability.

We’re also focused on consumer empowerment. Products like Surest and the UHC Store simplify the experience and provide clearer pathways for members to access care without unexpected financial surprises. The UHC Store, in particular, is designed to transform the way people interact with healthcare by making it more intuitive and accessible.

Workforce shortages are another major challenge. Our $100 million investment in healthcare workforce development addresses that head-on by supporting students entering the field and helping build a talent pipeline in states like Georgia and Alabama. The partnership with Goodwill expands that reach even further, helping individuals access education, workforce readiness, and wraparound support.

These challenges are significant, but they ultimately create opportunities for innovation and more resilient systems.

Looking ahead, what is your outlook for UnitedHealthcare and the broader industry over the next three to five years?

For UnitedHealthcare, we’re going to keep investing in digital tools. A big part of our focus is removing complexity from the healthcare system. Digital innovation and artificial intelligence play a major role in that effort, especially when it comes to affordability, navigation, and personalization.

For Georgia specifically, community health programs will remain a priority. Bringing access to communities across the state — including rural areas and historically underserved neighborhoods — is essential. We see tremendous value in ensuring that all Georgians have pathways to preventive care, behavioral health, and long-term support.

From an industry perspective, I expect to see greater transparency, more AI-driven personalization, and continued emphasis on behavioral health access. Georgia’s growth and strong employer demand for competitive benefits will drive ongoing innovation. The industry will need to keep pace with that demand by developing simpler, more efficient, and more integrated solutions.

Is there anything else you would like to highlight that we haven’t covered?

I’d emphasize community engagement. We’re significantly increasing investment in programs that address food insecurity, transportation, and housing — all of which are fundamental to overall health. UnitedHealth Group supports a wide range of housing solutions, from mixed-income and affordable housing developments to supportive housing for individuals facing complex needs. These investments include new construction, rehabilitation, and preservation across urban, suburban, and rural communities.

In Georgia alone, we’ve helped support more than 2,000 affordable housing units with over $115 million in investments. These initiatives improve stability for families, seniors, and veterans while connecting them to wraparound services that support healthier lives.

I’d like to be clear that we do not use AI to make decisions about coverage or prior authorization denials. AI is a tool that supports human decision-making — not a replacement for it. Ensuring that our processes remain human-led is critically important to us.

In an interview with Focus:, Brandon Hembree, Sugar Hill mayor, discussed how the city is balancing suburban charm with urban amenities. Hembree highlighted investments in parks, walkability, and performing arts to enhance livability while addressing challenges like affordable housing and commercial development. “All of this is about making Sugar Hill a place where people want to live, work, and raise their families for years to come,” Hembree said.

What changes over the past year have most impacted Sugar Hill and in what ways? 

It has been a good year, so far, for Sugar Hill. We were just named the 15th fastest-growing city in the United States. I attribute that to the fact that we have a community where people want to live, as well as the investments we have made in our community. We have extended the Sugar Hill Greenway to a total of seven miles, connecting more neighborhoods and giving families new ways to walk, bike, and enjoy the outdoors. We have also added two new parks, Gold Mine Park and Ridge Lake Park. Seeing kids and parents fishing at Ridge Lake has been so rewarding. On top of that, we have also updated our zoning policies to make sure development happens the right way, keeping that balance between growth and the small-town feel people love. And we are not stopping there as we also plan on using new tools, like AI for road assessments, to keep improving the city in smart ways. All of this is about making Sugar Hill a place where people want to live, work, and raise their families for years to come.

Over the past year, what have been the most significant developments in Sugar Hill and how do they reflect the region’s evolving landscape?

We are a community that offers a mixture of both suburban and urban attributes, and that attracts people. We are served by an excellent school system, with two school clusters, the North Gwinnett cluster and the Lanier cluster, which are among the very best in the Gwinnett County public school system. That is a significant draw for young families looking to relocate. Additionally, our geographic location is advantageous within metro Atlanta. We are not too far from downtown Atlanta, yet we are close enough to job opportunities in the region. We have also invested heavily in outdoor amenities, with plans for more. These features make our community very attractive to families.

We are also making efforts to be less car-dependent. The United States has spent 75 years building car-dependent communities, and shifting away from that takes time. We are doing our best to improve walkability, though we still have progress to make.

How do you envision expanding the use of AI and similar technologies in other city departments or infrastructure projects?

Many cities in Georgia are discussing AI and its applications, but there are also concerns about its long-term effects on jobs and other areas. We continue to use our pavement assessment tool, which involves attaching a camera to city vehicles. As employees drive through the community, the camera captures pavement conditions, allowing us to rank roads based on their needs and allocate repaving budgets more effectively.

We also use Placer AI, a tool adopted from Tybee Island. It helps estimate crowd sizes during events like our fall festival or Fourth of July fireworks, aiding in traffic and public safety planning. It has been particularly useful in our downtown area, where we can demonstrate foot traffic to prospective businesses.

What role has the Suite Spot business incubator played in fostering entrepreneurship in Sugar Hill?

We are a city of mostly small, home-based businesses. That is because we do not have enough office space in our community. That is a future initiative we are working on. We need more office space so that we can grow and keep businesses here in Sugar Hill.

We have a great example of a local veterinarian who started in the Suite Spot. They recently purchased their own building and property, expanding into their own location. We are really excited about that. It is an example of what we are trying to accomplish. We are still growing from a commercial standpoint. I do not know the exact percentage of residential versus commercial in our community, but it has improved significantly over the last several years.

What kinds of community education or public-private partnerships could help shift perceptions and open pathways for inclusive housing solutions in Sugar Hill?

We have not made a lot of progress as a community, unfortunately. I think that is the case with most communities in metro Atlanta. Gwinnett County, where we are located, has initiated a program providing grants for affordable housing initiatives. We are the recipient of one of the grants.

Like every other city, we recognize that housing affordability is a top issue that needs to be addressed. It is just a difficult issue to tackle for a variety of reasons. For example, there is still political concern from certain groups about what affordable housing means. It has been a real challenge to overcome that stigma within the community, but it is something we are working through. Furthermore, the real estate market is quite unpredictable right now as there has been a shift from a buyer’s market to a seller’s market, so timing is very important.

As Sugar Hill evolves its entertainment districts, how are you positioning the city to stand out in the region’s cultural economy?

Sugar Hill has a unique identity compared to other cities. We work diligently to differentiate ourselves. Our neighboring city, Suwanee, has a great reputation for visual arts. If you visit their downtown and parks, you will see sculptures and community-focused art installations.

In Sugar Hill, we have chosen to emphasize performing arts. We have two great venues in our downtown area: an outdoor concert venue called The Bowl and a performing arts theater called the Eagle Theater. We program both venues in different ways. We host a summer concert series at The Bowl and a year-round concert series at the Eagle Theater.

We also partner with local schools, providing them access to the venues. We collaborate with a local players guild, a big band called the Broad Street Concert Band, and a children’s theater group called On the Stage Children’s Theater. We are working hard to create that identity for our community.

One statistic that stands out for us relates to our local middle school, Lanier Middle School, which has a growing reputation for performing arts. Over 80% of the students there are involved in one or more fine arts programs offered by the city. We are working together as a team to build that identity for Sugar Hill.

Over the next two to three years, what are your key goals for Sugar Hill and how do these align with regional economic priorities?

For me, it is all about community engagement. We have grown a lot as a city, and now it is time to bring all the different parts of the community together. That will be my focus over my next term as mayor.

We are working diligently to expand our commercial office space because we recognize that is a critical need for our local businesses. We want to keep businesses here in Sugar Hill and attract new ones, which aligns with Gwinnett County’s broader economic priorities.

Affordable housing remains a top issue we are addressing through partnerships with the county and grant opportunities. We understand this is a regional challenge that requires regional solutions. And as already mentioned, we are also continuing to build our identity in the performing arts through venues like The Bowl and the Eagle Theater as this not only enhances quality of life but also supports metro Atlanta’s cultural economy.

Finally, infrastructure improvements, including roads and green spaces, will be important as we grow. We want to ensure Sugar Hill develops in a way that maintains what makes our community special while keeping pace with the region.

In an interview with Focus:, James Fritze, president and CEO of NewTown Macon, discussed revitalization efforts, downtown momentum, public-private investment, and support for small businesses. “There’s a strong link between downtown living and business growth: for every 15 new residents, we typically see one new business,” he said.

What were the most significant milestones and accomplishments for NewTown Macon over the last year?
NewTown Macon is a not-for-profit 501(c)(3), and we’re privately funded, not part of any government agency. We rely very little on local, state, or federal funding. Our mission is to invest time, resources, and money into local people and businesses to revitalize downtown Macon. As the city’s private revitalization agency, we focus on keeping things local. That’s a core value in our work downtown.

Over the past four or five years, Macon has done a remarkable job of collaborating on projects that require close coordination between the county and the private sector. Mayor Lester Miller and his staff have been strong supporters of our efforts. Under his leadership and through the collective work happening downtown, we’ve made significant progress, and it’s been incredibly rewarding.

How would you describe the momentum in downtown Macon in terms of private and public investment?
Macon is fortunate to have a rich stock of historic buildings downtown. Like many cities, it saw a decline in the 1970s as people moved to the suburbs and malls expanded. NewTown was formed in the late ’90s to reverse that trend, and it took about 15 to 20 years to find the right approach. Our strategy has been to restore these buildings by adding residential lofts on upper floors and commercial or retail spaces at street level.

Over the past six to eight years, we’ve gone from just 25 downtown residents to more than 1,500. We’ve built around 1,000 lofts in just over a decade, and 300 more are underway. In two years, we expect downtown’s population to reach 1,600 to 1,700.

There’s a strong link between downtown living and business growth: for every 15 new residents, we typically see one new business. Macon’s walkability, with its restaurants, venues, bars, shops, and green spaces, makes it a vibrant “city in a park” that continues to grow.

The Urban Development Authority hosts the Macon Action Plan on its website. Now in its third version, the plan outlines detailed strategies we’re pursuing, including expanding and diversifying downtown’s housing. People who live here genuinely enjoy the experience.

What impact does the economic environment have on revitalization efforts in Macon?

We see politics as mostly local, and we’re fortunate to have a strong local government that’s managed a surplus and rolled back property taxes while maintaining fiscal discipline.

At the state level, Gov. Brian Kemp’s administration has also maintained a surplus, implemented income tax rollbacks, and returned funds to taxpayers. That financial strength at both levels is a big advantage.

While the federal government navigates its own path, we believe Macon and Georgia are well-positioned to keep moving forward. Of course, challenges remain, housing construction costs have soared, and higher interest rates have made financing harder. But despite that, we’re in a strong position thanks to our solid foundation at the local and state levels.

How does NewTown Macon support entrepreneurs and small businesses in this process?
As a Community Development Financial Institution, or CDFI, a federal designation under the Treasury Department, we’re able to partner with banks and leverage funds for community impact. This lets us do more than just finance real estate projects. We also support entrepreneurs by offering business planning guidance and running adult learning programs that help people develop sound business plans.

Part of our loan fund is dedicated to helping startups launch. Once someone receives a loan from us, they become part of the NewTown family — we provide coaching, regular check-ins, and hands-on support. It’s a different model from traditional banking. We offer technical assistance to help borrowers succeed.

In Macon and many communities like it, economic growth hinges on small businesses getting off the ground. That’s where we’re seeing the most momentum, and it’s a major focus of NewTown’s mission.

How does the trail system contribute to community development in Macon?
The trail system has been a key part of our work since the early 2000s. We’ve built 13 of the planned 22 miles so far. At NewTown, we handle design and construction, then turn the trail over to the county for maintenance, a true public-private partnership.

Much of the trail runs along public land owned by the county or the Water Authority, and parts even connect to the Ocmulgee Mounds National Historical Park. Access and permitting can slow progress, but our goal remains the same: to connect neighborhoods and encourage outdoor activity. Whether it’s walking, biking, or running, we believe that communities that spend time outside together are stronger communities. 

We’ve experienced delays due to a major highway interchange project that overlaps with the trail, but once complete, the trail will be a vital connector for Macon’s neighborhoods and a key element of community building.

What role do events play in your broader strategy?
Events are central to creating a sense of place. In our early years, we organized many events ourselves to draw people downtown. Today, that responsibility is shared across a wide range of organizations.

First Friday is one of our most successful ongoing events. It brings out a great crowd every month. We’ve also worked to activate alleys with lighting and art installations, turning overlooked spaces into destinations.

And the Christmas lights extravaganza has grown from a small local celebration into something with national visibility. The turnout is remarkable. It’s become one of our biggest drivers of tourism and community engagement.

Looking ahead, what are your top priorities over the next couple of years?
We’re moving forward with three major loft projects, which will add about 300 new residential units and bring roughly 450 more people into downtown. We’re also seeing a wave of public-private investment. The renewed SPLOST will fund major developments, and Mercer University is relocating its medical school downtown.

With that growth, we’re shifting some focus toward hotel development. We’ve concentrated on lofts and apartments, but now we’re looking to increase hotel capacity to support Macon’s growing convention and event traffic. There is also a need for more hotel rooms, which is an exciting next step in downtown’s evolution.

The landscape of early-stage entrepreneurship has undergone dramatic reshaping over the past year, primarily driven by the rapid growth and integration of AI across all sectors. “From a startup point of view, AI is table stakes now,” David Cummings, CEO of Atlanta Ventures, told Focus:. He underscored the necessity for every new company not only to adopt AI but also to capitalize on the massive opportunity the technology presents.

What changes in the startup landscape over the past year have most influenced how you’re thinking about early-stage entrepreneurship in the Southeast?

Now that AI permeates everything, ChatGPT is in the news every day. From a startup point of view, AI is table stakes now. But even with that said, there’s still so much opportunity to create the new startups, but then also to help the transformation of the existing companies. Millions of companies worldwide are undergoing an AI transformation. You can imagine there’s going to be an opportunity for lots of new startups to help with that. So, AI is the big trend right now.

What feels different compared to a few years ago in terms of mindset, motivations, or expectations?

I think we went through a lull there for several years. We had the exuberant times of 2020 and 2021, when COVID hit and everybody was working from home, the software sector was hot because all these companies were buying tons of tools to help make their team more productive. So, software was going gangbusters. And then from 2022 to 2025 today, the software sector was kind of slow, kind of not as dynamic as it normally is. But now it’s come roaring back because of AI. We had a period of exuberance at the start of COVID. Then we had a lull for several years. And now we’re back with a vengeance with AI and how it’s going to transform everything. We’re just excited that the next wave is upon us.

What types of ideas or industries are standing out right now? And what does that signal about where the market is heading?

The hottest ones that we’re seeing are robotics. You can imagine how we’re on the cusp of a future that has robots everywhere, from cutting the yard to self-driving cars or robot taxis. We think robotics is a big one. We’re also optimistic about the continued rollout of AI. It’s going to touch everything. And then we’re also interested in other forms of deep tech. This includes things like new devices and clean tech. We anticipate a new golden age for physical inventions emerging from the startup community, driven by advancements in software, AI and their real-world applications in areas like physical devices, robotics, deep tech, clean tech and hardware.

What other external factors, like the economy and interest rates, are shaping the kinds of companies that get built and funded in this cycle?

Interest rates usually don’t affect startups too much. They can affect a little bit on the valuations that companies are willing to pay, like in an acquisition or funding, but they don’t have too much of an impact. On the geopolitical front, particularly concerning H1Bs, the startup world sees a wealth of talented founders globally. However, with the rise of distributed work and remote teams, many startups I collaborate with are now fully remote. This shift means that immigration and H1B discussions are becoming less relevant to these startups, allowing them to focus entirely on innovation.

What other trends do you see in the startup world today?

Time to market has never been shorter. And so, I think that’s a big benefit for startups because now they can iterate faster, and they can experiment more. The explosion of great tools out there has made it so that it’s never been easier to be an entrepreneur. The flip side of that is if the barriers go down to being an entrepreneur, then of course, that means there’s going to be more competition. There’s going to be more companies doing similar things and more entrepreneurs inventing their own products. Time to market is as fast as it’s ever been, but it’s also the most competitive it’s ever been because it’s so easy to launch something new nowadays. I feel like now the differentiators are in that creativity and imagining things that none of us have imagined yet.

What is your take on the ecosystem that exists both in Atlanta and in the Southeast, and how is that evolving?

Atlanta has been really strong on the idea stage, the seed stage and the early stage of the startup journey. So we’ve been really strong at going from an idea on a napkin to a prototype to the first 10 customers, to the first 100 customers, to raising venture capital. The opportunity ahead of us is to really get stronger at the next stage beyond the early stage, which includes the growth stage, the expansion stage and the pre-IPO stage. We have a handful of success stories, but we have tons of opportunity to develop out of that growth stage. This is when the companies have $5 million or $10 million of revenue and they’re growing fast. These are when the companies are thinking about going public or raising another expansion round. We’re really strong in the early stage, and we’re still developing our muscles when it comes to the growth stage.

How do you decide which ideas are worth co-founding?

We like to incubate new ideas as part of the studio. We’re looking for markets that are small today but very fast-growing. We like markets that have the opportunity for subscription revenue. So, some form of recurring revenue is part of the business model. And then we like to partner with entrepreneurs who typically have something to prove. We like to partner with entrepreneurs who are relentless. They just don’t take no for an answer and are ready to run through brick walls to get stuff done. And then we look for entrepreneurs who bring together both a level of sales skills and a partner on the team who has the technical skills. We want somebody who loves technology and loves to build great things. And then to have a business partner who loves to sell. That combination of builder and seller is an important component.

Can you talk about Atlanta Tech Village and the role these types of communities play in shaping the next generation of entrepreneurs?

Atlanta Tech Village is one of the largest tech entrepreneurship centers in the country with over 300 startups. The big idea is that entrepreneurs enjoy being around other entrepreneurs, no different than any other affinity group. If you like golf, you want to go hang out with the golfers. The Tech Village is an environment that has community, mentors, programs and continuing education all centered around tech entrepreneurship. By bringing a bunch of entrepreneurs together and both helping them and creating a community among them, it increases the chance of success for everybody involved. At the end of the day, our goal is more success stories. We have 57 buildings, 10 city blocks, 91 properties and we’re building the largest tech startup district in the country. Our grand opening is June of next year to coincide with the start of the World Cup in Atlanta. South Downtown Atlanta will soon be the largest startup district in the country.

What are your top priorities for Atlanta Ventures, and what excites you most about where entrepreneurship is going next?

We’re just really excited that entrepreneurship and startups in general are not a zero-sum game. It’s not like we start up a new restaurant on the corner and by putting that restaurant in the corner, the two restaurants next door are going to have a harder time. The type of entrepreneurship that we’re involved in is entrepreneurship that moves society forward. It’s the type of entrepreneurship that is a net new benefit. We like this idea that you can create something, you can deliver that value to people, you can sell it to them and everybody is better off. It’s not a zero-sum game; it’s contributing to society.

In an interview with Focus:, Bianca Motley Broom, mayor of College Park, highlighted the city’s strategic focus on connectivity, sustainable growth, and community-driven development. “Housing is the cornerstone of everything. Without safe, stable, and decent housing, it’s incredibly difficult to build anything else.”

What changes over the last year have impacted College Park, and in what ways?

We’ve seen tremendous growth and the completion of several long-term projects. One of the most exciting recent developments was the ribbon-cutting for our pedestrian bridge over Camp Creek Parkway. This bridge connects our Gateway Center campus, which is home to the Gateway Center Arena and the Georgia International Convention Center, to the SixWest development area. Although still under construction, we anticipate breaking ground on a 55-acre residential project in that area by December. This is an especially exciting project because it improves pedestrian access throughout our city and also serves as a symbolic bridge between various facets of our community: residents and tourists, our neighborhoods, and the airport.

Hartsfield-Jackson Atlanta International Airport is deeply intertwined with College Park — parts of the airport, including the T, A, and part of the B gates, are within our city limits. Businesses operating in that area pay taxes and licensing fees to the city, creating an interdependent relationship with both the airport and the city of Atlanta. This connection has played a vital role in our development.

We’ve also seen progress in residential development. For instance, we recently reached full occupancy at a residential complex called Somersby, located on West Fayetteville Road in Clayton County. It has added hundreds of units for underserved populations. Providing attainable and affordable housing is essential, especially for the many residents in southern Fulton and northern Clayton counties who work at the airport. As some of our older units near the end of their usable lifespan, developments like Somersby and Blue Sky Residential — another project in collaboration with the College Park Housing Authority using low-income housing tax credits — are crucial.

Additionally, we’re proud of South Park Cottages, an award-winning development that has been one of the largest micro-home communities in Georgia. The developer, Booker T. Washington, is now expanding into Union City. These kinds of developments offer alternative pathways to homeownership, which is something we’re passionate about.

We’re also making efforts to be good environmental stewards. We’re collaborating with the Atlanta Regional Commission, MARTA, Clayton County, and neighboring cities like East Point and Hapeville to improve stormwater management and preserve the Flint River — Georgia’s second-longest river, which originates in College Park. We’re currently working on a 7-acre nature preserve to give residents better access to the river, which is a largely untapped natural asset. Interestingly, the Flint River flows underneath the airport — an engineering marvel in itself. It’s surreal to stand by the river, see turtles swimming, and watch jets landing just overhead.

No matter where you are in the region, there’s a continuous balance between economic growth and environmental responsibility. What’s encouraging is that we’re having more intentional conversations about preserving our resources for future generations.

How do recent projects reflect your administration’s long-term strategy for economic growth and livability in College Park?

Housing is the cornerstone of everything. Without safe, stable, and decent housing, it’s incredibly difficult to build anything else. We are facing a housing crisis both locally and nationally. There simply aren’t enough units to meet demand. That’s why College Park has been proactive in creating housing at a range of price points, ensuring our residents have options that suit their needs and can contribute meaningfully to the community’s well-being.

We’ve recently completed the first phase of a new development called Hawthorne Station, and residents have already begun moving in over the last 12 to 18 months. This project focuses on homeownership, which is a critical piece of our long-term strategy. About 75% of our residents are renters. We want to shift that by increasing access to homeownership.

Personally, I wouldn’t be where I am today without owning my home. I had to use equity from my house to start my business as a mediator, which eventually gave me the flexibility to run for office. I deeply understand the importance of homeownership, and we’ve made it a citywide policy priority.

What do you believe makes College Park a great place to live and do business?

What sets College Park apart is our location. We’re just minutes from one of the busiest airports in the world, and that level of connectivity is invaluable. I’m so accustomed to it that I leave for the airport about an hour and 15 minutes before my flight — something most people couldn’t dream of. But when you live seven minutes away, that kind of convenience becomes normal.

Accessibility is a huge asset, especially for businesses. We have over 35 hotels, and with the addition of the Gateway Center Arena in 2019, we’re now equipped to host events and conferences of virtually any size. Yet, we still maintain a small-town charm, with a population under 15,000 and a close-knit community vibe. It’s the kind of place where you know your neighbors and can have meaningful social connections. There’s a sense of belonging, which became even more important after the pandemic.

We also have excellent educational institutions like Woodward Academy, one of the top private schools in the United States. Beyond our airport access, we have two MARTA stations — one at the airport and one downtown — so you don’t even need a car to experience all that Atlanta has to offer. Few places combine these kinds of world-class amenities with a strong sense of community. We are fully leveraging those strengths.

How is the city supporting local businesses, attracting new industries, and boosting economic vitality through strategic development?

A big part of our approach involves partnerships. Economic development isn’t something we do alone. We collaborate closely with organizations like Aerotropolis Atlanta. 

The big picture matters. What’s good for neighboring cities is good for us, too. If Union City or East Point lands a major project, we all benefit. We work together to market available properties and prepare them for future development so that when companies contact the state’s economic development office or reach out to Aerotropolis, we’re ready to respond.

One recent win was landing a Marzetti’s manufacturing facility. You’ll find their salad dressings in nearly every U.S. grocery store. The new sauce and dressing production plant will be approximately 250,000 square feet, located next to Chick-fil-A’s headquarters, which is another major asset for our community. That partnership brought in dozens of jobs and showcases how we’re positioning ourselves for sustainable growth. Aerotropolis played a key role in navigating confidentiality and logistics to bring that project to life.

What trends or challenges do you see shaping College Park’s future, and how is the city positioning itself to lead within the Atlanta metro area?

A major factor we’re dealing with is power and infrastructure. College Park is one of only 49 cities that are members of the Municipal Electric Authority of Georgia (MEAG). That gives us a significant advantage. We can offer clean, reliable, and cost-effective energy through College Park Power.

We’ve partnered with CleanSpark, a company focused on data centers and crypto mining. They’ve made multiple investments in our city, which has helped us lower utility rates for residents. We recently extended contracts for another five years, with renewal options reflecting a strong and mutually beneficial relationship.

This also positions us well in the growing data center market. We have both the infrastructure and the land to support these facilities without compromising residents’ quality of life, which is rare for a city this close to a major urban center.

What are your top priorities for College Park over the next two to three years?

While it might not sound glamorous, one of our most critical priorities is upgrading our water and sewer infrastructure. We’re making significant, long-term investments in these systems to ensure we’re ready for future growth and can support both residents and businesses effectively.

We’re fortunate to have the Municipal Option Sales Tax (MOST), which adds an extra penny to sales within College Park, Atlanta, Hapeville, and East Point. That revenue is dedicated to funding infrastructure improvements, and we’ve spent a lot of time strategically planning how best to use those funds.

These upgrades are essential to building a city that’s resilient and ready for the future. Reliable infrastructure is non-negotiable for businesses looking to invest, and we’re making sure College Park meets those standards now, and for the next 100 years.

Just less than two hours south of Atlanta, Macon is positioning itself as the next go-to destination to live, work and thrive in the state of Georgia. The Greater Macon Chamber of Commerce has been instrumental in advocating the needs of the region and facilitating resources for the local business community. “One of the things we do best is connection, we are the convener and the connector for businesses,” Jessica Walden, chamber president and CEO, told Focus:.

What are some recent highlights or achievements for the chamber?

The Greater Macon Chamber exists as part of Macon’s collaborative effort to boost economic vitality and create the best place to do business. The highlight is the opportunity to work in a collaborative effort that is making significant progress in Macon.

One of the most exciting indicators of Macon’s momentum is the transformation of the old mall site into a state-of-the-art amphitheater, turning an underused, dying property into a vibrant concert venue that can seat up to 12,000. Downtown Macon is also alive with energy and investment. Last year, we had over $1 billion in industry investment. This isn’t the work of the Chamber, but it’s the spirit of collaboration driving this growth that is one of the biggest wins of the year.

In what ways is the chamber assisting the local business community?

One of our greatest strengths as a Chamber is our ability to connect people. We serve as the convener — bringing businesses, leaders, and resources to the same table — and the connector, making sure those relationships turn into real opportunities for growth.

Our advocacy efforts extend beyond business. We’re helping shape Georgia’s future with the Ocmulgee National Park designation, a project nearly a century in the making, that will spur astronomical economic growth. Our ‘Choose Macon’ and ‘Greater Career Works’ initiatives are built to harness this momentum, connecting people to place and careers that will attract and retain residents and contributors to our workforce.

What makes Macon uniquely positioned for continued growth?

Macon’s central location is one of our biggest strategic assets. We sit at the intersection of the state — in order to get to the world’s busiest airport in Atlanta or the largest seaport in Savannah, you’ve got to come through Macon. But what also has us positioned is our track record of success and readiness to make it happen.

What challenges are most businesses facing?

Workforce remains the biggest challenge for our employers, finding those ready to work and who are matched for the business. Our chamber meeting is head-on with our robust career and pathways digital platform, Greater Career Works, which is used in our school system and available to job-seekers at no cost to the user or the employer.

What industries have seen the biggest growth in the region?

We have two major healthcare systems in the region, and healthcare continues to be a dominant and important industry sector. There is also health education and the innovation that comes with it. Mercer Medicine just announced plans for its new medical school, located at the gateway of our downtown. Additionally, we are a defense community. Our region is home to Robins Air Force Base, which is one of the largest employers in the state of Georgia. It is a military installation specifically working on defense and on the cutting edge of technology. This is why STEM initiatives are important in the region, which help meet the local workforce demands as employers’ needs will continue to change rapidly in the coming years.

Macon remains an education hub, from pre-K to Ph.D. From Mercer’s engineering, law, and medical schools to Central Georgia Technical College’s skills training, we’re producing talent across the spectrum.

What are the chamber’s top priorities in the near future?

Our future priorities are all about people. With increased tourism and visibility, we want to convert visitors into residents and make sure our infrastructure, businesses, and experiences are ready to support that growth.

In an interview with Focus:, Mayor Rusty Paul of Sandy Springs, discussed the city’s momentum in infrastructure, economic development, and quality of life. “We want Sandy Springs to be a place full of experiences and things to do, see, and enjoy, so that people can’t help but want to live here,” Paul said.

What initiatives over the past year have most influenced Sandy Springs’ momentum?
We’re continuing many of our transportation and congestion mitigation projects. The Roswell Road- Johnson Ferry-Mount Vernon Highway project is nearing completion and should wrap up in April. It’s a major realignment of an east-west corridor where three roads used to conflict and create serious congestion.

We’ve also completed our T-SPLOST project at Trowbridge, Roswell, and Dalrymple, which has greatly improved that intersection. Next, we’re preparing a project for mid-to-late 2026 to address another bottleneck along Hammond Drive between Roswell Road and Glenridge, where traffic narrows from four lanes to two and back again. That will be widened to handle volume more efficiently while reducing conflicts in nearby residential areas.

We’re also working on projects in the north end. We recently received ARC funding for improvements along Roswell Road, Roberts, and Dunwoody Place. Residents on Roberts Drive have a difficult time getting out, so we’re creating a new connector road that links to North River Parkway, with a new signalized intersection to ease access.

Part of that work ties into planning new trails. We secured ARC money to close a two-mile gap in our Path 400 project, which will ultimately connect to the Beltline.

Beyond infrastructure, we’ve had to delay our City Springs 2.0 project, as we wait for interest rates to drop to make the economics more viable. We hope to move forward with that in 2026.

What themes are shaping Sandy Springs’ approach to economic development and how are those priorities evolving?
Last year, we brought on a new economic development director, Chris Burnett, who has deep roots in Sandy Springs. He’s a two-time chair of the Chamber of Commerce and a successful local banker, and he’s doing a tremendous job recruiting new businesses.

It has been a strong year for us. We retained Newell Brands, which was exploring relocation options but chose to stay and expand here. They moved into larger offices in Queen Building at Concourse Office Park and Asbury Automotive is backfilling their old space — another Fortune 500 company choosing Sandy Springs.

StubHub brought several hundred employees here, and a financial services software company is moving in as well. J-B Weld has also relocated its corporate headquarters to the northern part of the city.

We’re in conversation with several other companies whose projects are waiting for interest rates to drop. Assuming the economy avoids recession, 2026 should be another strong year for growth, with several office, retail, and housing projects expected to advance.

Across from City Hall, the Hillcrest project, led by High Street Residential, will expand the City Springs District with new restaurants, retail, apartments, and townhomes. Our slogan last year was “Survive 24 and thrive in 25,” and that’s exactly what we’ve done. We’re optimistic 2026 will be even better.

How would you describe the current state of the city’s retail landscape?
It’s always a challenge. Many thought online shopping would cripple brick-and-mortar retail, but it hasn’t. Between 94% and 96% of our retail space is occupied. It’s not always the highest and best use, but there’s very little vacancy.

We’ve seen strong restaurant demand, especially from operators in Buckhead and West Atlanta looking to move into Sandy Springs. There are seven or eight restaurants currently eyeing space in the City Springs area.

We want to expand restaurant and retail options in the north end, but available space is limited. City Springs 2.0 and the High Street Residential project will add much-needed retail capacity.

The challenge now is affordability. Retail space costs over $40 per square foot, which is pushing some legacy businesses, particularly restaurants, out of their locations. Demand is strong, but we want to protect long-time operators who’ve served this community for decades.

Some shopping center owners appear to be increasing rents to align lease expirations and prepare for redevelopment. Redevelopment is necessary, but we want to balance it with keeping beloved local businesses. We’re working to help these businesses find affordable alternatives while encouraging property owners to modernize older centers. It’s a delicate balance, but one we’re committed to managing.

We also just approved a lease with Summit Coffee to occupy the historic Williams-Payne House, which we moved from Dunwoody years ago to preserve it. It sat vacant for some time, and this will bring it back to life as a small coffee shop, the first retail use tied to City Springs 2.0. It’s a modest project but symbolically important, signaling the start of that next phase.

In a competitive metro like Atlanta, how does Sandy Springs distinguish itself?
As in real estate, it’s all about location. Sandy Springs sits at the intersection of Georgia 400 and I-285, two of the state’s most important highways. The Georgia Department of Transportation has invested heavily here, improving mobility, and those upgrades will continue over the next decade.

That access is a big reason why so many corporations stay or relocate here. Our business districts, particularly the Perimeter Market, are easier to navigate now, and four MARTA stations serve the city, providing direct access to the airport and other parts of the metro.

The center of gravity in metro Atlanta has shifted north. Sandy Springs sits at the heart of that shift, surrounded by universities like Georgia Tech and Georgia State, making talent recruitment easy. Corporations can draw from across the metro, from Midtown and Buckhead to northern suburbs, without the logistical headaches of downtown.

Beyond convenience, quality of life matters. Our residents enjoy concerts on the green, theater productions, and performances by the City Springs Theatre Company, which stages Broadway-quality shows. The holiday season kicks off with concerts like Straight No Chaser and a full lineup of seasonal events.

Roswell Road has become “Restaurant Row,” with more than 120 restaurants within two blocks from the city limits to the river, representing cuisines from around the world. That cultural vibrancy, combined with accessibility, makes Sandy Springs an ideal place for professionals and families alike.

What is your long-term vision for Sandy Springs, and what will success look like over the next few years?
Our focus is on maintaining and enhancing quality of life. We want Sandy Springs to be a place where people can raise their families, grow through every stage of life, and comfortably retire without having to leave.

We’re proud of how many residents have done exactly that, and we’re working to expand those opportunities. We’re also committed to being an inclusive community where everyone feels welcome, safe, and engaged.

Ultimately, we want Sandy Springs to be a place full of experiences and things to do, see, and enjoy, so that people can’t help but want to live here and become part of our community’s fabric.

I think our reputation speaks for itself. A New Jersey-based organization recently reviewed 19,000 cities, towns, and villages across the country and ranked Sandy Springs as the 37th most envied city in America and the most envied city in Georgia.

It’s not envy in the negative sense, it’s recognition that this is how to do it right. Everything we’ve discussed contributes to that quality of life.

We’re also one of the safest communities around. While most cities struggle to fill police positions, we have a waiting list of officers who want to join our department. That says a lot about both the city and our police organization.

Most municipalities would be happy just to meet their budgeted staffing levels, but we’re fortunate to have a full complement of officers and additional candidates eager to serve. That’s rare, and it speaks volumes about the kind of community we’ve built.

Mike Mason, mayor of the City of Peachtree Corners, described the extensive work underway to develop the City, as well as the investment and partnerships formed to further the success of local businesses, namely through the opportunities presented by the Curiosity Lab and accompanying high-tech companies. “Live, work, and play has been the major goal of our community since the city’s birth,” he said, in an interview with Focus:.

What are the main sectors or industries driving growth and employment in the city of Peachtree Corners?

Peachtree Corners is prospering today, and our residents have positive feedback. People will tell us that we are doing a good job and that they like what we are doing to make the city more attractive. There is also a great deal of residential development taking place, with multiple apartment and townhome deals in the pipeline or being actively pursued. In March of 2022, North American Properties purchased the Forum, a 500,000-square-foot retail space that was suffering from the online shopping trend. It was important that the City worked with them to help determine options that were available to best redevelop the property.  Since their purchase, they have filled empty storefronts, built inviting public spaces, and revitalized the entire development.

High tech is also present; Intuitive Surgical is building its East Coast headquarters here. The 30-acre facility produces robotic surgical devices and is ramping up to create a total of 1,200 manufacturing jobs for the community. 

I am also proud of our Curiosity Lab, which is an incubator for technological testing,  development, and demonstration. There is a great deal of office and R&D space available with a three-mile autonomous vehicle test track and smart city infrastructure technology.

How are private-public partnerships (PPP) bringing economic development to Peachtree Corners?

They are essential to getting a city started. At Peachtree Corners’ inception, we learned a lesson from Sandy Springs. While they hired vendors to assist with their startup, we utilized PPPs because they allowed us to have a small number of city staff and establish the city at a faster rate. Public-private partnerships are how the Curiosity Lab works, and we’ve implemented this model into all our operations. We view our relationships with local companies as partnerships. To be successful, we want to make sure these businesses know they are not operating on their own and that we are just as invested in their success as they are. When we first started the Curiosity Lab, it was an autonomous vehicle track that we would offer for testing. Companies would provide positive feedback along with suggestions. We responded by trying to incorporate every requested amenity and by bringing in new partners, like high-end camera manufacturers.

How is the city balancing economic growth and a thriving business environment while maintaining quality of life for its residents and citizens?

Quality of life is why we created the city. We wanted to make decisions about our priorities, and the most popular undertaking so far is the Town Center. A developer owned property in our downtown area and stated that they wanted to put in a few hundred apartments, and this threw the community into an uproar. They had a right to develop there, but the city bought the land instead. This was the first time in our area that a city had spent that much money on a piece of property to influence the trajectory of the city. We weren’t sure what we were going to do with it — only that the community did not want the proposed development. This created our Town Center, which was part of the birth of the city. The city did not have an established downtown area, but with The Forum and Town Center, we now have an attractive entertainment, shopping and dining district, connected by our iconic pedestrian bridge.

Quality of life has been enormously influenced by having the Town Center and maintaining amenities such as sidewalks and freshly paved roads while working toward the construction of 11.5 miles of multi-use trail around the inside of the city. These efforts also serve to increase property values, which makes our residents happy.

How does the city’s geography play into attracting business and investment?

Our geographic location is a massive plus. The local highway system is shaped like a baseball catcher’s mitt, with the intersections of Highway 141 and Peachtree Industrial Boulevard, and Peachtree Corners is situated in the middle. We also have immediate access to I-85 and I-285. We are located 20 miles from downtown Atlanta and 30 miles from the busiest airport in the world. This makes Peachtree Corners a premier destination for travelers to visit, and businesses to relocate. 

What makes Peachtree Corners an ideal place to live, work and play in? 

One of the pioneers of the phrase “live, work and play” was Paul Duke, who was instrumental in developing Peachtree Corners and the surrounding area. Our city was planned so well that we still benefit from the original cityscape plans. The idea is that people wanted to be able to live, work, and play in the same area. Previously, jobs were located downtown, people lived in the suburbs, and interstates connected the two. Live, work and play has been the major goal of our community since the city’s birth.