In an interview with Focus:, Natasha Hampton, Riverdale city manager, discussed the city’s economic momentum, infrastructure priorities, and vision for growth, highlighting beautification efforts, small-business support, and partnerships as key to the city’s development. “Stabilizing the city internally is critical, ensuring great minds fill key executive positions,” she added.

What have been some significant milestones or achievements for the city over the past year?

Over the past year, the City of Riverdale has experienced a period of intentional stabilization and strategic momentum. Since I assumed the role of City Manager in February 2025, our focus has been on strengthening the City’s financial foundation, modernizing internal operations, and positioning Riverdale for long-term, inclusive growth.

One of our most significant milestones was passing a balanced FY2025–FY2026 budget despite inheriting a $3.5 million General Fund deficit — accomplished without a property tax increase and without increasing operational costs. Importantly, that budget also reflected our values by including targeted cost-of-living adjustments, providing 5% increases for employees earning $49,999 or less and 3% for employees earning $50,000 or more, reinforcing our commitment to workforce equity and retention.
We also modernized the City’s financial governance by adopting new Debt Management, Fund Balance, and Investment policies, strengthening internal controls, and transitioning to 100% electronic payment processing, significantly reducing operational risk. Through strategic investment restructuring, we increased annual interest earnings from a nominal amount to over $200,000 annually, creating new non-tax revenue to support City priorities.

From a growth and community impact perspective, the City secured $35 million in SPLOST funding, Riverdale’s largest capital request approved since the program’s inception, to advance transformative projects including a new Administration Building, a state-of-the-art Sports Complex, and a mixed-use Town Center development. We also completed the county’s first ADA-accessible playground, expanding inclusive recreational opportunities for residents of all abilities.

Equally important were investments in leadership and partnerships. We strengthened organizational capacity through key executive appointments, completed Phase I of an organizational assessment, and expanded regional and global engagement. This included representing Riverdale and Clayton County in Tokyo and Osaka, Japan, supporting future developer recruitment and economic development, while deepening partnerships with Aerotropolis Atlanta, Clayton County, the Council for Quality Growth, and the Clayton County Housing Authority.

Collectively, these milestones reflect a year defined by disciplined leadership, people-centered decision-making, and purposeful progress — laying a strong foundation for Riverdale’s next phase of growth.

What is the state of the city’s economy, and which sectors are leading its momentum?

Riverdale’s economy is gaining momentum through a combination of strategic location, targeted investment, and intentional alignment with regional growth drivers. As a community directly adjacent to Hartsfield-Jackson Atlanta International Airport, one of the world’s most important economic engines, Riverdale is uniquely positioned within the Aerotropolis ecosystem to benefit from logistics, hospitality, business services, and global connectivity.

A key sector driving current and future momentum is sports tourism and recreation-based economic development. With the City advancing a state-of-the-art sports complex and investing in recreational infrastructure, Riverdale is positioning itself to attract tournaments, regional events, and visitor spending that support hotels, restaurants, and local businesses while enhancing quality of life for residents. Sports tourism allows us to compete regionally while creating repeat economic activity that extends beyond single events.

Small business development is another critical pillar of Riverdale’s economic strategy. We are focused on creating pathways for local entrepreneurs to participate in City procurement, capitalize on increased visitor traffic, and grow alongside larger development projects. Efforts to establish B2B procurement opportunities, support minority- and locally owned businesses, and align zoning and development with neighborhood-scale entrepreneurship are helping ensure growth is both inclusive and sustainable.

At the same time, Riverdale is laying the groundwork for mixed-use and commercial development near key corridors and Town Center, leveraging airport proximity and regional partnerships to attract developers, restaurants, and service-oriented businesses that strengthen the City’s tax base without overburdening infrastructure.

Overall, Riverdale’s economy is transitioning from reactive growth to strategic, sector-driven momentum — anchored by airport-related opportunity, fueled by sports tourism, and sustained through intentional small business development. This balanced approach positions the City to compete regionally while ensuring economic benefits are felt locally.

In what ways are beautification efforts contributing to economic growth, community revitalization, and improved quality of life?

In Riverdale, beautification is viewed as a strategic investment, not an aesthetic afterthought. Our approach intentionally links physical improvements to economic vitality, neighborhood stabilization, and community pride — recognizing that how a city looks directly influences how it is experienced, invested in, and valued.

One of our key efforts has been pursuing Community Development Block Grant (CDBG) funding to support commercial and residential façade and roof improvements. These targeted investments help extend the life of existing structures, support small businesses, stabilize neighborhoods, and improve the visual and economic appeal of key corridors. When property owners are empowered to reinvest, it strengthens the local tax base while preserving community character.

Programs like Keep Riverdale Beautiful play an equally important role by fostering civic pride and environmental stewardship. Through cleanup initiatives, community partnerships, and education, the program helps create cleaner, more inviting neighborhoods — conditions that support public safety, encourage foot traffic, and reinforce resident and business confidence in the community.

Additionally, the City’s SPLOST-approved, citywide wayfinding signage initiative is a critical component of our beautification and economic development strategy. Wayfinding improves navigation, enhances the visitor experience, supports local businesses by increasing visibility, and reinforces Riverdale’s brand identity — particularly for visitors traveling through the region and those connected to airport and sports tourism activity.

Together, these efforts contribute to a stronger sense of place, improved market perception, and greater community pride. By aligning beautification with economic development, infrastructure investment, and branding, Riverdale is creating environments that attract investment, support existing businesses, and improve quality of life for residents — ensuring that revitalization is both visible and meaningful.

How does the city support small businesses and entrepreneurs to drive local growth and job creation?

Riverdale’s approach to small business support is rooted in the belief that local entrepreneurs are essential to economic resilience and job creation. Our focus is not only on attracting new businesses, but on ensuring that City policies, processes, and practices actively support small business success.

A key area of emphasis is how the City procures goods and services. We are assessing our procurement practices to ensure small and locally owned businesses have meaningful access to City opportunities. This includes reviewing policies, bid thresholds, and participation requirements to remove unnecessary barriers and encourage broader small business participation in City contracts.

We are also committed to creating a seamless, business-friendly permitting process. By evaluating permitting workflows and requirements, we aim to reduce delays and administrative hardship that disproportionately affect small businesses, while still maintaining appropriate safety and compliance standards.

Additionally, the City is examining requirements — such as insurance thresholds and other cost-related barriers — that may be challenging for small businesses to meet. Our goal is to strike a thoughtful balance between risk management and accessibility, ensuring that well-qualified small businesses are not excluded due to barriers that can be responsibly addressed or phased.

Collectively, these efforts reflect Riverdale’s commitment to being intentionally small business–friendly. By aligning procurement, permitting, and policy with the realities small businesses face, we are positioning Riverdale as a premier city for small business development, where entrepreneurs can start, grow, and create jobs within a supportive and responsive local government framework.

What are some of the most pressing infrastructure priorities for Riverdale and how are they being addressed?

Riverdale’s infrastructure priorities are shaped by its compact footprint — just over 4.3 square miles, and its location along Highway 85, one of the most heavily traveled corridors in the region. While this connectivity is a major economic asset, it also places heightened demand on roads, utilities, public facilities, and pedestrian safety.

One of our top priorities is modernizing core infrastructure to support both daily traffic volumes and long-term growth. The City has advanced more than $4 million in planned roadway and infrastructure improvements across key corridors, including Church Street, Valley Hill Road, King Road, and neighborhoods in every ward. These investments are designed to improve safety, reduce congestion, and enhance mobility for residents, businesses, and visitors traveling through the city.

Another critical priority is ensuring that public facilities keep pace with service demands. Through the SPLOST program, Riverdale secured $35 million in voter-approved funding, the largest capital allocation in the program’s history, to advance transformative projects, including a new Administration Building, a state-of-the-art Sports Complex, and mixed-use development at Town Center. These projects will modernize City operations, support sports tourism, and create new economic activity without increasing the tax burden on residents.

Given Riverdale’s development pressure and limited land area, strategic growth management is also essential. The City recommended a development moratorium to recalibrate permitting activity and ensure future development aligns with infrastructure capacity, traffic realities, and the City’s long-term vision. This pause allows for thoughtful planning rather than reactive growth.

Additionally, the City is investing in citywide wayfinding signage, funded through SPLOST, to improve navigation, safety, and the visitor experience — particularly for those entering Riverdale via Highway 85. Wayfinding supports local businesses, strengthens city branding, and helps manage the flow of high traffic through a small but highly connected community.

Together, these efforts reflect a comprehensive infrastructure strategy — one that balances Riverdale’s size with its regional significance, addresses immediate needs, and positions the City for sustainable growth in a high-traffic environment.

What other aspects about the city’s quality of life, especially for families, would you highlight?

Riverdale’s quality of life is rooted in access, inclusion, and intentional investment in families. While the City is compact in size, our focus is on ensuring residents experience safe neighborhoods, supportive services, and environments where families can thrive.

Riverdale is served by Clayton County Public Schools, including multiple public schools located within the city, providing families with access to educational opportunities close to home. The City works collaboratively to support safe routes, neighborhood stability, and community environments that complement student success and family well-being.

Inclusive recreation and public spaces are another hallmark of Riverdale’s family-friendly focus. The completion of the county’s first ADA-accessible playground reflects our commitment to accessibility and inclusion, ensuring children of all abilities have safe and engaging places to play. Continued investments in parks, recreation, and youth-oriented amenities further enhance everyday quality of life.

Neighborhood safety and community standards also play a critical role. Through strengthened public safety leadership and proactive Code Compliance efforts, the City supports well-maintained neighborhoods while emphasizing education, prevention, and community engagement.

Programs like Keep Riverdale Beautiful foster civic pride and environmental stewardship, encouraging residents of all ages to take ownership of their community. In addition, ongoing technology enhancements are improving access to City services, making it easier for families to engage with local governments.

Combined with Riverdale’s proximity to major employment centers and regional assets, including Hartsfield-Jackson Atlanta International Airport, these elements contribute to a community that is connected, inclusive, and focused on providing a high quality of life for families.

How are partnerships helping elevate the city’s role in the Greater Atlanta market?

Partnerships are central to how Riverdale elevates its role in the Greater Atlanta market. As a compact city located along a major regional corridor, collaboration allows us to extend our reach, align with broader economic strategies, and compete effectively within a highly interconnected metropolitan area.

Riverdale works closely with Clayton County to ensure coordinated planning, infrastructure investment, and service delivery that support shared economic and community goals. Our engagement with Aerotropolis Atlanta further strengthens Riverdale’s positioning within one of the region’s most significant economic engines, allowing the City to align with airport-driven growth in logistics, hospitality, advanced manufacturing, and global commerce.

We also partner with organizations such as the Council for Quality Growth, which connects Riverdale to regional leaders, developers, and policymakers, helping the City remain informed, visible, and engaged in conversations shaping metro Atlanta’s future. Collaboration with the Clayton County Housing Authority supports coordinated housing and community development efforts that strengthen neighborhoods while expanding opportunity.

Beyond regional partnerships, Riverdale is intentionally expanding its global engagement. Representing the City and Clayton County in Tokyo and Osaka, Japan, strengthened international relationships that support future developer recruitment, foreign direct investment, and global market awareness — positioning Riverdale as a city that thinks beyond its borders while acting locally.

Together, these partnerships amplify Riverdale’s voice, enhance its credibility, and connect local priorities to regional and global opportunities. By leveraging collaboration, Riverdale is not only participating in the Greater Atlanta market — it is helping shape it in ways that are strategic, inclusive, and forward-looking.

Looking forward, what are your key goals for the city, and how can local businesses and residents help bring them to life?

Looking ahead, Riverdale’s goals are centered on intentional growth, operational excellence, and inclusive opportunity. We are focused on strengthening infrastructure, advancing economic development, and continuing to modernize City operations in ways that directly improve quality of life for residents.

Key priorities include delivering major infrastructure and capital projects, such as breaking ground on a new Administration Building, advancing a state-of-the-art Sports Complex, and completing roadway improvements across all wards. We are also committed to implementing the City’s classification and compensation study, investing in technology upgrades, and launching a new Code Compliance neighborhood initiative that supports safe, well-maintained communities.

Economic development remains a central focus. Riverdale aims to attract mixed-use development, restaurants, and small businesses that align with our vision and leverage our proximity to Hartsfield-Jackson Atlanta International Airport. Strengthening B2B procurement opportunities and continuing to reduce barriers for small businesses will help ensure local entrepreneurs are positioned to grow alongside larger development efforts.

Local businesses and residents play a vital role in bringing this vision to life. Businesses can engage by participating in City procurement opportunities, investing locally, and partnering with the City on community and economic initiatives. Residents can contribute by staying informed, participating in public meetings, supporting local businesses, and taking part in programs that promote neighborhood pride and civic engagement.

Riverdale’s future will be built through shared ownership and collaboration. By working together, government, businesses, and residents, we can continue to move the City forward in a way that is sustainable, inclusive, and reflective of the community we serve.

How would you describe the city’s progress over the past year, and what has helped lay the groundwork for its next phase of growth?

Riverdale’s progress is not the result of any single initiative. It is the outcome of intentionality, collaboration, trust, and shared commitment. The work we are doing reflects the dedication of City staff, the leadership of the Mayor and City Council, and the engagement of residents, businesses, and regional partners who believe in Riverdale’s potential.

As City Manager, my approach is rooted in people-centered leadership, fiscal responsibility, and intentional growth. Every decision is guided by the question of how we create lasting value for the community — today and for future generations.
Riverdale may be compact in size, but it is strategically positioned, globally connected, and forward-focused. With continued collaboration and thoughtful investment, the City is well on its way to becoming a model for how smaller communities can lead with clarity, discipline, and vision in the Greater Atlanta region.

I’m excited about what’s ahead and grateful to serve a city that is flowing and moving forward — together.

In an interview with Focus:, Jim Gilvin, mayor of Alpharetta, discussed the city’s growth as a thriving business hub while maintaining its appeal as a family-friendly community. “Everything we do is focused on making Alpharetta a place that businesses and people want to be,” Gilvin said.

What changes over the past year have most impacted the city of Alpharetta, and in what ways?

The biggest impact has been Alpharetta’s growth into a mature office and workforce location, while remaining a great place to raise a family. We have 20 million square feet of Class A and B office space that has been a foundation of economic development for three or four decades. The design of office buildings and parks has changed, and the city of Alpharetta has worked with the private sector to envision the next phase of office developments, focusing on redevelopments. 

For example, Brookside, a 155-acre office park zoned in 1997, includes multiple office buildings and a 30-acre municipal park with two miles of trails, which we’re expanding. In 2022, the city developed a plan for the Brookside corridor to retrofit suburban office parks for a walkable, connected environment. The Providence Group removed a 105,000-square-foot Class B office building and is redeveloping it for 160 for-sale townhomes.

How are you maintaining Alpharetta’s reputation as both a top place to raise a family and a strong hub for business?

Everything we do is focused on making Alpharetta a place that businesses and people want to be. When we see that people are seeking office spaces with amenities like trails that are connected by walking instead of driving, we focus on that desire from the development community and from the residents.

What transportation and other infrastructure projects are in the pipeline?

Locally, we’re spending a tremendous amount of time expanding trail networks, including connecting the Alpha Loop to North Point and the Big Creek Greenway. 

For over 15 years, as Alpharetta grew, traffic increased, so we’ve invested hundreds of millions of dollars in efficient transportation networks. We’ve tried to create less congestion and increase capacity along major corridors by spending $90 million in local money on neighborhood thoroughfares and collector streets. We’ve worked with the Georgia Department of Transportation (GDOT) as Georgia 400 in North Fulton, a key asset for Alpharetta’s development over four decades, needs infrastructure updates. GDOT is working on a $4.5 billion expansion of the Georgia 400 corridor, improving access to Atlanta or the airport, incorporating a bus rapid transit component to reduce congestion, improve efficiency, and create a better environment for everyone.

How do you collaborate with the private sector, local institutions, or regional governments to advance city goals?

Our partners are pretty extensive in North Fulton. We’ve worked very closely with the Greater North Fulton Chamber of Commerce for a long time, and that’s been a great partner in the Alpharetta area and region. 

The six cities in North Fulton and their major employers collaborated to launch the North Fulton Economic, and we’re really excited about that. It would be a regional economic development initiative and team that would include all of the cities in North Fulton, as well as Fulton County and major employers, investors, and stakeholders. That initiative kicked off in June 2025 with the hiring of the executive director to lead the new organization.

What are the top public safety challenges the city is currently addressing?

One of the things we’ve been working on, as all cities have faced challenges, is attracting and retaining police officers and firefighters. Twenty years ago, Alpharetta would have 100 applicants for a police officer or firefighter role; nowadays, we might get a handful, and not always qualified candidates. We take good care of our officers and firefighters, providing what they need to succeed. We leverage technology, using flock cameras to identify threats or incidents involving people entering our city with nefarious intent. We’ve created a community supportive of public safety, keeping this a safe place, and will continue doing so by working closely with our school systems.

How are you leveraging technology, digital infrastructure, and smart city technology to improve services and resident experience?

We would use any technology that is going to be available to us and cost-efficient to help us do a better job. We’re doing different things with our lighting systems in the city and working with organizations that help improve response times for emergency vehicles. 

For example, we work with a local company that has been developing a technology that automatically changes traffic light signals for emergency vehicles. This allows traffic to be safe, and emergency vehicles can get through an intersection very quickly and safely for everybody. It’s actually been a huge success expanding around the North American region.

In your view, what sets Alpharetta apart from other suburban cities nationally, and how do you ensure that distinction continues as the region grows?

Alpharetta has a unique blend. Many great cities, like San Jose, are technology hubs but may not  offer the highest quality of life. We’ve been intentional in creating an environment that balances being a great place to build a business and raise a family, to live and be part of the community. This has been our clear direction, and we’ve been successful, as shown by recent accolades. Southern Living ranked Alpharetta the No. 9 city in its 2024 list of the South’s best cities on the rise. Alpharetta is the No. 10 city on Market Beat’s 2024 list of America’s Top 100 hidden gem cities for startups. Niche Magazine ranked us No. 16 in the 2024 best suburbs to live in in America.

Looking ahead, what are your top priorities for the city through the remainder of your term?

We plan to continue doing what has made us successful, while adding amenities like trail networks and improving infrastructure, the basics a city needs to be welcoming and attractive to businesses and residents. One of our main focuses is the redevelopment of the North Point District, a 560-acre area we are especially excited about. It’s our top redevelopment priority, though there are other opportunities in the works.

One of those opportunities through a private developer, Alpharetta Sports & Entertainment Group, seeks to transform North Point Mall into a dynamic entertainment destination potentially capable of attracting a National Hockey League franchise. We’d love to see that come to fruition.

I’d also like to mention something my staff recently pointed out — we don’t always tout our successes as much as we should. One accomplishment we’re excited about, and that many people aren’t even aware of, is that the city of Alpharetta has been designated a BioReady Gold community by Georgia Bio, the state’s leading life sciences membership organization. This designation means Alpharetta is open for business in biotechnology. We have many spaces well suited for redevelopment in this sector, and we’d be excited to host anyone with a business in these areas of interest.

In an interview with Focus:, Tim Estes, chairman of Paulding County, discussed the challenges and opportunities brought by rapid population growth regarding sustainable growth, strong leadership, and community-driven development. “The population growth in Paulding County is one of our greatest assets, but it also presents significant challenges,” said Estes.

What have been some significant changes over the past year that have most impacted the county and in what ways?

Looking at the past year, our population has continued to grow in Paulding County. Several years ago, we were zoned as an R-2 county and have successfully brought in residential developments. Now, we need to balance our commercial and residential zoning. We are gradually changing some zoning requests to achieve this. At one time, our tax revenue was split 90% residential and 10% commercial. That has shifted slightly, and our goal is to find a greater balance.

The population growth in Paulding County is one of our greatest assets, as it continues to expand and will keep doing so. We have wonderful people and families moving here to raise their children. However, this growth also presents significant challenges, particularly for our infrastructure. Roads, existing retailers, and traffic are all affected. One of my biggest concerns is the overpopulation in our schools. We are working diligently to address these issues and are making great progress.

When I examined the figures, in 1993, the population was about 43,000 in Paulding County. Thirty years later, in 2023, the Census recorded 183,000 residents, nearly four times the population in three decades. Through the Northwest Georgia Commission, I researched the projected growth rate for Paulding County to prepare for the next 10, 20, and 30 years. Current estimates suggest we are approaching 200,000. This rapid expansion requires careful planning, and our previous administration laid strong groundwork for managing it. We have exceptional leadership in Paulding County, with forward-thinking department heads who are among the best in Georgia.

What do you see as the county’s biggest strengths as a place to live, work, and do business?

I believe our greatest strength lies in our people, our environment, and our land. We have something many counties surrounding Atlanta lack, which is available land. If we manage it wisely and act as good stewards, Paulding County will see remarkable developments, particularly in commercial and economic growth. My background is in small business and leadership development, and I firmly believe that everything rises or falls based on leadership. We have about 40 departments within the county, each led by capable individuals. Ensuring strong leadership in these roles is critical, and we have made it a priority. Another significant strength is the foundation upon which I ran my campaign: faith and community. We are one nation under God, and in Paulding County, we put God first, followed by family and community. We listen to our citizens and work collaboratively to serve them. This principle guides our decisions and fosters a strong, united community.

What types of industries, companies, or developments are you hoping to bring to the area in the coming years?

We are focusing on several key initiatives. First, we are collaborating closely with our cities, including Dallas, which recently launched an early-stage development plan for a mixed-use downtown area. This will create new opportunities for residents and businesses alike. Additionally, Paulding County has received $32 million in American Rescue Plan Act funds to improve our infrastructure, particularly our water treatment system. In 2015, we secured 404 permits to construct a reservoir, which now supplies 80% of our water, with the remainder supplemented by the Cobb County-Marietta Water Authority. This infrastructure will attract more industries and reduce costs for residents.

Several major developments are already underway. Automann, a company investing $60 million in Paulding County, is set to open soon, bringing approximately 150 jobs. Hungryroot, a meal-packaging facility, will occupy a 100,000-square-foot refrigerated fulfillment center on 14 acres and is expected to create around 200 jobs by 2026.

Our healthcare system is also expanding. Wellstar Health Care is adding a multi-level parking deck and 56 cardiac care beds to accommodate our growing population. Infrastructure improvements, such as Highway 92, will soon connect Paulding County to major interstates, further boosting economic activity.

Finally, our airport is experiencing rapid growth. We have a private airport with 30 T-hangars and a commercial side with three existing hangars and 11 more planned. One aircraft alone generates the highest tax revenue of any business in the county. Commercial permits have increased by 20% in the past year, signaling strong interest from businesses looking to establish operations here.

What workforce trends are most influencing your conversations with prospective employers, and how are you aligning local talent pipelines to meet demand?

We are actively working with our Industrial Building Authority (IBA) and Economic Development Organization (EDO) to attract and retain businesses. Teamwork is essential, especially as I rely on the expertise of our department heads and partners to ensure we have the right people in the right positions. Many existing employers are expanding, creating more job opportunities. We prioritize workforce training, such as recent mental health training for legal staff, to enhance skills and meet industry needs. Retention is also critical, and we support local businesses to encourage them to stay and grow within the county. By fostering a skilled workforce and maintaining strong relationships with employers, we ensure Paulding County remains an attractive place for business and talent alike.

What are some initiatives in place that make Paulding a great place to live and to raise a family, and a thriving environment for all the citizens of the county?

In Ecclesiastes, it says, “One cord is easily broken, but when you put a lot of cords together, you can hardly break them.” We are working together as a team. Our economic development team is working with our IBA. We have several different political parties now that are working together, and if we all pull in the same direction, we will accomplish more. As everybody works together and pulls in the right direction to make Paulding County the best place to live, I think you will see growth in commercial and residential areas.

One of the biggest things we are working on, and I have four other commissioners who are all in agreement, is reversing some unfavorable statistics and percentages in the county. We are revising our Unified Development Ordinance (UDO), and it should be coming out soon to make this a more favorable place to build and to live. Additionally, we have a new sheriff who is dedicated to making this the safest county in Georgia. People want to move where they know it is safe.

We have also concentrated on new parks. Pickleball has been introduced in some of our parks and has brought in so many people. I had no idea how many people play pickleball. We have 14 parks and recreation areas throughout the county, and from our past commissioner, we are still looking at adding two more.

We had a railroad that came through our county that is no longer operational, so we turned the railbed into a walking/bicycling trail called the Silver Comet Trail. People come from all over the state of Georgia to ride their bicycles and take hikes. It goes from one side of our county through the other and into other states. I have done the whole trip myself. It is absolutely breathtaking. If you are a bike rider or enjoy walking in nature, you need to visit the Silver Comet Trail.

What are your top priorities for the county over the next few years?

At a recent Association County Commissioners of Georgia (ACCG) training in Savannah, the class asked me, “What is your big vision for Paulding county?” I will sum it up in a nutshell: I want the paper and social media to say, “Breaking news: Paulding County is the best place to live and the best place to do business.”

Personally, I believe in keeping God first, keeping families strong, being honest, and building trust between citizens and the workers in Paulding County. When I first decided to get into politics, which I did not originally want to do, as I am a business owner, not a politician, I found that many citizens had lost confidence in our government. Our government was designed to have godly and biblical insights, and we have gotten away from that. My goal is to bring that back as one nation under one God.

Another goal is to build trust, which is one of the hardest things to do. But if you are truthful and do the right thing, trust will come. And there are small, low-cost things that you can do in the meantime to build that trust. For instance, I have put in county suggestion boxes. That may seem small, but people love to give their suggestions. I have received over a hundred suggestions from citizens and county workers, and we have accomplished approximately one-third of these suggestions, many of which did not cost the county much money. Those little things add up to big things, and the suggestion box has been a tremendous asset in rebuilding trust in our government.

Additionally, we have one of the best financial departments in the state. When I am at ACCG meetings with representatives from all 159 counties, I tell them we have an AAA credit rating. People are amazed that we have achieved that in Paulding County. The woman who ran the finance department is now our county manager, so we are putting the right people in place to make things happen.

Currently, we have about 40 different departments in Paulding County. Right now, the state of Georgia recognizes four of them as templates to train other counties. My goal is to have all 40 departments achieve such great results that the state says, “We need you to train the other 159 counties.” That will happen, I promise you.

In an interview with Focus:, Sam Couvillon, mayor of the city of Gainesville, highlighted the city’s remarkable economic growth and development initiatives. “The outstanding investment in our downtown continues,” he said, detailing major projects transforming the community. Couvillon also emphasized Gainesville’s balanced approach to sustainable growth, and addressed key challenges like transportation infrastructure and affordable housing. “A lot of good things are happening in Gainesville. We have a promising future,” Couvillon said.

What have been the key highlights and major developments in Gainesville over the past year?

The outstanding investment in our downtown continues. A year and a half ago, the opening of a Marriott hotel drew growth to our downtown corridor. Since then, we’re up to 13 to 15 restaurants in downtown Gainesville. Investor Jeff Payne, who has already invested $90 million, is building a $15 million office building and adding a Hilton Hotel. These brands — Hilton, Marriott — provide instant credibility.

Six months ago, we celebrated the one-year anniversary of Boot Barn Hall, our concert hall. The tickets sold were purchased from 27 counties, showing how hotels, restaurants, and concert halls boost our local economy. Our downtown continues to show the growth we want to see.

From a business perspective, the I-85 business park, the largest the city owns, has attracted global companies like CJ Foodville, bringing 150 good paying jobs, and a new data center to support artificial intelligence. We’ve also seen growth in local companies like the King’s Hawaiian restaurant and Kubota, a lawn mower and tractor company, reflecting growth in both new and existing industries. A lot of good things are happening in Gainesville. We have a promising future.

What types of development projects are driving the highest demand for permits, zoning applications, and new proposals?

Three years ago, permits focused on multifamily housing around the downtown corridor. Recently, permits have shifted to single-family homes for owner occupancy, a positive change. We’ve seen many permits pulled, especially for the Gainesville Township development, which will include about 2,200 homes. This development surrounds a city-built youth sports complex, The Coop, with walking trails, creating a unique concept. While multifamily permits were common, the rise in single-family owner-occupancy homes represents good growth in Gainesville, as these residents will work for the entities previously mentioned, contributing to sustainable development.

How is Gainesville addressing the city’s housing needs, particularly affordable and workforce housing, as it continues to attract new businesses and opportunities?

We’ve added over 240 affordable housing units with the Gainesville Housing Authority, including subsidized and below-market-rate housing. We’ve broken ground on 80 more units, and our City Council has approved a development for another 90 units, totaling around 500 units during my tenure as mayor. While impressive, this only scratches the surface of the need in Gainesville and other communities. This isn’t just about low-income housing, it’s for policemen, firemen, and teachers. Starter homes are no longer $100,000 or $200,000; they’re now $350,000 or $400,000. Maintaining an inventory of affordable housing is critical, and we’ve worked hard to address this.

Are there specific sectors or industries the city is actively working to attract or support through economic incentives or infrastructure investments?

We don’t target a specific industry but focus on key factors. In 2013, we asked companies, “How many jobs are you bringing?” Now we ask, “How many jobs are you bringing? What kind of salary is it paying? What kind of benefits are they getting?” With automation in manufacturing, a company that once brought 200 jobs may now bring 60 or 70. We see this as positive because it brings investment without overburdening schools, which struggle to accommodate rapid growth. We aim to attract good-paying jobs with benefits, prioritizing automation to avoid an overwhelming population influx.

What recent public-private partnerships have been established in Gainesville, and how do they align with the city’s strategic priorities?

The biggest development in Gainesville over the past year involves our old 1970s mall, a 54-acre site purchased two years ago. We announced a partnership with the developer to demolish the mall and build a modern shopping and residential area, a $400 million investment. The city is supporting this through a TAD zone (tax allocation district) to incentivize the project, exemplifying public-private partnerships. The mall, once thriving with 75 or 80 stores, now has only 10 or 15, making this redevelopment crucial. We’re excited and expect groundbreaking by year’s end.

How has your background in the employee benefits industry and private sector shaped your approach to city leadership and economic development?

As a pro-business politician, I focus on managing growth effectively, recognizing its importance. Recently, someone complained about traffic in Gainesville, but I noted many Georgia communities would envy our “problem” of being crowded, as they lack growth. I’m mindful of the moving parts required for growth, including having a premier health system, as people won’t relocate without hospitals and doctors; top-notch schools, with the Gainesville and Hall County public school systems excelling, plus Lakeview Academy for private education; and parks and recreation, which show investment in people, as families consider where kids will play and learn. These elements — healthcare, education, recreation, and a pro-business stance — attract business and make Gainesville appealing. This model could benefit other communities across the state.

How is Gainesville ensuring that its growth remains sustainable and inclusive for all residents as the city continues to expand?

Managing growth is challenging, especially for infrastructure. Last fall’s transportation sales tax failed, so we must creatively use tax dollars to improve corridors, streets, and traffic flow. We need to manage growth for everyone, involving the housing authority as we do that. It’s not just about developments like the 2,000-home Gainesville Township, we also need attainable housing. Focusing only on attracting engineers for manufacturing while neglecting workers leads to failure. We must balance all priorities. We’ve done well overall but are behind on transportation needs. Recently, I met with a state legislator to secure more funding for local roads and bridges. It’s challenging, but it’s what we were elected to do, and we’re addressing it.

How are Gainesville’s city departments, such as planning, code enforcement, and building inspection, collaborating to enhance the development process?

I take pride in Rusty Ligon, our community planning and development leader. Developers from metro Atlanta — Alpharetta, Decatur, Roswell — say we’re the easiest to work with, issuing permits quickly. Rusty’s philosophy is to work toward “yes,” understanding developers’ goals, and finding solutions, fostering coordination among departments to encourage investment in our community. While some Georgia communities take six months to issue permits, Gainesville is organized, concise, and supportive, attracting developers. For investments worth millions, we can move from first meeting to investment in six months, unlike other places where permitting adds another six months, stretching the process to a year or more. Our approach genuinely encourages business, which is key to our successful growth.

How do Gainesville’s modernized tech tools like GIS and Accela improve the experience for developers and business stakeholders?

Technological improvements streamline processes for developers and businesses in Gainesville. They offer a single touchpoint where applicants enter information once, automatically routing it to all relevant departments. This system makes the process more manageable, eliminates redundant paperwork, and ensures applicants are in the system across all departments. Beyond our helpful staff, this technology simplifies doing business, enhancing ease of investment. We invite potential investors to experience firsthand how easy it is to work with our community.

What major challenges or obstacles is Gainesville facing, and how is the city working to address them?

Transportation is our biggest challenge after the failed transportation sales tax, which would have generated nearly $100 million. Without that funding, we must get creative, exploring options like working with state legislators and federal representatives to secure grants, making smaller-scale improvements, such as added turn lanes and intersection upgrades instead of major bypass projects, and implementing incremental changes. Growth increases transportation demands, and while we can’t make sweeping improvements immediately, we’re committed to finding solutions through partnerships and strategic smaller projects to address this challenge.

In an interview with Focus:, Kali Boatright, president and CEO of the Greater North Fulton Chamber of Commerce, discussed its approach to economic development in the region, and its success in that regard. “Over the last couple of years, we have started talking about the fact that it’s important to own our narrative as a region and be able to brand and tell the story about what this region is focused on,” Boatright said. 

How would you describe the North Fulton region?

North Fulton is a region that has been very growth-oriented, and it has been very successful for many years, due to great schools, wonderful amenities, and terrific business opportunities. Over the last couple of years, we have started talking about the importance of owning our own narrative as a region to truly be able to brand and tell our own story about what this region is focused on. 

We’re a little bit different in that we are not an entire county. Fulton County is enormous. In North Fulton, there are six cities. Those cities, as you come up GA 400, are Alpharetta, Johns Creek, Roswell, Milton, Mountain Park, and Sandy Springs. The growth of those cities individually has been tremendous. Each of those cities has a very specific culture, which is one of the most important things about this region. They are not a group of cities that look the same, and there is not a cookie-cutter mentality.

What are the main goals of the chamber in those cities and the region?

Our cities have their own individual focus from a residential standpoint, a community standpoint, a cultural standpoint, and from a business standpoint. We have not taken the opportunity to brand that as our greatest strength and tell our own story. We’ve been pushing toward the launch of the North Fulton Economic Alliance and made that a reality this year. The Alliance is focused on three very specific things. Goal one is the branding and marketing of the region. Being able to tell our own story, not just outside of our community here, but also globally — as we attend conferences, as we’re working and collaborating with our partners in metro Atlanta and statewide — and being able to augment what they’re already doing to market this region, which is a powerhouse in the state.

Goal two is focused on workforce and talent development. First, how are we using our brand to recruit talent, and working with our colleges and universities and our companies to grow our own talent to fit roles that make sense in North Fulton. Our region focuses on major industry areas like technology, healthcare, aerospace, and bio-life sciences, just to name a few. We need to look at how we are working to convene people around talent and make sure that we’re focused on the right items in terms of education, apprenticeship, internship models, all those pieces are wrapped up into goal two.

Goal three is regional economic development. How do we collaborate as a region, working together within all the economic development entities? Each of those cities has fabulous economic developers. Fulton County does great work as well. We also work with the state folks. We work with so many different people. How are we a value add there, and how can we provide some continuity among so many entities? Those three goals are what drove the idea to stand up the North Fulton Economic Alliance.

What are the overall goals of the chamber on the workforce development side?

We have hired the first CEO of the North Fulton Economic Alliance Rich Johnson. Now we are actively working to hire somebody who is focused specifically on workforce and talent development. A third person will be focused on business retention and expansion, working with our economic development partners at that level.

We have several companies in North Fulton who have excellent internship programs already. If you look at companies like Jackson Healthcare, Frazier & Deeter, Fiserv or LexisNexis, there are a good number that are doing well with their programs.  We want to bring an expert in on the team who can focus on bringing those companies together in a roundtable situation to talk about the success of their internships, model what is successful for them, and then bring in others to learn from that same model by the people who are already doing it. We want to be able to bring these leaders together to be able to train one another. And then they tell two people, who tell two people. And you’re organically, in a focused way, growing the workforce opportunities. What we do know is that college students who intern or apprentice at businesses will likely be offered those jobs and come back to work for them.

It’s also about working with our schools in the K-12 system. We work very closely with our superintendent and with the staff through Fulton County Schools on making sure that the students — given their curriculum, and the things that they’re being trained on and hearing about — are great assets when they get out of school.

We also continue to focus as a chamber of commerce on things like our Emerging Leaders program, where we work with our high-school students annually in this leadership program.

What do you see as an opportunity for the chamber in the near term?

I have been giving a lot of thought to the aging population and the silver tsunami that is hitting us already. Folks who have all this amazing institutional knowledge, who are leaders of corporate operations, public and private, are starting to retire. Some of our amazing legacy leaders such as a former chairman of our board, former rotary presidents, and community-engaged leaders — are retiring, as they should. They’ve done an amazing job. It is their chance to go celebrate and relax and enjoy what they’ve grown through their lives. As I see that increasingly, I think that chambers of commerce need to be a place where we’re able to not just capture that institutional knowledge, but also really make sure that those folks stay engaged and have a third place to be able to come and share with the incoming generations. I want to keep them engaged as a first step.

In an interview with Focus:, Kristin Winzeler, executive director of True North 400, discussed infrastructure priorities, evolving work patterns, and the power of partnerships driving North Fulton’s growth. “Everything we do depends on strong partnerships. It is important our partners see our value and know we are here to help them succeed.”

What developments in the region have most influenced the priorities and operations of the CID since you stepped in as executive director?
It has been a busy year for us. Typically, summer would slow down, but that has not been the case, which is exciting. There is a lot happening. I have been with the CID for about 13 years, starting as a project assistant. 

Our organization has been around for more than 20 years. We rebranded in 2023 during our 20th anniversary to better tell our story as True North 400. For a long time, many people did not know what a CID was, which, in some ways, worked in our favor. We got a lot done during that time.

Since 2003, we have invested about $30 million, leveraging around $217 million in total investment. We focus on infrastructure improvements and economic development for our commercial property owners. We do not tax residential properties. Our board, made up of paying members, sets priorities based on what the district needs.

Today, there are about 30 CIDs in metro Atlanta. We are one of the older ones and bring in just under $4 million annually, which we reinvest in infrastructure. Often, we are the first to invest, covering design costs that help secure state construction funding that otherwise would not come to our area.

Sometimes we provide last-mile funding. Right now, for example, we are contributing $1.5 million to the Encore Greenway Park and Gateway project, adding a new connection to the Big Creek Greenway, which is a popular amenity in North Fulton.

We are also investing in a major economic development initiative with the Greater North Fulton Chamber and have always supported their work. Between new projects, strong partnerships, and our leadership transition, it has been a busy but positive year, and there’s more to come.

What are some of the most critical infrastructure investments needed to attract and retain businesses in the corridor?

There has been a big shift. Ten years ago, our work focused on road projects and new connections, with some sidewalks or beautification here and there.

In the last five to seven years, as reflected in our updated master plan, the focus has moved toward amenities that make the area more attractive and accessible. For example, we are improving connections to the Big Creek Greenway so employees can reach it more easily.

In Alpharetta, about half of the Alpha Loop, which is similar to the Atlanta Beltline, runs through our district. We helped fund the design of the phase that opened late last year and are working on more connections through our Quick Win Program.

When we build roads now, it is not just about laying asphalt. It is about walkability and multi-use corridors. A 5-foot sidewalk used to be enough, but now the minimum is 10 feet, and 12 is preferred.

This shift connects to changes in work patterns. Remote work remains common, but there is also a push to bring people back to offices. Cities and businesses are investing to make it safer and easier for people to walk to lunch or run errands instead of driving.

All of this happens in partnership with the county, cities, chambers, and economic development groups. It is about giving people a reason to be here and making the area more appealing. It is a positive shift and rewarding to work on these improvements alongside traditional infrastructure projects.

Why is it important to provide more amenities and options for employees in the district?
People want options, and that helps attract and keep talent.

Anything that makes office environments more appealing is valuable. When employees can walk the Greenway at lunch, use the Alpha Loop to grab a meal, or bike to downtown Alpharetta after work, it makes a difference.

Safe, convenient options encourage people to spend more time in the area and support local businesses. In my view, providing these choices is key to keeping the corridor vibrant and competitive.

How does collaboration with cities and partners shape True North 400’s work?
We cannot do anything without our partners, and we know that well. We work closely with the three cities in our district, Alpharetta, Milton, and Roswell. By law, we must spend our funds and resources within our district.

Recently, we expanded further into Roswell, specifically in the Holcomb Bridge corridor. We approved funding with the city to design a new portion of the Big Creek Greenway that, for now, is just a line on a map. It is about a $2 million project, with concept and design work expected in the next year, though federal funding may affect the timeline.

Nearly all of our projects involve partnerships. Cities handle land use and decide what goes where. Our job is to help realize that vision. For example, Alpharetta is redeveloping North Point Mall, and we are supporting it by investing in nearby infrastructure like the park across the street and the Alpha Link, which will connect the Alpha Loop and Greenway.

Partnerships go beyond cities. We work with MARTA and GDOT, too. MARTA recently redesigned bus routes, and we met with them to discuss where service is most needed.

One major project is the State Route 400 Express Lanes and Express Lane Transit, the largest infrastructure project in Georgia’s history at $4.2 billion. We are partnering with GDOT on community communications and will host a groundbreaking next year.

Everything we do depends on strong partnerships. It is important our partners see our value and know we are here to help them succeed.

How do you see North Fulton’s competitive advantage evolving over the next few years?
We already have a strong competitive advantage. Compared to other areas, we benefit from a solid foundation, and our commercial area is well-developed and attractive. Our goal is to keep elevating that.

Major investments show the confidence people have in this area. A $4.2 billion project like the State Route 400 Express Lanes demonstrates that trust.

There is also a clear benefit for property owners. Properties inside the CID hold about a 25% premium over those outside. That value comes from better amenities, access, green space, and infrastructure that keep the area thriving.

The advantage is here now and will continue to grow, not just because of our work but because of the partnerships we have with cities and other stakeholders who share that vision.

What challenges or priorities are top of mind as the district continues to grow?
Our biggest challenge is making sure we do not miss the opportunities in front of us. There is a lot happening, from our own projects to major investments like the State Route 400 Express Lanes and Express Lane Transit. That brings MARTA, GDOT, the cities, and developers to the table.

We need to keep delivering value and staying ahead of the connectivity needs that come with projects of this scale. Roswell has had major economic wins recently, and more are on the way. Alpharetta is also planning a major redevelopment of North Point Mall, a landmark for North Fulton.

When these big projects come online, last-mile connectivity and how people reach these investments will be critical. We want everyone aligned to create a vision that supports growth and keeps the district competitive.

I also want to highlight the North Fulton Economic Alliance, led by the Greater North Fulton Chamber. It is an important regional effort we are proud to support. We are ready to be a strong partner to GDOT to help ensure that our investments deliver real value for our businesses and communities.

Reflecting on the past year, what have been the most significant milestones or achievements for Chattahoochee Hills?

Much of our focus this year has been on completing long-term projects that strengthen the foundation of our city. One of the biggest milestones was the expansion of Campbellton Park, an 88-acre addition to what was originally an 18-acre park, made possible by the Trust for Public Land through a Georgia DNR grant. This brings the total parkland within Chattahoochee Hills to more than 1,250 acres. Soon, residents and visitors will be able to launch a canoe on one side of town and paddle down the Chattahoochee River to another park on the opposite side, a rare opportunity in Metro Atlanta.

Our efforts remain centered on balancing preservation and thoughtful development to create long-term quality of life. Chattahoochee Hills is still in the early stages of implementing our unique zoning model, which permanently preserves 70% of our 40,000 acres as open space while allowing compact, walkable mixed-use development on the remaining 30%. Serenbe, our first and most recognized example, demonstrates how that model works in practice, and several additional communities zoned under these same guidelines are preparing to begin construction.

At full buildout, we hope to have approximately 10,000 acres of buffered, walkable mixed-use neighborhoods, 10,000 acres of farmland, 10,000 acres of preserved forests and rural areas, and about 10,000 acres of public parks and open space. Together, these areas create a structure where conservation and community reinforce each other. Our goal is to have beautiful, complete neighborhoods with every modern amenity just minutes from unspoiled countryside and real country living, something most cities can’t hope for, but our zoning ensures.

What major shifts have you observed in the challenges and opportunities for the city in improving quality of life for residents as it relates to your zoning initiatives?

One of our greatest challenges remains financial sustainability. We’re a large city by land area but have a small tax base now, so maintaining roads and essential infrastructure requires creativity and discipline. The encouraging news is that our zoning has proven to be a value multiplier — developers understand that land here commands a premium because it offers something rare: lasting access to nature and community in the same place. As our neighborhoods build out, which has very positive fiscal implications for the city.

That said, it’s not always easy. Our zoning standards are more demanding than conventional suburban models, which makes financing development more complex. It takes partners who are patient and aligned with our long-term vision. Another ongoing challenge is keeping the community engaged with that 100-year vision. It’s natural for people to move here and want to “close the gate” behind them, but our purpose is to demonstrate that we can grow without losing what makes this place special. The task is to preserve our balance, growth that serves people and protects the land, generation after generation.

Can you share recent examples of successful partnerships or initiatives that have helped foster inclusivity and business growth in the region?

We’ve been fortunate to partner with organizations and landowners who share our long-term vision for conservation and community. One example is our collaboration with the Conservation Fund, which recently acquired about 450 acres of farmland in Chattahoochee Hills. They’re implementing an innovative program that helps young farmers build equity and ultimately own protected farmland, ensuring it remains agricultural land in perpetuity. That kind of partnership reflects our dual commitment — to protect the rural character of our city while keeping it economically viable for future generations.

We’re also seeing increased interest from developers who appreciate our approach to conservation-based zoning. A leading conservation-oriented development team that has built communities in the western U.S. is now pursuing its first East Coast project here in Chattahoochee Hills. They chose this city specifically because our zoning model makes land preservation a central part of the process. These partnerships reinforce our belief that development and preservation don’t have to be opposed — they can be designed to strengthen one another.

What progress has been made in fostering business growth in the area, and what barriers still exist?

Business growth follows people, and as our population grows, so does local demand. Serenbe, the first development growing under our zoning model, now has roughly 1,200 residents, and that density is beginning to support a vibrant local economy. In just the past year, we’ve seen new medical offices, dental practices, restaurants, and small local businesses open to meet residents’ needs. Today, I can walk from my home to the doctor, dentist, school, grocery store, or any of six different restaurants — all without getting in a car. And I have dozens of miles of nature trails at my doorstep. That’s exactly the kind of walkable, mixed-use environment people want to live in, and that our zoning was designed to create.

We have yet to attract a large corporate headquarters or major employer, but that will come as our communities continue to mature. Our focus isn’t on growth for its own sake, it’s about cultivating the right kind of growth that enhances quality of life and funds preservation. When people can live, work, shop, and engage with nature within a walkable area, it dramatically reduces traffic and environmental impact. That, in turn, makes our city a model for sustainable living in the Atlanta region.

Looking ahead, what are the top priorities for Chattahoochee Hills, and what is your near-term vision for the city?

Our top priority is to ensure that infrastructure keeps pace with our growth while remaining true to our preservation goals. We’re actively working with Fulton County and regional partners to align transportation, water, and public services with where new communities will emerge. Within the next year, we expect key pieces of that infrastructure to be in place to support several new developments coming online.

Our zoning model is designed so that new communities help fund the preservation of open space — making the 70/30 system self-sustaining over time. As more development occurs under our model, each project contributes to protecting both internal and surrounding land, creating a cycle where conservation finances itself, and non-developing landowners can benefit financially via our Transfer of Development Rights (TDR) process. It’s a powerful example of how good planning can produce both economic and environmental benefits.

Regionally, we’re also challenging outdated assumptions about the south side of Atlanta. Historically, investment and high-value development have concentrated north of the city, while the south side has seen less opportunity and more industrial uses like landfills and warehouses. Chattahoochee Hills is proving that the south side can be a center for quality, high-value development rooted in preservation and design excellence. Our lot prices now rival, and often exceed, those in the northern suburbs because people recognize the value of the quality of life our zoning creates.

We’re demonstrating that growth and conservation aren’t always at odds; they can be mutually reinforcing. By holding the line on quality and staying true to our zoning vision, we’re building a community that will stand as a national model for how to grow beautifully, equitably, and sustainably.

As a key city in Gwinnett County, Lilburn is hard at work evolving and aiming to become a bigger destination in the Atlanta metro area. Smart planning, strong collaboration, and operating with minimum debt has been the foundation of the city’s success. In an interview with Focus:, Mayor Johnny Crist highlights the work that goes into making Lilburn an ideal place for families and businesses, and the value of cultivating strong relationships within the city and county.

What changes have had the biggest impact on the city over the past year?

When thinking about growth, I want our team to grow together and for there to be unity. I believe that if your team is not walking together, you will not go anywhere. The highest value in my leadership is to pull the team together in such a way that there is mutual love, trust, respect, and honor for each other.

The first year of my leadership has been devoted to building a team. Out of a strong team comes vision and other people that want to join. I want a team that is unified and aligned. In terms of growth for the city, we in the city of Lilburn have prided ourselves on running an organization that has no debt, and we take no loans — we work on a cash basis. We have enough revenue that we move through everything by utilizing the funds available. I do not want to be the leader that drives the city into huge debt only for someone else to pay it off. I prefer to treat it like my own personal finances. As a dad, it will not help my family if I live in debt and run on credit cards. Likewise, I do not want the city to do that. In terms of real estate, there is good debt, and with the economy at large we have not felt any negative impacts.

We just completed our 2040 plan and are looking 15 years into the future to plan all the different aspects of the city, so we can help guide the future development in that time span.

How would you characterize the growth and current development activity happening in the city?

In a city with long-range forecasting, there is always a sense of looking towards tomorrow. I want to build a city where I know what is going to happen and I can see it before it even gets here. Through long-range vision and strategy, we as leaders have to see what we want and what we do not want. It is people without a plan that end up where they do not want to go. Planning is crucial for any organization that wants to thrive on a mission. My mission is for Lilburn to be a destination where people from all over the metro area want to come and join in what we are doing.

The city is so lovable and walkable; it is a place where you want to be and an environment where people are enjoying themselves. Our downtown looks like a parade, with a constant stream of people strolling around — that was all intentional. We wanted a place where people are interested in the architecture and the local environment, along with its own unique identity.

What are the main economic drivers in the city?

From its beginnings in the lottery of 1820, through setbacks like the fire of 1920 that destroyed most of the business district and a boll weevil infestation that destroyed Lilburn’s economic base, cotton, in the 1920’s, Lilburn has continually reinvented itself while preserving a strong sense of community.

Lilburn’s population has grown by over 35% since 2010, and the city continues to grow with Gwinnett County. Its real estate is over 56% commercial with 4.1 million square feet of retail space, 860,000 square feet of office space, and 1.5 million square feet of industrial inventory. Top industries in Lilburn include government and other services followed by retail trade, construction, and healthcare.

The city’s primary revenue sources are taxes, licenses and permits, and charges for services. Moving forward, we intend to continue redevelopment of our central business district called Old Town while transforming Lawrenceville Highway into a highly walkable destination for new businesses and residents alike.

How is the city collaborating with other cities, counties, or the state to address shared challenges?

I believe that relationships are everything. I want to be completely connected to our county as it is the lynchpin. I want to have strong relationships with county leaders, which includes all 17 cities. I want to collaborate because that is how business is done, and it allows us to share processes and ideas that we can learn from each other.

What are your top priorities in the next two to three years?

We have county and state highways as well as city streets where we’d like to put walking trails on either side. We are having those conversations now as other cities have already done it. For the last 10 years, we have been laser focused on improving our downtown. We are not expanding our work to get rid of blighted properties — we want to bring developers in and also improve the infrastructure along Highway 29.

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.