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.

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

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

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

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

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

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

Can you comment on the leadership initiative?

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

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

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

How is the Chamber adapting to the current economic changes?

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

What key issues are the chamber working on?

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

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

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

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

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

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

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

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

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