In an interview with Focus:, Melinda Sylvester, founder, president and CEO of the Greater Georgia Black Chamber of Commerce, discussed community-building, access to capital, workforce development, and global partnerships. “We call ourselves bridge builders — we’re bridging resources to our members and communities,” she said.

What are some of the chamber’s most impactful community-building efforts in the past year?

We collaborated and published a book, The Just Man – Raised by the Drumbeats, sharing our story of trials and triumphs as we built GGBCC. A great story on workforce development and great work ethics. This book is a platform to let others know you may fall like the just man seven times, but you will be raised up again.

GGBCC was honored as the National Black Chamber of the Year for 2025, for its “Bridge Builder” initiatives and Faith & Soul News Magazine, under the umbrella of the National Black Chamber of Commerce. We’ve been honored to serve as bridge builders through our chamber.

GGBCC was one of the welcome hosts of the Quasquicentennial 125th National Business League “Sold Out” Conference in Atlanta. Hosted by the National Business League, co-founded by the National Black Chamber of Commerce and the World Conference of Mayors.

In recent years, we hosted the Denver Chamber of Commerce at the High Museum in Atlanta. They leaned on GGBCC’s “Bridge Builders” experience.

GGBCC was launched in Fayetteville. One of our most meaningful efforts occurred in Fayette County, where we helped unite a community that had long coexisted but lacked true connection.

Today, if you visit Fayetteville, you’ll see the transformation, from a thriving movie studio and the Trilith community to more Black-owned businesses throughout the county. Yes, there are still opportunities for “Bridge Building,” so we encourage you to do your part.

Fayetteville has notable residents like Rick Ross. The late Louis Gossett Jr. also once called it home, and we’ve engaged with many other influential figures: Dan Cathy, Dottie Peoples, Michael Stampley, Shelly “Butch” Anthony, III, Speech with Arrested Development, and so many others call or called Fayette County home.

Though groundwork was already in place, we simply helped build on it. What stood out most was hosting diverse events and bringing together diverse groups of residents who began to recognize their shared priorities: safer neighborhoods, better schools, and economic opportunity.

We attended meetings, advocated, attended breakfasts at the Studio Café, assisted with community communications and engagements, and built amazing relationships.

What recent partnerships or business success stories highlight the chamber’s impact across Georgia?

GGBCC takes pride and is very humbled and honored to share our success story as “Bridge Builders/mentors,” from the words of Jalen Uboh, Chairman & CEO of J.S. Uboh Global Enterprises.

Bridge Builders are essential. They are the connectors who courageously span economic, cultural, racial and generational divides to create shared opportunities and mutual understanding. In a world often divided by difference, Bridge Builders unify through vision, dialogue, and action.

Early in my journey as a young entrepreneur, a Bridge Builder saw potential in me and opened a door I didn’t know existed — connecting me to my first government contracting opportunity. That relationship became a catalyst for a $250 million enterprise.

Without that bridge, my impact would have stayed local. With it, I’ve been able to serve nationally and globally.

Your leadership at the chamber has modeled the art of connection. Through your commitment to Building Bridges, community, programs, and business development, you helped. Meeting with the governor during COVID was a pivotal moment for us to advocate on behalf of Black-owned businesses.

We shared both our successes and the challenges many of our members continue to face. GGBCC, thank you for being a Bridge Builder for so many — including me. Your work continues to echo through every life you’ve uplifted. I’m grateful to walk this journey as one of your mentees and now, a fellow Bridge Builder.

We also partnered with Shelly “Butch” Anthony III, our first board chair, who had a bold vision for his brand, This Is It! Southern Kitchen & BBQ. He didn’t just want to expand locally, he aimed to build something on par with national franchises. With our support, his restaurants are now growing beyond metro Atlanta into places like LaGrange. That kind of expansion means more jobs and greater economic impact, which is a truly meaningful outcome.

What challenges are Black businesses still facing?
In real time, I want to acknowledge that many businesses, not just Black-owned businesses, are struggling: many layoffs, closures, downsizing, etc. GGBCC feels for them as well. But to answer the question for Black businesses: Access to capital and access to contracts remains a major struggle.

During the pandemic, many Black-owned businesses closed, and many are still trying to reopen or just stay afloat. Also, workforce development, recruiting and sustaining talent, and tech access are other critical areas, as well as bridging the gap and not falling behind in the digital space, and that’s the future. Seeking more access to digital tools and training on how to brand and market effectively online.

AI is here to stay, so we need to better understand our customers and reach new ones through technology. And address the generation gap in technology. The younger and seasoned generations will be able to better communicate and engage with each other.

The Greater Georgia Black Chamber of Commerce is addressing this holistically. We look at Black-owned businesses and ask: How do we elevate, sustain and expand them? Sustainability is key and then expansion, where they can hire more employees.

That’s why we call ourselves bridge builders, we’re bridging resources to our members and communities.

We’re also working to launch a mobile tech bus that can travel across Georgia, especially to rural areas, providing digital access to our members and communities. The GGBCC mobile tech bus will bring Atlanta’s resources to other areas of Georgia and other areas of Georgia to Atlanta. 

GGBCC is currently upgrading its website to a more robust structure with better tools and resources. The GGBCC virtual tech bus is also underway. We are virtually offering more technology training, education, and resources.

I went to work for a major media company to learn digital marketing and technology firsthand. And what great resources we will be able to provide our collaborative partners. This will give them a competitive edge to reach more customers and share their stories with a larger audience.

How is the chamber working to improve financial access and banking relationships for its members?
People may say the pandemic was five years ago, but for some of them, they are trying to pull themselves up by the bootstraps. What we found during that time was that many of our businesses didn’t have relationships with banks. When emergency funding became available, banks prioritized clients they already knew, those with established financial records and personal relationships. Most businesses that reached out to us had few employees or were solo entrepreneurs.

So now, we’re building those relationships for our members. We have banking partners we can call, and we set up our businesses with real contacts they can reach out to directly. Our financial partners did go beyond assisting. Even if they couldn’t help directly, they always knew who could, and that has made a tremendous difference, with many businesses getting helped.

Now, we have to take it to the next level of relationships. It is not a one-size-fits-all.

We are working to expand our database and strengthen our relationships in the banking sector. That’s essential for long-term financial access and growth. 

How is the chamber advocating for Black, minority, and small businesses at the state and national levels, especially during these uncertain times?

I have hope. We are a people of hope, and we’re spreading that hope to Black, minority, and small businesses at the state and national levels. Like The Just Man Book: We are focusing on being “Raised By The Drumbeats!” and the soon-to-be-published book Bridge Builders.

We’re actively advocating, especially with everything happening legislatively at the state and national level. Recently, we shared “It’s Your Business To Vote! Getting businesses to vote, encouraging their employees, family, church members, customers and vendors to vote in elections — local, state and national! Business owners are trusted sources, they have the power to get more people to vote! We encourage business owners to run for office as well.

We’re on the ground at the Capitol, staying informed on what’s coming down the pipeline. We have friends who share their lobbyist information, we are a federation of the Georgia Chamber and collaborate with the Metro Atlanta Chamber. They have great resources, we are thankful for them and other chamber relationships.

Collaboration is important, no chamber should operate as an island.

The GGBCC meeting with the governor gave us insight into how the state process works.

Our advocacy spans state, local, national, and global levels. We’re part of the National Black Chamber of Commerce, which gives us a broader platform. Our relationship with NBCC spans over 20 years, from Louisiana to Georgia.

We will host a 30-minute “Bridge Builders: Win It or Winged It Wednesday!” virtual and in-person roundtable, starting at 8 a.m. It’s a space where business owners across Georgia and globally can learn about legislative issues, connect with the chamber, special guests, tell their stories, network, and share their business needs — most importantly, “Build Bridges.” Attendance will win wings at a favorite wing restaurant location in Atlanta or Georgia.

What workforce development initiatives is the chamber focused on?
We’re actively rolling out our workable workforce development series. Our focus is on preparing job seekers in Atlanta and across Georgia, whether it’s through interview coaching, professional attire support, or direct connections to employers.

Workforce is a core passion for us. As bridge builders, we aim to close gaps and help people access jobs with livable wages.

I returned to corporate America after more than 30 years away, just to learn so I could better teach. The second-largest media company in the United States gave me that opportunity. I’ve learned a lot, starting with CVs online, interviewing and especially with digital.

As a leader, it was important to humble myself and adapt — you can’t teach what you don’t know, or lead people somewhere you’ve never been, and I couldn’t rely on 30-year-old knowledge.

What role does the chamber play in fostering international business opportunities for Black entrepreneurs and small businesses?
We’re actively building global partnerships. Right now, we’re working with Kenya and other countries, as well as opportunities with J.S. Uboh Global Enterprises.

Our family foundation is bridge building, thankful for my mom Theresa and dad Walter Calais, who set the example as Bridge Builders.

That passion came from my husband, Clarence Sylvester, who worked as a Senior Toolpusher across Africa in the oil industry and shared stories that inspired this vision and opportunity. Clarence also worked in Brazil, South Korea, Nova Scotia, Canada, and Mexico.

Our reach extends further: our daughter Clara teaches English in Vietnam, and our son Julius is a truck driver, who has driven across many states.

We are planning a trip to Vietnam and collaborating with the Vietnamese Chamber in Georgia. In Kenya, we’re developing an MOU with the Governor’s Office in Migori County, which holds great potential, from gold to fisheries to resort development. We’re linking local opportunities with investors and partners.

Though still in the early stages, we’re excited about the direction of our international work and partnership with the National Black Chamber under the leadership of President Charles DeBow, founded by our beloved late Harry and Kay DeBow Alford.

What are the chamber’s top priorities for the next few years?
GGBCC Tech Bus — “Meeting Businesses Where They Are”: Both Virtual and Mobile. Strengthening our relationships and “Build Bridges.” Our priority is to grow GGBCC Tech Bus organically.

We’ve already done a tremendous amount of work, and much of that momentum comes from embracing technology. That’s why we’re launching a tech bus, which is a virtual and mobile solution that brings access directly to businesses and communities across Georgia, starting with one brick at a time to “Build Bridges.”

We call this next phase GGBCC Plus. It is our digital sweet spot. Members will have business resources and relationships at their fingertips, even at 2 a.m., when many entrepreneurs are still working and thinking through ideas.

We are focusing on Rebranding and Rebuilding.

We want to bring on a virtual assistant who operates during our off hours, making us essentially a 24-hour chamber. So, if someone reaches out in the middle of the night, they’ll still get a response.

What makes GGBCC special is our response time. During COVID and the last Hurricane Helene, GGBCC was known as the first responder for businesses, bringing in our Hurricane Katrina experience. Surely, if your business is on fire, please call 911. We are thankful for our team, volunteers, and partners who continue to believe!

In an interview with Focus:, Santiago Marquez, CEO of the Latin American Association, discussed workforce development, youth empowerment, economic equity, and community advocacy. “Our goal is to continue doing this work for the next 53 years and beyond,” he said.

What were the key milestones for the Latin American Association over the past year?
This past year has been historic for us. Our overall budget reached nearly $10 million — more than double what it was five years ago when I started. That growth allows us to provide better services, which is our core mission. We also played a key role in addressing local crises. We partnered with the City of Atlanta and eight organizations to support new immigrants, whose arrival was placing stress on local resources. Being part of the solution was a meaningful milestone.

In partnership with DeKalb County, we distributed $1.9 million in leftover COVID relief funds to help residents behind on rent. We worked directly with landlords to keep families housed, and this support was available to anyone in need. Another highlight was raising $1 million at our annual Latin Fever gala — a first for us. These unrestricted funds are critical for covering operations and helping those who don’t qualify for restricted aid.

What trends are shaping your focus on workforce development?
Several factors are driving our approach. The Latino population in metro Atlanta is projected to nearly double over the next 25 years, while workforce shortages persist across sectors like construction, hospitality, and high-skilled trades. Our community is young and growing quickly. That creates opportunities to help Latinos earn livable wages through access to stable housing, food, and education.

We’re especially focused on youth. Many are U.S. citizens without immigration barriers, but they often face the pressure of supporting their families. Fortunately, there are now more pathways where individuals can earn while they learn. College was my route, but it’s not for everyone. Technical schools, vocational programs, and apprenticeships are strong alternatives, and many of these fields now involve advanced technologies and pay well. Some programs offer high school graduates starting salaries of $50,000 to $60,000, with room to grow. Our goal is to help Latino youth and adults understand these opportunities and pursue them.

How is the Latin American Association helping young people navigate career and education choices?
It’s essential to present clear, relatable information. For instance, explaining that someone with a STEM degree at Georgia Power earns $300,000 annually can be more impactful when broken down into hourly wages. Many young people understand and respond to financial realities.

My eldest daughter pursued music in college, and we supported her choice. But many of the youths we serve don’t have that luxury. They need to choose fields with immediate earning potential. Our role is to guide them, showing where opportunities lie. Many of these students are first-generation Americans whose parents may not have completed high school. School counselors are often overwhelmed, so organizations like ours can fill that gap. While we continue adult education programs like ESL and upskilling, we’re increasingly focusing on youth services and workforce development, anticipating the needs of the next 25 years.

How do you envision the Association’s future role in workforce development?

We’re at the beginning of what we hope is a broader movement. There’s growing recognition of the need for homegrown, high-skilled labor. Trades have historically carried a stigma, but with the rise of technology, those roles are becoming more attractive. College can leave students with debt and jobs that pay $35,000 to $50,000. Technical training, on the other hand, can lead to $60,000 jobs with no debt. We want to open doors for our youth, whether they want to be teachers, doctors, or entrepreneurs. Many come from families with small businesses, and they have the potential to modernize and grow those enterprises. There’s a strong entrepreneurial spirit in the Latino community. By supporting that, we can help the next generation strengthen their families’ legacies and contribute to a diverse and dynamic economy.

How does the Latin American Association approach advocacy?
Advocacy is central to our mission, and we approach it carefully because of our 501(c)(3) status. The most powerful form of advocacy we offer is providing consistent, high-quality services to the community. Beyond that, we collaborate with groups focused on issues like immigrant workforce advancement. One key effort has been supporting legislation to streamline licensing for professionals with foreign credentials, particularly in healthcare, where shortages are urgent.

We also advocate for in-state tuition for DACA recipients. In Georgia, many must still pay international rates, which puts college out of reach. We’ve taken a public stance on this because it’s a commonsense issue that most people support. We’re selective about when to speak out, but if legislation threatens our community, we respond. Our advocacy is also relationship-driven — we’ve built strong ties with leaders across the political spectrum, from the governor and mayor to local officials. These connections are based on trust, mutual respect, and open communication. Above all, we prioritize protecting our ability to serve the community. That’s the heart of our advocacy.

How is the economic landscape affecting Latinos, and how is the Association responding?

Uncertainty is the word that comes to mind. Early this year, we saw employers start letting workers go. Some individuals came to us after losing jobs due to issues like unverifiable Social Security numbers. It’s unclear what triggered these changes, perhaps a shift in E-Verify enforcement, but the result has been job loss and instability. The essential workforce, which includes many Latinos, was already struggling before COVID. They were the ones keeping things running, working in food production, grocery stores and other critical sectors, often without health insurance. They still haven’t recovered.

Now, on top of that, families are facing inflation and a worsening housing crisis. Affordable housing in metro Atlanta is virtually nonexistent. Many Latinos moved from the city to the suburbs for affordability, but now even those areas are out of reach. We’re seeing signs of homelessness that are not always visible, but real: encampments, couch-surfing, multiple families living together in small spaces. The core issue is livable wages. Our role isn’t to pressure employers, but to prepare our community to access higher-paying jobs. That means showing where the opportunities are and giving people the tools to get there.

Affordability isn’t coming back. Rents are rising, and demand keeps growing. In Grayson, where I’ve lived for 25 years, home prices have jumped from $150,000 to $550,000. Meanwhile, wages in our community haven’t kept up. The real work lies in preparing youth and adults to pursue sustainable careers. As more Latinos move far outside city limits, we’re expanding partnerships with organizations already in those areas. Our mission must adapt to serve a growing and dispersed population. The Latin American Association has supported this community for 53 years. Our goal is to continue doing this work for the next 53 years and beyond, as a vital part of the region’s long-term success.

Supporting small businesses and addressing community issues were key focuses for the Fayette Chamber of Commerce over the past year. “We’ve done a lot to support our small business community, and to support those that may be entering the next phase of their business life cycle,” said Leonardo McClarty, president and CEO of the Chamber, in an interview with Focus:.

What would you highlight as the Chamber of Commerce’s most significant achievements and milestones during the last year?

A few things come to mind. We submitted our application to the US Chamber to become an accredited organization. Less than 2% of chambers across the chamber hold this distinction and we believe this milestone will send a message that we are well managed, governed, and poised for growth. I am extremely pleased with the work we’ve done to support our small business community through programming focused on helping startups with new ideas, products, and services, while also supporting those entering the next phase of their business life cycle.

In some cases, that means businesses looking to transition leadership. In others, it may involve acquiring a similarly sized company and growing through mergers and acquisitions or expanding into a new market. Suffice it to say, I am extremely proud of the work we have done to support small businesses.

Another major area of focus has been quality-of-life issues and broader community initiatives. We’re experiencing a lot of growth in Fayette County, but we also recognize that there are issues we must continue to address collaboratively. Whether it’s transportation — how we move people from different parts of Fayette to job opportunities — or housing affordability, we need an ample supply of housing at a range of price points, particularly for those earlier in their careers and not too many years out of college.

These issues are closely tied to talent attraction, and we’ve been working in that space as well. Community development has been another major focus, and we’re proud that we also saw solid growth last year, with our membership numbers increasing.

Can you comment on the leadership initiative?

Leadership Fayette is a program we’ve had for nearly 40 years, focused on informing civic leaders and helping them engage in ways that improve and enhance the community. Each year, we typically have a class of about 25 men and women from a wide range of backgrounds and disciplines. Some come from corporate environments, others from nonprofits, education, or government, but all share an interest in Fayette County and a desire to see it continue to thrive and grow.

Over the course of seven months, participants receive in-depth exposure to education, economic development, government, and the justice system. This year, we added components focused on housing and sustainability, public health, and how the nonprofit sector supports the community.

The idea is to equip people who are already in, or moving into, positions of influence with the knowledge and perspective needed to positively impact the community.

How is the Chamber adapting to the current economic changes?

It’s certainly been a changing landscape. One of the county’s major industries is advanced manufacturing, and there’s a lot of concern right now around conversations related to tariffs. We have the Fayette Advanced Manufacturing & Industry Network that meets bimonthly and is focused on serving the manufacturing community, and we continue to refine programs that help those businesses navigate these headwinds, make informed decisions, and access timely information.

That’s one area where we’re being very intentional in our support. Another is small business. Like most businesses, we are analyzing our operations and programmatic costs to ensure that we are functioning as efficiently as possible.

Are there any other challenges that are pressing right now, apart from changing demographics?

Technology continues to have a significant impact, in at least two ways. Certain technologies may eliminate some jobs, which means people will need to be retrained, retooled, and reskilled. At the same time, new technologies create new opportunities.

For example, in a manufacturing facility, increased use of robotics may replace a role previously held by a person. But if that robot goes down or the software has a glitch, someone needs to be on site who knows how to fix it. While some jobs will be affected by AI and other technologies continue to advance, new roles and opportunities will emerge as well.

This places increased importance on education systems that help students grasp new concepts and remain adaptable, especially since many are preparing for jobs that don’t yet exist.

What are your key goals and priorities for the next two to three years?

We recently adopted a new strategic plan focused on organizational growth, business support, leadership development, and public affairs. 

Quality-of-life metrics will remain a major focus, including housing, transportation access, and workforce development. Enhancing our leadership development efforts is critical. Particularly in preparing emerging leaders to lead within their organizations and the broader community. We recognize that some business owners will be selling their companies or retiring, and many community organizations rely on private-sector leaders who volunteer their time and expertise.

Another key priority is small business development, including continuing to strengthen our small business programming. Helping to implement these ambitious goals will be our newly created 501(c)(3) Foundation. The Fayette Community and Leadership Foundation will allow us to generate additional dollars focused on community development, leadership, workforce development, and education. 

In an interview with Focus:, Alejandro Coss, President and CEO of the Latin American Chamber of Commerce of Georgia, discussed the evolving landscape for Latino-owned businesses, economic uncertainty, and the chamber’s role in fostering success. “Entrepreneurship isn’t just about starting a business, it’s about building a sustainable future.”

What have been the most significant milestones and achievements for the chamber over the last year?
We are a 27-year-old organization, constantly adapting to the needs of the business community. Our focus is on Latino-owned businesses in Georgia, and as the landscape evolves, so do we.

One recurring challenge is access to capital. In recent years, we launched a microloan fund and emphasized financial education, which is crucial for business success. Now, we provide microloans to small businesses — those unlikely to secure traditional bank loans.

We take on higher risks by investing in these businesses, and so far, the results have been promising. Everyone is repaying on time, and their businesses are growing, which makes us very proud.

How do you see the current state of Latin American-owned businesses in Georgia?
Latino-owned businesses exist at different stages, but if we picture it as a pyramid, fewer businesses are at the top selling over $100 million, while more generate under $1 million. Encouragingly, more businesses are scaling and increasing revenue.

Georgia’s Latino community is still relatively young, though that is gradually changing. We’ve seen a shift from a predominantly immigrant community to second- and third-generation generations starting or taking over family businesses. This evolution is shaping industries where Latino-owned businesses operate, influenced not only by the economic environment but also by new leadership. Additionally, we are diversifying into sectors like IT.

What role does the chamber play in fostering economic success?
Diversity, equity, and inclusion are being questioned — to put it mildly. We have always advocated for a level playing field, ensuring Latino-owned businesses have equal access to opportunities. We don’t ask for privileges, just fairness, to not be discriminated against and to compete on equal footing.

Latino-owned businesses remain underrepresented as vendors for corporate America and government contracts, despite their significant presence in Georgia. That’s why we continue pushing for equal access to these opportunities.

Unfortunately, DEI has developed negative connotations in some circles, but at its core, it’s about fairness. We remain committed to this advocacy. It’s challenging, but it reinforces the importance of our work.

We also collaborate with many individuals and organizations you’ve interviewed. Our shared goal is to open doors and ensure fair access, fair treatment, and a level playing field for all businesses.

What initiatives does the chamber have in place to support small businesses and entrepreneurs?
This is something we are very passionate about because of the entrepreneurial spirit of Latinos, and particularly Latinas. Even after many years, I’m still amazed by the creativity and resourcefulness of our community in finding ways to start businesses and generate income.

The challenge isn’t starting businesses but ensuring their sustainability. Our goal is to equip entrepreneurs with the tools to manage and grow their businesses, creating something they can pass down or sell to build wealth.

To support this, we’ve launched three business accelerator programs: ten-week courses covering different aspects of business development. Some are industry-specific, including La Cocina Latina for food service and manufacturing, La Tienda Latina for retail and B2C businesses, and Latina Emprende, tailored for Latinas in business.

We run two Latina-focused programs annually. One, Mexicana Emprende, is in partnership with the Mexican Consulate, supporting women of Mexican origin. The other, Latina Emprende, is open to all Latinas.

These programs combine classroom education with one-on-one technical assistance. Our microloan fund is linked to them, allowing us to strategically invest in participating businesses. We take on higher risks than traditional lenders, providing support both before and after loans are granted.

Latinas are particularly entrepreneurial. Many don’t set out to start businesses, they simply find ways to support their families, and in some cases, they are the sole providers.

During the pandemic, we saw many inspiring examples. One woman, a former forklift driver, lost her job and began selling tamales and menudo from home. Demand grew, and today, she owns a restaurant.

These stories remind us why our work matters. Entrepreneurship isn’t just about starting a business, it’s about building a sustainable future. We are here to ensure our community has the resources and support to do just that.

How is the current economic landscape impacting Latino businesses?
Right now, uncertainty is a major concern. Many Latino businesses, either directly or indirectly, trade with Mexico or other Latin American countries, and fluctuating costs create challenges.

Many also serve the Latino community, with industries like construction employing large numbers of Latinos and Latinas. If these industries are affected, it could impact spending in Latino-owned stores.

A key challenge is the lack of clarity on economic factors. Tariffs being imposed, delayed, and selectively enforced on certain products make planning difficult. Businesses prefer clarity — even a negative situation is easier to manage than being left in limbo. It’s not just about rising costs but also how these fluctuations impact the broader economy and consumer spending.

How has economic integration across North America influenced industries and trade relationships?

One of the most significant realities of NAFTA, or USMCA as it is now known, is the level of economic integration it has facilitated over the past 30 years. The automotive industry is perhaps the best example of this. Automakers and parts manufacturers have structured their production across the three countries as a single region, strategically distributing manufacturing operations.

Vehicles are typically produced in one or two plants per model, with some models being manufactured in Mexico, others in the U.S., and others in Canada. The supply chains are deeply integrated, with parts constantly moving across borders. Given the scale of investment in this industry, in the billions of dollars, making abrupt changes is neither practical nor realistic.
The automotive industry highlights how interdependent the economies of the U.S. and Mexico have become. Mexico’s number one export to the U.S. is vehicles, followed by auto parts. Meanwhile, the number one product the U.S. exports to Mexico is auto parts, followed by vehicles. This back-and-forth trade demonstrates how deeply integrated the supply chains are.

How are businesses navigating rising costs and economic uncertainty in today’s market?
Discussions often focus on tariffs raising prices, like avocados increasing by 25%, but the real concern is their effect on industries reliant on integrated supply chains. Disruptions make it harder for businesses to secure essential components.

Rising costs are already squeezing industries, with dining out becoming disproportionately expensive. Restaurants, for example, face soaring costs for meat and other proteins. At some point, businesses can no longer absorb these increases and must pass them on to consumers.

Economic uncertainty worsens the situation. Some businesses try to anticipate price shifts, while others adjust prices preemptively. The ability to adapt depends on profit margins — some businesses can absorb more costs, while others have little flexibility.

Melvin Coleman, CEO of Atlanta Black Chambers, spoke with Invest: about how they educate and support Black-owned businesses in the growing and diverse Atlanta economy. “The disparities and data show we have a long way to go, so we should be working together to improve the overall landscape for all people.”

What are the most significant milestones and achievements for the chamber over the last 12 months?

Founded in 2005, we are proud to be celebrating our 20-year anniversary. We were awarded Chamber of the Year in July 2024 by the U.S. Black Chambers headquarters in Washington, D.C. We are in a great place as an organization and being recognized for our hard work and what we’ve built over the past 20 years. Our membership is still growing at an accelerated pace. In January 2025, we had over 50 new businesses join, the biggest month in our history.

How do you view the current entrepreneurship landscape in Atlanta, and what trends are you seeing among Black entrepreneurs?

Atlanta is a central hub of opportunity for Black entrepreneurs because of Atlanta’s history. The environment here fosters growth for Black and other minority businesses, because that’s how the city operates. However, Atlanta is not the world. Once you step beyond Atlanta, things can look quite different. With all of the changes happening in the world, things are becoming more challenging than ever before. We have to stay focused and state our case to the decision makers so they understand where and how we need support. The disparities and data show we have a long way to go, so we should be working together to improve the overall landscape for all people. 

What industries and sectors are seeing the most growth and demand?

We are diverse in the industries that are represented in our communities. We consistently see growth in the professional service areas, particularly for real estate brokers and attorneys. Growth is evident across multiple sectors, including healthcare-related professions. Atlanta is a technology hub, offering many opportunities in the metro area because of the corporations here and what their needs are.

How do you see the business community and government engagement intersecting in the Atlanta market?

These areas are interrelated and we have to engage in the business arena while maintaining relationships with the government to move forward with our goals. These connections provide essential support, as they involve the people who can make key decisions. To benefit the community, we have to understand what the community needs and who the key people in the community are. These are the core elements to form a presence in these sectors and execute successfully.

What key issues are the chamber working on?

Access to capital is possibly the biggest challenge. We ensure our members and the broader community are aware of financing options beyond traditional banking processes. Members need to understand alternative options that may better suit their needs. CDFIs (Community Development Financial Institutions), for example, offer alternative funding, in addition to available grants. The SBA (Small Business Administration) also provides support. It all comes down to financial intelligence and knowing all of your options. If you are only aware of two possibilities instead of the full range, your chances of success diminish.

How do you view the current economic landscape, and how might it affect Black-owned businesses in Atlanta?

It has long been said that when America catches a cold, Black America gets the flu. If things are not going well in the economy, it means things are worse in the Black community. Current economic shifts are impacting the economy, and the future outlook isn’t as good. It rolls down and is amplified in already challenged communities. When consumer behavior changes and people are not ready to purchase, the impact is felt even more.

How is the chamber helping Black-owned businesses expand into national and global opportunities?

One of our differentiators as an organization is a focus on global opportunities. Over the past three years, we have built relationships across Africa, the Caribbean, South America, the United Kingdom, and Europe. We have had trade delegations over the past few years that have allowed us to connect with international entrepreneurs. Our members are traveling to the U.K. and Europe to establish relationships. We facilitate B2B matchmaking, where we are bringing entrepreneurs in different parts of the world together virtually for real discussions on synergies and partnering opportunities. These connections are being built in a powerful way.

What key skills and training programs are critical for professionals to thrive in today’s market?

We are developing a workforce development program starting with soft skills, particularly for younger members in the community to develop employable skills in communication and professionalism. We often take professional skills such as communication for granted, but they are crucial. We are launching our program later this year, targeting young professionals to help them prepare for the workforce. From a bigger picture perspective, we are addressing technology. The electric vehicle market is growing in Georgia, with Hyundai already established and Rivian on the way. These companies require specialized skills for their workforce, and getting involved in the training and development in that industry is a huge opportunity for workforce development. We are following the demand.

What are the Chamber’s top priorities over the next few years, and what impact do you hope to make in the business community?

One of our primary focus areas is contract opportunities for our members. Between the federal government procurement and corporate opportunities, billions of dollars are being spent. They are looking for and giving business to smaller businesses to provide and supply what they need. The percentage of contracts awarded to Black-owned businesses is very low, currently less than 3%. If we are able to raise that to 5% — which is still inadequate — it would translate to billions of dollars in opportunity for a community that lacks sufficient access. Our priority is preparing our businesses and advocating for them to get more opportunities with the local, state, and federal government. The representation gap must be addressed.

Caroline Whaley, executive director of the Gateway Marietta Community Improvement District (CID), spoke with Invest: about creating a welcome gateway to both the district and city of Marietta. “When our partners bring businesses into the area, they know it’s an area that is being taken care of, one where those businesses will be successful.”

What is the mission of Gateway Marietta CID, and what are some of the infrastructure upgrades or projects that have been prioritized over the last year?

Established in 2014, the Gateway Marietta CID’s goal is to encourage revitalization and redevelopment of Delk Road, South Marietta Parkway, and Franklin Gateway. Gateway Marietta CID is a coming together of commercial property owners in a set, defined area who agree to invest their own money back in the area by levying an additional tax on themselves to be spent on projects that benefit the entire community. The revenue generated is used to make improvements in a specific area pertaining to infrastructure, beautification, and public safety. There are three CIDs in Cobb County, and even more throughout the state of Georgia. Gateway Marietta CID is relatively young, just over 10 years old. We are very small in size, a 1.2-square-mile area with 76 commercial properties that contribute. This year’s contributions will amount to over $600,000 in revenue. We are smaller in comparison to other CIDs, but we like to say we are “the little CID that can.” We aren’t taking on major infrastructure projects, but the things we have done are making a big impact on our area. We develop ideas and bring partners together to make them happen. Beautification efforts include landscaping enhancements at I-75 and the corridors along Delk Road and South Marietta Parkway. The landscaping enhancements create a boulevard-type feel as you come into Franklin Gateway. We started these projects in 2014 and have been slowly working on them. This past year, GMCID invested approximately $700,000 in landscape enhancements in partnership with the City of Marietta and GDOT. The South Marietta Parkway Interchange Project was funded in partnership by a GDOT Roadside Enhancement Beautification Council (REBC) grant.

Public safety is often a priority for CIDs. How does Gateway Marietta collaborate with local law enforcement or other agencies to enhance safety in the district?

GMCID works closely with the Marietta City Police to best understand how we can offer support regarding public safety. In 2019, GMCID was one of the first CIDs to install Flock Safety mobile license plate readers.  The cameras capture the license plate number, make, and model of the car as it passes by. This information is used by law enforcement to help their investigative efforts. The cameras are linked into the regional law enforcement network to help public safety efforts more broadly. GMCID’s pool of cameras has grown from four solar-powered cameras to 13, and this past summer GMCID added four hardwired Condor 360 cameras.

What are some recent projects to enhance the district’s aesthetics or overall appeal? How do these plans fit within the CID’s Master Plan goals and objectives?

We are wrapping up a major landscape installation at I-75 and Delk Road, transforming this key gateway into a more welcoming and visually appealing entrance to the district. This project has transformed the area into a landscaped “welcome mat” for visitors entering from the interstate — and then proceeding along Delk Road, creating a parkway-like feel that aids in calming traffic.

Later this fall, we’ll be breaking ground on the Blanche Underpass beautification project, which will further enhance connectivity and aesthetics in the area. This project builds on recommendations from the 2020 Atlanta Regional Commission (ARC) study that focused on beautification and placemaking within our corridor. The Blanche Underpass Project will feature enhanced landscaping and design elements that create a sense of arrival and belonging.

All of the beautification efforts align with the CID’s Master Plan goals of fostering a cohesive and attractive environment that supports economic vitality, safety, and quality of life. Together, these projects support our broader vision of shaping Franklin Gateway into a vibrant, well-connected, and visually distinctive corridor that reflects the city’s commitment to progress and community pride.

What role does Gateway Marietta CID play in attracting and retaining businesses in the district, and how do you support local businesses through your initiatives?

Gateway Marietta CID plays a vital role in creating an environment where businesses can thrive. Our district includes 76 commercial properties. Through an active Board of Directors, composed of property owners and key stakeholders, their insight ensures that our projects align with the real needs and priorities of the business community.

We work closely with the City of Marietta, our primary economic development partner, as well as with Select Cobb and the Cobb Chamber of Commerce to attract and retain quality businesses. Our goal is to enhance the overall appeal and functionality of the district through strategic investments in infrastructure, beautification, and connectivity.

By maintaining an attractive, well-managed area, we help create a positive first impression for prospective businesses and a strong sense of pride for those already here. When our partners bring businesses into the area, they know it’s an area that is being taken care of, one where those businesses will be successful.

How does Gateway Marietta CID handle parking and traffic challenges, particularly in busy areas? 

While the City of Marietta manages most parking and traffic operations, Gateway Marietta CID actively supports projects that make the district more efficient, pedestrian-friendly, and connected. Our focus is on creating a balanced, multimodal environment that works for drivers, cyclists, and pedestrians alike.

In January 2026, the city of Marietta will break ground on the Rottenwood Creek Trail, a transformative project that will include a trailhead along Franklin Gateway within our CID. This trail will provide new options for recreation and commuting, enhancing connectivity throughout the area. Phase One will link Franklin Gateway to Life University, Kennesaw State University, and the Marietta Square, while Phase Two will extend along Delk Road, cross I-75, and connect to the Bob Callan Trail within the Cumberland CID.

By investing in projects like this, we’re not only improving mobility but also helping to create a more vibrant, accessible, and sustainable community for businesses and residents.

How does Gateway Marietta CID work with the city of Marietta to align its initiatives with the city’s broader growth plans?
GMCID works closely with the City of Marietta to understand the vision of the City and how the CID can play a role in furthering these initiatives. One example is that GMCID partners with the city of Marietta on public safety efforts. In 2019, in partnership with the Marietta City Police, GMCID installed the first Flock Safety Cameras. This partnership has been beneficial in assisting the city and its efforts to grow their network of cameras. As GMCID is working through our first Master Plan, we are working closely with the city staff, and council members to align our vision with that of the city.

What upcoming or ongoing public-private or other partnerships within Gateway Marietta CID are particularly promising or have had significant success?

One particularly successful partnership has been the Blanche Drive Underpass project, a collaboration between the Atlanta Regional Commission (ARC) and the Gateway Marietta CID. Through this effort, we secured an $80,000 grant to advance placemaking and beautification initiatives that enhance connectivity and visual appeal in the district.

Another promising collaboration is our REBC grant through GDOT, which demonstrates how we’re able to leverage CID resources with external funding to make larger, more impactful projects possible. These partnerships exemplify how we maximize public and private investment to create visible, long-term improvements within the Gateway Marietta area.

Gateway Marietta CID is involved in enhancing the overall experience for visitors. What initiatives are in place to attract tourists or encourage foot traffic to the district?

Visit Marietta serves as the hospitality arm for the City of Marietta, with Cobb Travel & Tourism supporting the broader Cobb County area. The Gateway Marietta CID complements these efforts by focusing on beautification, safety, and connectivity improvements that make the district more inviting for visitors. Through enhanced public spaces, improved walkability, and coordinated placemaking projects, we’re helping to create an environment that encourages people to explore and spend time in the area, ultimately strengthening its appeal as a destination.

How does Gateway Marietta CID measure the long-term impact of its projects on the local economy?

CIDs evaluate economic impact through job creation, business growth, investment activity, and other factors. Within the Gateway Marietta CID, business activity generates an estimated $703 million in annual economic impact, underscoring the district’s vital role in the regional economy. Our master plan is focused on understanding and supporting that continued growth.

Within our compact 1.2-square-mile area, we have over 4 million square feet of commercial space, much of which is active and thriving. Parkway Place, a Class A office development, is fully leased, one building is owned by Wellstar Health System, while the other houses a new nursing college, further strengthening our healthcare and education presence. As employers continue to bring their teams back to the office and visitors return to the area, we’re seeing renewed energy and occupancy throughout the district.

Rising property values mean more available funds for Community Improvement Districts (CID). As one of the larger CIDs in the Atlanta area, East Metro is hard at work making its district a safe and desirable place for local businesses and corporations. In an interview with Focus:, Executive Director Christopher Sanders highlights key infrastructure projects for the CID and how it is preparing for the continued growth slated for the Atlanta region.

What have been some key highlights for the East Metro CID over the past 12 months? 

Our public safety initiatives have continued to grow, especially as it relates to our partnership with FLOCK Safety, our license plate reader camera provider. We have been able to advance our beautification efforts. Thanks to increasing commercial property values in the area, we have received more funding from our members, which allows us to deploy those resources back into the community. Our focus is to help maintain or increase the value of commercial and industrial properties. Additionally, beautification and public safety are among our top priorities. We want to make sure that the public feels safe and that the area is clean and inviting for the public so they feel encouraged to come into the area.

How would you characterize the recent growth of the CID?

Our growth is always a key goal. Our focus year after year is to get more property owners involved. The best way to demonstrate this is by showing how we are utilizing the resources that we currently have in the most effective manner. Property owners can walk outside and see the work that we do. They can see our landscape crew maintaining our spaces. They can see our cameras and the impact they have in helping the DeKalb Police Department. We are constantly focused on getting more members involved by showing the impact of the resources entrusted to us by the district members. This has been our main objective.

What have been some new emerging partnerships for the CID?

One of our key ongoing partnerships is with the Georgia Department of Transportation. We have two major infrastructure projects that impact business owners in the CID. One of the projects is the I-285/I-20 Interchange. This work also encompasses the reconfiguration of a bridge located on Panola Road slated to improve the flow of traffic. We also work closely with our government partners, DeKalb County and the City of Stonecrest, to make sure that we all help each other meet our objectives to make DeKalb County the best place to live, work, and play. We also work closely with the Dekalb County Chamber of Commerce and Decide DeKalb where we connect with business and help advocate for their needs. 

What key trends are shaping commercial development in the area?

From an industrial standpoint, we are seeing strong activity in our Panola Industrial Corridor. We see the same happening in the Stonecrest Industrial Park with companies such as Home Depot and Amazon. Our strength is our location. We are a secondary route to the Port of Savannah, which is a huge advantage. Also, our proximity to the airport cannot be beat. When we have products or people coming and going, the proximity to Hartsfield Jackson Airport is a major plus. In our CID, our major areas are light industrial and manufacturing, as well as retail and small business. 

How is the region’s growth in population density shaping the CID?

The population in the Atlanta MSA is growing, which means that more people are going to need to rely on local gas stations, grocery stores, and other local businesses. Those businesses are seeing more activity due to the increasing population. There are more townhomes and detached single-family homes being developed which shows that local areas are seeing investment. This is expected to continue over the next couple of years and projections show that the Atlanta MSA will see continued population growth. We are looking forward to this growth, but it also means we have to be proactive with infrastructure projects.

What challenges are currently impacting the CIDs in the area?

CIDs need to make sure that they have qualified member properties involved in their districts. Then what follows is leveraging funds to get projects off the ground. Going after the same statewide or federal grants to fund projects is a competitive process. CIDs need to make sure that they have the most desirable and most competitive projects and that they remain lockstep with the overall vision of their boards and property owners. There is a limited amount of funds available, so CIDs need to consider how to find what they need and how to leverage resources to get projects rolling that will continue to make their areas better. 

As commercial property values rise, how does the CID ensure the benefits of the projects meet the expectations of all stakeholders? 

For us, this is a wonderful challenge to have. We have a larger landmass than other CIDs. We have to constantly communicate with stakeholders, especially if projects are happening in phases. We want to show what the current priorities are and what new projects will surface once other projects are completed. CIDs hold a long-term vision for many ongoing projects, so being able to communicate our methodology and have complete board buy-in is key.

In an interview with Focus:, A.J. Robinson, president of Central Atlanta Progress (CAP) and the Atlanta Downtown Improvement District (ADID), discussed downtown revitalization, mixed-use growth, equitable housing, and public-private collaboration. “Our greatest opportunity in the coming decade is to continue on this path and shape a downtown that truly supports the people who live, work, and visit here.”

What changes over the past year have most impacted the organizations you lead and the work they do in downtown Atlanta?
The most exciting part of the past year has really been looking ahead to 2026, when the world comes to Atlanta, as it does to most major North American cities. That has given us a clear point in time where everyone is focused on how best to present the city to the World Cup visitors arriving for eight games next June.

Atlanta is no stranger to major events. We’ve hosted Super Bowls, Final Fours, and recently a massive international soccer tournament. But this one is unique. It’s created an opportunity for everyone to rally and get things done.

This past year has been about preparing for that. Most of the activity will be concentrated in downtown, and the city, the state, and local venues are all aligned on addressing critical improvements before then.

We’re also seeing major development projects push to be ready by that time. Centennial Yards and in South Downtown, for example, are accelerating to have a good portion open before next June. Centennial Yards, formerly known as “the Gulch,” was historically neglected as it sits over a web of railroad tracks and is a challenging area of 40 to 50 acres. There’s been little attention paid to this part of the city for decades, so seeing it activated again is very exciting.

We’re also continuing long-term infrastructure efforts like the Stitch, which will cover part of the downtown highway with a green park on the northern side of our core. It’s a complex project that’s been in the works for decades, and while it has a longer timeline, we’re making meaningful progress.

So, all together, these initiatives represent the momentum from the past year and carry us into a critical period ahead.

What role has the rise of mixed-use urban districts played in shaping your approach to revitalizing downtown Atlanta?
Over the past 20 years, there’s been a rediscovery of urban Atlanta across neighborhoods like Ponce City Market, the Beltline, Krog Street, East Atlanta, West Midtown, and Downtown. The urban core is experiencing a renaissance with population growth, new development, and historic buildings being reimagined.

Mixed-use has become the model. Rarely are these standalone projects. More often, it’s older buildings being converted into retail spaces with housing above or innovation hubs. Atlanta has embraced this form of development, largely driven by young people and families moving into the urban core.

Downtown, as the oldest part of the city, fits naturally into this trend. It holds many of Atlanta’s historic buildings and character-rich spaces. As I mentioned earlier regarding South Downtown, especially, there’s a smaller-scale, mixed-use district emerging, blending tech, residential, and legacy entrepreneurial spaces that shaped the city’s origins.

This trend is now extending to suburban Atlanta. While the buildings there may not be as old, there’s growing recognition that this is what the market wants. Trails like the Beltline are inspiring similar projects, and even traditional shopping centers are being reimagined into livable, workable spaces. It’s a movement that shows no signs of slowing down.

How has the current economy impacted capital flows into revitalization projects, and what barriers remain to large-scale reinvestment?
The biggest challenge for urban cores like Atlanta is what to do with older office buildings. This is a national issue that was accelerated by COVID, remote work, and companies becoming more efficient.

There’s simply less demand for office space, especially in buildings that lack the amenities needed to compete with work-from-home flexibility. Newer buildings have the upper hand; older ones are struggling.

We’re addressing this by identifying strong candidates for conversion, whether into housing, hotels, or something else. But these conversions are costly and complex. These buildings weren’t designed for residential use, so retrofitting them takes serious planning and resources.

That’s where we’re working closely with city development partners to enhance the tools available to developers. The city has some useful incentives, and we’re advocating to expand them to make these conversions more feasible.

This is probably the most significant issue facing downtown Atlanta today, and it’s not unique, as urban centers across the country are dealing with the same overhang of outdated office space.

How is your organization leveraging public-private partnerships to advance redevelopment efforts?
Atlanta has a long history of public-private collaboration. The business and civic communities here work closely with the city, county, state, and federal governments. It’s a very open, civically engaged city.

Nearly every major project in Atlanta, from the airport to Centennial Park, the Beltline, stadiums, and cultural attractions, has involved some form of partnership between government and the business community. That’s the model we promote.

Our organization focuses on identifying efforts that neither the city nor the business community could accomplish alone. Then we help build a framework to bring each side’s strengths to the table. The business community contributes creativity, entrepreneurship, and vision; the city brings fiscal tools and a tax base to support execution.

It’s a system that works well in Atlanta. Projects like the Stitch are strong examples of public-private collaboration. Hosting the FIFA World Cup is another milestone, requiring cooperation between local businesses, the city, and the state.

Almost everything major in Atlanta has some element of shared effort, and that approach is part of what sets the city apart.

How is the organization working with others to ensure equitable housing strategies in the downtown core?
Our organization has been focused on affordability for several years. Historically, Atlanta has been one of the more affordable major cities in the South, which has attracted people seeking opportunity and growth. But that’s changing quickly. The city is becoming less affordable.

The good news is there’s strong leadership around this issue. Our mayor has made affordability a top priority, and the civic and business communities have rallied behind that goal. There has also been significant philanthropic investment aimed at increasing affordability.

The mayor set a goal of 20,000 new housing units, and we’re already more than halfway there. Like everything else, it’s expensive and complicated, but we’re making real progress.

Downtown Atlanta, in particular, is proud to be a diverse marketplace. It likely has the highest concentration of affordable and market-rate housing units in the city. Nearly every housing project built downtown over the past 10 years has included some level of affordability; sometimes with incentives, sometimes without.

We want to foster a mixed-income community. That’s reflected in the results so far, especially compared to other parts of Atlanta. While there’s always more to do, in our area, any housing project that seeks city support or incentives through Invest Atlanta must include some component of affordability.

What are the organization’s top priorities over the next five to 10 years?
Our biggest opportunity, and one we’ve been working toward for some time, is building a more livable downtown.

Historically, downtown Atlanta has served as the commercial, civic, and cultural heart of the city. It’s the postcard image of Atlanta. But despite that, it hasn’t always been an ideal place to live, even though there are housing units and major universities nearby.

We’re on a mission to change that. Our focus is on improving infrastructure across the board: roads, bike paths, lighting, parks, and services for the unhoused. Every improvement is aimed at making downtown more livable and attracting private capital to invest in new housing.

Downtown already has a strong foundation. We have a vibrant hospitality sector, major events, thousands of hotel rooms near attractions and convention facilities, and a cluster of educational institutions. All levels of government, federal, state, county, and city, are located here. MARTA provides excellent transit access, and the road infrastructure is strong.

The challenge now is making all of this more livable. We are focused on increasing density. Unlike many communities that resist it, we welcome it. We also welcome diversity and have been advancing steadily toward these goals for several years.

Our greatest opportunity in the coming decade is to continue on this path and shape a downtown that truly supports the people who live, work, and visit here.

The North Fulton Economic Alliance was created to unite the six distinct cities of North Fulton to develop a regional brand and amplify their collective strengths in economic development, talent and workforce readiness, and quality of life across the country and globally. “What was really lacking was that cohesive voice for the region in its entirety,” Rich Johnson, NFEA Executive Director, told Focus:. “We created this to bring focus and alignment — one place where the region could intentionally build a unified and compelling brand.”

What were the conditions that prompted the formal launch of the North Fulton Economic Alliance?

It has been something that’s been in the works for a couple of years, with the chamber and chamber leadership identifying the need for North Fulton as a region, encompassing six cities, to come together and to work together. Each of these cities does such amazing things. They each have such unique qualities. They’re doing just fantastic concerning recruiting new companies, for businesses that are expanding, for opportunities for education and for workforce development. So many great things are going on in each of these communities. What was really lacking was that cohesive voice for the region in its entirety. We created this to bring focus and alignment — one place where the region could intentionally build a unified and compelling brand where we could highlight these cities and all the great things that they’re doing.

Each of our six cities brings distinct strengths, but together they create an opportunity-rich region that deserves national and global recognition as a place where businesses thrive.

It’s a great place to raise a family, and has some of the top-performing schools in the state. With so many assets right here in North Fulton, we knew we had to focus on creating that unique overarching brand, bringing everybody together, being that sounding board for the community, and then helping to pool the resources that each city has to tell our story.

What is the main goal of the organization?

In addition to branding and marketing North Fulton, we’re also focused on developing the region’s talent pipeline. North Fulton is one of the most highly educated regions in the country, but ensuring our companies have the workforce to succeed tomorrow is critical. The state has built powerful workforce resources through partners like the Technical College System of Georgia, the University System of Georgia, and local schools — our role is to bring those pieces together around employer demand. One of the things that we’ve seen early on is that a lot of companies don’t even know these programs exist, that these opportunities exist. Georgia offers a deep bench of workforce programs — our job is to connect employers to those resources in a streamlined, strategic way. We want to make sure that the businesses here understand that and know that.

What are some of the challenges that you see in the region today?

One challenge is the workforce. That’s just a reflection of how things like AI are impacting businesses and what that’s going to do down the road. We want to make sure that our folks are skilled and have the tools to meet the need. Right now, North Fulton has an amazing workforce. It’s highly educated. But if we stop here, I think you’re going to look a couple of years down the road and find yourself in a gap. 

Just like many places in Atlanta, another big challenge is that infrastructure, transportation, and access to the region are obviously really important. Georgia 400 is the biggest corridor that runs right through the heart of North Fulton County. Through GDOT and others, there is work on the express lanes that are going to start here soon. Eventually, the MARTA rapid bus transit lanes will be coming through here. The 400 project is expected to be completed by 2031, which seems like a long time away. But if you wait until 2031 to start it, it’s even later. We need to invest now in the future of the region, invest now in the infrastructure of the region, because without it, I think you could find yourself crippled.

What are the main assets or differentiators that set the region apart?

When we look at North Fulton, it really is the intangibles. It is that each of our cities is so different and so distinct that there is something for everyone. That’s what makes North Fulton so great. It’s that ability to have something for everyone, and our ability to work together and make it as seamless as possible. When a new company is looking here or someone is trying to expand here, they know that they’re in North Fulton. They’re going to get leadership that is invested in their success and in the growth of their community.

It speaks volumes when somebody comes here and it’s not a painful process. It’s as streamlined as it can be.

We want to put our best foot forward and showcase what makes this place so great, and do it in a way that’s simple and easy for folks who want to move here. But I think when they get here, they’re going to find more than the right infrastructure and connectivity — they’ll find a high quality of life and a community they’d be proud to call home, where growth is just the beginning of their success.

How do you envision the Alliance evolving over the next five years?

We want to be a trusted partner at the end of the day. 

We want to help build a brand that tells North Fulton’s story, about what makes this place so great, and that when people think about North Fulton, there’s a very clear image, a very clear brand that resonates with them. 

I think that there’s really nothing but great things ahead for us. I’m looking forward to being a part of it and being the team that will help drive it forward.

Romona Jackson Jones, chairwoman of Douglas County, spoke with Focus: about striving to lead the metro Atlanta counties in growth. “We are one of the smaller metro Atlanta counties; however, we are doing big things to remain competitive. With that being stated, we have proven, on more than one occasion, that there is no room for second place,” she said.

What recent changes or developments have most impacted Douglas County, and how have they shaped your leadership priorities?

Certainly, the shift at the federal level has propelled unanticipated circumstances for county governments across the nation; however, Douglas County is known for our resilience. We pace ourselves under pressure and overcome unprecedented impediments that are placed in our way such as the COVID-19 pandemic. Recent changes related to tariffs, federal cuts and economic volatility have shaped my leadership priorities by ensuring my administration pivots to make necessary adjustments to do more with less, while doubling down on expenses and finding ways to shore up our revenue to continue providing quality services to our citizens without interruption.

What factors are driving business interest in Douglas County?

Douglas County is ideally located, future focused, and financially sound. We have superior service, flourishing infrastructure, and are economically thriving while being good stewards of the environment. Our rich history and “superior service” profile lay out the reasons why Douglas County should be the choice for business.

How is the county balancing rapid economic development with infrastructure capacity, environmental stewardship, and the livability and quality of life for residents?

Previous administrations were forward thinking and invested in sewer and fiber infrastructure in key areas of the county, which has been a significant contributing factor to my administration being shovel-ready to balance rapid economic development with infrastructure capacity and environmental stewardship. Largely, the county is growing at a very fast pace. As a result, my administration is making a huge effort to address infrastructure deficiencies, expand water reservoir capacity, build additional facilities and much more to ensure our residents have exceptional livability and quality of life.

How do both the national and regional economy impact Douglas County, and how has recent economic uncertainty influenced the county’s strategies for driving growth and opportunity?

The county’s five-year strategic plan is our playbook for driving growth and opportunity. Our strategic planning process consistently allows room for managing the unexpected. Douglas County is not exempt from the impact of the national and regional economy but nonetheless we will continue to press forward with prudent decision making with an emphasis on our priorities.

What competitive advantages set Douglas County apart from other metro Atlanta counties?

In my opinion, Douglas County’s competitive advantages are apparent by the robust growth in our economic development pipeline during the last eight years. Certainly, our economic development, Workforce Development, Elevate Douglas and Douglas County Chamber are second to none. Douglas County Sheriff’s Office deputies receive the second highest pay in Metro Atlanta. We thrive on beautification as the I-20 gateways into the county are intentional. Our school system is ranked among the best in the nation. When people ask, ‘Why Douglas?’ we point to several distinguishing pillars: ideally located, future focused, financially sound superior service, flourishing infrastructure, economically thriving, community-driven, and zero debt.

What role do public-private partnerships (PPPs) play in your strategic plan?

The role of public -private partnerships in the county’s strategic plan focuses primarily on cultivating and building a robust and sustainable business environment.

How does your administration address affordability and housing access, particularly for vulnerable populations like seniors and veterans, as demand and property values rise?

Senior housing affordability is a priority of my administration because a vast majority of our seniors live on fixed incomes. Within the last several years, numerous affordable single homes, apartment units and townhouse units have been built throughout the county to accommodate our seniors and those efforts are ongoing. Additionally, our veterans are vitally important and within the last few years my administration renovated an apartment complex specifically for veteran tenants, naming the complex Veterans Village. Furthermore, my administration welcomed the support of Habitat for Humanity with building homes in a designated location in Douglas County exclusive for veterans. The affordable housing crisis is a macro issue upon which my administration is laser focused. We are actively exploring adaptive reuse of old hotels, nd the repurposing of vacant buildings to support vulnerable populations in an effort to create more affordable living options.

Looking ahead, what are your top priorities?

My top priorities align with our five-year strategic plan. Public safety is the priority of my residents, and my administration is delivering upon the resources and equipment to meet the demands. Transportation infrastructure challenges and traffic congestion are priorities as we continue to remain competitive in this ever-changing complex environment. Economic development remains a priority, with a focus on small businesses that are the lifeblood of our community. Public health and mental health are critical issues that keep me up at night, particularly after the COVID-19 pandemic. More importantly, looking ahead, my top priorities include managing the big shift in federal cuts, tariffs, and economic volatility as my administration pivots by making necessary adjustments to do more with less, while doubling down on expenses and finding ways to shore up our revenue to continue providing quality services to our citizens without interruption.

What else is the county doing to ensure Douglas County remains competitive?

Douglas County is known for its rich history, and we consistently set the standard of excellence for county governments. Douglas County has withstood 155 years of the test of time, weathered storms, beat the odds and championed extraordinary growth and development like no other. To ensure we remain competitive, my administration will continue to strategically invest in infrastructure, elevate public safety, leverage technology for efficient modernized services, embrace transportation and mobility needs promote mental health and public access, align with housing affordability, champion beautification, while focusing on superb quality of life in order to attract businesses and residents to the ideal place to live, work and play and to call Douglas County home.