In an interview with Focus:, Vince Williams, mayor of Union City, discussed the major developments happening in the city. From building new housing to opportunities in the hospitality industry, Union City is preparing for a growing population. “We have done a great job laying the foundation of growth and stability in the city,” Williams said. 

What recent changes have most impacted Union City?

The political climate has changed a great deal, including people’s concern around many issues. In Union City, we have been focusing on what we do to provide for our community, our residents, and our businesses. We offer a sense of calm to those who are worried about what’s happening in Washington. Our economic climate, however, has really been amazing. We just passed our budget, and we are still looking strong financially, showcasing our ability to provide the public services the people deserve. Furthermore, criminal activity is decreasing in Union City, with our support for the police and fire department. 

A major focus in the city is additional housing, as well as the parks and recreation system, which is a quality of life issue a lot of people don’t focus on. We recently cut the ribbon on our very first Veterans Park, and there are two more parks that will open before the end of 2025. We’ll also have a trail system which connects to other cities’ trails. We just opened three luxury apartment complexes, and they are filling up fast. There were concerns over affordability, but we must have a mix of housing opportunities to cater to the people moving here. We were named Georgia’s fastest growing city in 2023, and the nation’s fourth-fastest growing suburb in the nation. We are now approaching a population of over 30,000 people, and with the jobs we’ve created here, people are ready to buy homes.

Another major impact, not only to the city, but also to the region, is the partnership we have with Grady Health System. Its top trauma hospital will open a facility here in 2026, providing access to quality healthcare on the south side. It has been a challenge in getting equitable access to quality healthcare, but we have joined forces with our county colleagues, the board of commissioners, and the state governor to make this a reality. The completed hospital will include an emergency department equipped with a helipad, pediatrics department, senior care, and family medicine.

We will also focus on economic development over the next few years, especially in the hospitality sector, to support small business owners. We’re excited about the growth here, and we make sure the people are taken care of.

How would the revitalization efforts support new investment and current residents?

We’re focused on our seniors. There are housing developments called active living communities catering solely for 55 year olds and above. Our senior homeowners who are 65 years old and above do not have to pay property taxes. As they’ve paid taxes all their lives, we want to free up some expenses for them and enjoy a vibrant quality of life in their golden years.

As the economy continues to strengthen, we’re focused on driving support to our small business community. There is no city that can thrive without small business owners, and there are a lot of opportunities here. During COVID, we built the budget to help those businesses, especially because we lost some of them. We certainly have partners who employ a lot of folks, like Amazon, Coca-Cola, and Walmart, and they support our community.

Which industries are you attracting for the next phase of Union City’s economic growth?

One of those areas will be the hospitality industry. Many of the hotels have been here for 25 to 30 years. We want to attract new hotels to Union City because there are a lot of people who want to come here. The FIFA World Cup will be in Atlanta in 2026, so restaurants, hotels, and retail are vital, not only for FIFA, but also for the future of Union City. We have done a great job laying the foundation of growth and stability in the city. Now, it’s time to focus on other elements that community members want to see. We want those amenities, like nice restaurants and retail stores, right here in our city. We have over $470 million cycle through our city, but a lot of that leaves because we don’t have the places to spend the money.

We will also focus on the huge entertainment opportunity here. We’re not trying to do what they do in Miami, or Las Vegas, but we need to have some venues that offer entertainment for children and families. We want different opportunities opening up to our community, where people can have a good time and enjoy a nice meal. 

How is the city preparing its infrastructure and workforce to support new opportunities?

Much of the workforce is aging, so we’ve put together a workforce development task force. Working with many of our education and business partners, we help people to focus their development with new technology coming to Union City and other parts of the region. AI is here, and it continues to grow. We have to prepare people to take on job opportunities at data centers as there’s a huge need. They support our cloud systems, which allows us to conduct business and exchange ideas. We want to engage the young people and make sure they have the opportunity to participate in jobs they are interested in.

How do you collaborate across the region with local elected leaders to align around shared goals?

Union City is in Fulton County, not only the largest county in the state, but also one of the largest counties in the country. As a member of the board of directors with the Atlanta Regional Commission, I work with many around the metro area on many projects, including infrastructure that supports Fulton County and beyond. Infrastructure is key to building new economic development opportunities in our communities. I’m also a board member of the Aerotropolis Atlanta Alliance, and we work closely to support what’s happening around the airports. Union City is an airport city, and that’s how we market ourselves because we are at the front door of the airport. 

I am also a member of many other organizations where it is important to collaborate and exchange ideas, as well as learn from your colleagues. They may have experiences and ideas on something we’re working on, which could make it simpler to navigate and execute.

What are your key priorities for Union City in the next few years?

For the next few years, the focus will certainly be on that element of hospitality in Union City, and making sure public safety is at the top of everything we do. We have a new fire station coming in early 2026. That is vital because of the growth we’ve experienced. We’re going to be renovating a lot of our public spaces. There is also a brand new sports complex that our families and children love. There will be a lot of focus on creating spaces and places where people can get outdoors and enjoy life.

Our housing stock will also be a key priority, and one of the biggest things near and dear to my heart is working on the issue around homelessness. That is a difficult task for anyone. If we collectively put our arms around this, it is something we can successfully make a dent in. We can build a system that will help a lot of people. A group of us went to Tampa to look at a model called Tampa Hope, which supports their homeless population with micro homes and wraparound services. That’s something we have to truly collaborate on for our people in metro Atlanta and beyond. 

In an interview with Focus:, Larry Williams, president and CEO of Technology Association of Georgia, emphasized Georgia’s emergence as a global hub for transformative technologies like AI and quantum computing. “Global innovators are increasingly drawn to Georgia as leading companies in technology and innovation want to be part of this thriving ecosystem,” said Williams.

What are some of the association’s most meaningful contributions to Georgia’s technology ecosystem over the past 18 months?

I believe we continue to be very impactful in what we do. Our main purpose is to connect the ecosystem of people who are driving innovation and our entire technology ecosystem. Additionally, we promote Georgia as not only one of the leading states for technology but also as a global hub of innovation. The innovations emerging from Georgia influence the world, shaping how businesses are built, processes are improved, and lives are enhanced globally.

Global innovators are increasingly drawn to Georgia as leading companies in technology and innovation want to be part of this thriving ecosystem, which includes large corporations, growth-stage companies, private equity investments, and next-generation innovators. Our education systems, from K-12 to higher education and technical colleges, play a crucial role in developing talent.

Our association hosts more than 100 events annually, ranging from grassroots gatherings like startup pizza nights to large-scale conferences such as the Georgia Technology Summit. These events spotlight current and emerging technology trends, including artificial intelligence, extended reality, and quantum computing. AI is already reshaping industries by revolutionizing how services and processes are developed, while quantum computing, which is advancing faster than many anticipate, is set to become the next major technological disruptor. A prime example of our commitment to cutting-edge insights was featuring Bret Taylor, Chairman of OpenAI and former co-CEO of Salesforce, as a keynote speaker. By focusing on these transformative technologies, we ensure our members stay informed about both immediate advancements and future breakthroughs. Keeping pace with innovation is not just about understanding today’s landscape but also preparing for tomorrow’s opportunities, reinforcing Georgia’s position as a global leader in technology and innovation. We also advocate at the state and federal levels for policies that foster innovation, particularly in workforce development.

What strides in workforce development has TAG made towards Georgia’s innovation hub?

Our association remains deeply committed to workforce development, advocating for policies that drive both innovation and talent growth. While traditional four-year degrees continue to play an important role, we recognize the need for diverse pathways into tech careers. That’s why we’ve established Georgia’s only registered technology apprenticeship program in the Southeast, creating accelerated opportunities for skills development beyond conventional education. We’re equally focused on preparing the next generation through high school internship programs in STEM and STEAM fields, giving students early exposure to technology careers. Simultaneously, we’re cultivating leadership pipelines to develop tomorrow’s CTOs, CIOs, and technology executives through targeted professional development initiatives. These efforts complement our work with educational institutions and policymakers to ensure Georgia’s workforce remains competitive in an evolving technological landscape. By bridging the gap between education and industry needs, we’re not just filling current job openings but building a sustainable talent ecosystem that will support Georgia’s position as a global innovation hub for years to come. Our comprehensive approach addresses workforce challenges at every level, from classroom to C-suite.

What specific challenges do Georgia’s tech companies face under current state and federal regulations?

At the federal level, our association actively advocates for comprehensive privacy and cybersecurity policies to protect businesses and critical infrastructure. We are pushing for a unified national privacy standard to replace the current patchwork of state regulations, making it easier for companies to operate while safeguarding consumer data. Our advocacy also focuses on strengthening defenses for both IT and operational technology systems that underpin our nation’s infrastructure. Workforce development remains a key priority, as we work to ensure policies support the growing demand for skilled cybersecurity professionals. These efforts rely heavily on strong public-private partnerships that bring together government agencies, businesses, and educational institutions. By fostering collaboration between these sectors, we aim to create effective solutions that enhance national security while supporting technological innovation and economic growth. Our work helps maintain Georgia’s leadership in developing policies that balance security, privacy, and business needs.

What partnerships are in place to strengthen your operations and the tech ecosystem in the state?

Partnerships are incredibly important for us. To help our companies grow, we collaborate with both large and small private-sector businesses, as well as educational institutions. The University System of Georgia, including Georgia Tech, University of Georgia, Georgia State University, Kennesaw State, and Augusta University, plays a vital role in driving innovation.

We also work closely with private equity firms and venture capitalists, both locally and nationally, as there is significant interest from investors in Silicon Valley, Boston, and New York in Georgia’s tech ecosystem. Our partnership with Venture Atlanta, one of the largest venture capital conferences in the country, is a point of pride.

Local chambers of commerce and business communities are essential partners, as their success directly impacts ours. Additionally, we collaborate with policymakers, including the Georgia state legislature, the Department of Economic Development, the Department of Revenue, the Department of Labor, and the Governor’s Office, to ensure supportive policies. The Attorney General’s Office is another key partner, particularly in shaping privacy standards. These partnerships collectively strengthen Georgia’s position as a global innovation hub.

What are some of the most urgent skill gaps you are hearing from members, and how is the association helping to close them?

Understanding AI and mastering its tools will be essential to remaining relevant in tomorrow’s job market, which is why talent is extremely important, and the demand for talent still exceeds the supply. There are a couple of things going on. One is how we meet the demand for technology jobs. There is a big range of the types of jobs that we need. We require everything from highly skilled, highly educated, Ph.D.-level data scientists and cybersecurity experts to individuals skilled in building out infrastructure, such as those installing fiber optic cables or working in data centers. Without data centers, there is no data, and without data, there is no AI. All of these jobs require training and a high level of education.

We are working with the private sector to understand demand and how to meet it through four-year degrees or other higher education pathways. We are also accelerating growth by training individuals in cybersecurity and preparing them through apprenticeships. Additionally, we focus on the talent pipeline starting in K-12 schools, ensuring students know there are great careers in technology. A career is more than just a job as it is a future where individuals can build, advance, and support their families.

We also help companies navigate the future, particularly the impact of artificial intelligence on the workforce. AI will be disruptive and transformational, leading to job displacement. Our role is to work with companies to redeploy resources and help individuals refocus and develop new skills. The good news is there will be jobs and opportunities, but people must be proactive in learning.

In the future, there will be two categories of talent regarding AI: creators and users. Creators, about 20% of the workforce, will develop new AI platforms and applications. The remaining 80% will be users who master these tools. Our goal is to ensure people understand how AI works and how to apply it effectively.

How can small and mid-sized companies with limited resources integrate AI into their operations?

AI is evolving rapidly, and companies must embrace it. Some large companies are afraid of AI because they do not understand it, but the leaders are those who acknowledge the need to learn. They create sandboxes and user groups where employees can experiment, share knowledge, and encourage collaboration across departments. This sharing of information is critical because AI is advancing quickly. The ChatGPT of a year ago is different from today’s version, and it will continue to evolve. Humans are not going away, and whether it is optimizing operations, enhancing customer experiences, or unlocking new innovations, AI’s potential is transformative. However, AI’s responsible adoption requires collaboration as businesses must share knowledge, address ethical concerns, and develop workforce skills to harness AI effectively. These are critical for progress.

Looking ahead to the association’s next chapter, what are your top priorities over the next few years?

After celebrating our 25th anniversary last year, we are focused on the next 25. While we cannot predict everything two decades from now, we know the Technology Association of Georgia will remain a key player in driving innovation. Our partnerships with government, academia, and industry will continue to strengthen, ensuring Georgia stays at the forefront of technology. To guide our near-term efforts, we have launched our 2030 strategic vision, which will keep us agile and relevant in a rapidly evolving landscape. Georgia is already a global leader in critical sectors, such as fintech, health IT, logistics, and cybersecurity, thanks to our world-class infrastructure and talent.

We are committed to maintaining that leadership while expanding into emerging fields like AI and quantum computing. For example, Georgia Tech now produces more AI professionals than Stanford, MIT, or Carnegie Mellon, a testament to our state’s ability to cultivate top-tier talent. These graduates are not just theorizing about the future as they are applying cutting-edge tools in real-world scenarios, shaping industries and solidifying Georgia’s role as a hub for innovation. The next chapter will demand adaptability, collaboration, and bold thinking, but with our strong foundation and forward-focused approach, we are ready to meet the challenges and opportunities ahead.

In an interview with Focus:, Nancy Johnson, president and CEO of the Urban League of Atlanta, discussed economic resilience, inclusive housing, and the power of innovation in underserved communities. “Despite today’s challenges, we remain committed to creativity, resilience, and pushing forward,” Johnson said.

How are economic uncertainties shaping how nonprofits plan and sustain their operations?
Many businesses are hesitant to make firm commitments. Typically, we meet early in the year to discuss partnerships and plan, but this year, many are delaying those conversations until May, June, or even the fall. The uncertainty likely reflects a desire to better understand their financial footing before moving forward. Government agencies like HUD may also face budget challenges, as a large share of their funding comes from federal tax allocations. About one-third of our budget is federally sourced, supporting low- to moderate-income communities as well as color, women, veterans, and LGBTQ populations.

The current administration’s stance on these groups raises real concerns about potential funding cuts. While Congress determines spending and many of our contracts are multi-year agreements with federally appropriated funds, not all are being recognized. Unfortunately, we have experienced some lost funding — but we have also been awarded new funding and are committed to remaining proactive and steadfast in delivering vital services. Funding cuts have an immediate negative impact on operations and our ability to meet the basic, housing, workforce, entrepreneurship, and financial needs of communities that are struggling in this economy to remain stable and upskill so they can advance financially and thrive. Skyrocketed housing costs are the biggest burden on the people we serve, so we focus on workforce and entrepreneurial services designed to increase household income to livable wages and beyond to begin to save, prepare for homeownership, and build wealth. We do have some multi-year private sector resources as well. While not enough to support the entire agency, they offer critical support. We are also pleased that we have been blessed to secure several new federal and metro area county and municipal contracts to continue and expand the delivery of human services that are enabling us to continue our economic mobility work at a time when families and small businesses need us most.

What have been some key milestones for the Urban League of Atlanta over the past year?
This year, we centered our work around our five-pillar structure of our Financial Empowerment & Economic Resilience Center (FEERC). Our first pillar, financial empowerment and emergency response, helps families stabilize and thrive. We’ve strengthened partnerships with DeKalb County, the City of Atlanta, and Cobb County, allowing us to prevent homelessness amid metro Atlanta’s affordable housing shortage. We’ve helped more than 600 families to remain housed and helped many from extended-stay motels, a growing issue since COVID, into permanent homes. These families, many employed, still face rents that exceed their income. Without policies limiting rent hikes, they remain vulnerable. We’ve also been active in federal, state, county, and municipal-level advocacy. By working through a coalition advocating across the aisles, we helped stop the passage of a DEI bill that would have stripped educational institutions of support for scholarships and remediation programs, particularly affecting historically Black colleges. By collaborating with a diverse coalition, we successfully prevented this bill from becoming law during the 2025 Georgia Legislative Session, which we consider a significant win.​

What initiatives have been undertaken in the entrepreneurship and small-business sector?
In the entrepreneurship space, we’ve worked diligently to expand small business contracting with government and private sector entities at all levels. In 2024, we hosted an Infrastructure, Technology and Equity Summit with participation from state, county, municipal, and corporate representatives, focusing on how small businesses can engage in private sector and government contracting. Additionally, in 2025, we hosted our third annual “Meet the Money People” event connecting profitable minority businesses seeking growth with various capital providers, including banks, micro-lenders, CDFIs, equity, angel investors, and grant opportunities. These efforts have facilitated access to over $8 million in capital and contracts, enabling client companies to grow, create jobs, and positively impact their communities.​

How has the housing program progressed amid economic challenges?
Despite a challenging economic climate for home buying, our housing program has continued to promote homeownership. Metro Atlanta boasts a substantial community of color who are ready and able to purchase homes, even with fluctuating interest rates and limited inventory. The market has been affected by corporations purchasing residential properties and converting them to rentals. Nevertheless, we collaborate closely with developers to learn about new inventory promptly, connecting mortgage-ready buyers to available homes. More recently, we’ve engaged with more non-traditional affordable housing developers building inventory in suburban communities and learning about land bank properties to support access to more affordable options for first-time homebuyers compared to the higher prices within the city and near suburbs.​ We also developed, with the support of a Wells Fargo grant, a web-based portal that links all of the key stakeholders in the homebuying process that we call “The HUB” — The Homeownership Urban Blueprint that provides prospective homebuyers with mortgage lenders realtors, property insurance companies, inspectors, closing attorneys, developers, down payment assistance programs and the latest information on homeownership, access HUD Certified Housing Counseling agencies (including the ULGA) and so much more, You can visit The HUB at www.thehubga.org.

How has the Urban League of Atlanta advanced its efforts in education and workforce development?
We’ve made tremendous strides in our education and workforce space, especially with young adults ages 18 to 24. Many of them are young parents, though fewer than I initially expected, likely because of the financial pressures young families face today. This past year, we held four graduation classes for young people who had previously been disconnected from school, unemployed, and were unsure of their future. In just 12 weeks, we helped transform their lives through our partnership with the Atlanta Police Foundation and our “At Promise At Work” initiative. In 2026, the program will expand to two additional @Promise Centers in the network, expanding our reach and impact. The graduates left our program with credentials, clear education and employment plans, and in many cases, entrepreneurial aspirations. The energy from this group has been truly inspiring. By supporting young adults, especially those who are or will become parents, we’re aiming to break the cycle of intergenerational poverty. Their success becomes the foundation for stronger families and communities.

How is the Urban League reimagining support systems to help families achieve long-term economic stability?
We’ve received a generous grant from an anonymous donor to conduct a feasibility study for an economic development project, which is our biggest dream. We envision building a multi-use development, including a Family Financial Empowerment & Economic Resilience Center (FEERC) and Transitional Housing in an underserved community in Atlanta, eliminating transportation barriers by housing all our services — emergency needs, career development, small business support, homeownership, affordable housing, and civic engagement — under one roof. What sets this project apart is the inclusion of transitional affordable housing. These units will serve low-income families who are under-skilled and struggling. Residents would live in safe, affordable housing while they complete upskilling programs over one to three years in high-demand, high-paying sectors where employers are already eager to hire. The model will also include on-site childcare, access to public transportation, a business incubator, a health center, a commercial kitchen, and community space for education and support. Our goal is to provide families with the tools to achieve financial independence and long-term stability.

What role does innovation play in how the Urban League approaches community development and housing solutions?
Thanks to an $850,000 federal grant from Congresswoman Nikema Williams and additional private sector funding from Wells Fargo, Delta Airlines, SodexoMagic, and Norfolk Southern, we’re launching our first Family Financial and Career Center. We’re partnering with a developer who acquired a property that once served as a Job Corps center. This site, historically listed in the Green Book, a guide for Black travelers during segregation, will preserve its legacy as it takes on new life.

This project will provide 102 permanently affordable homes for single adults, alongside on-site upskilling programs and full-time employment opportunities. We’re targeting spring 2026 for opening, using the grant to furnish the space with state-of-the-art tools. We’re also actively fundraising for the workforce programming that will power the center. Despite today’s challenges, we remain committed to creativity, resilience, and pushing forward. We’re adapting to meet the moment while staying focused on long-term impact.

What emerging opportunities do you see in Atlanta’s economic development landscape?
One of the most promising opportunities is the city’s commitment to affordable housing and investing in seven under-invested neighborhoods through the city’s Neighborhood Revitalization Initiative under Mayor Andre Dickens’ leadership. He’s a strong advocate and already more than halfway to his ambitious 20,000-unit goal. His use of creative strategies, from container housing to public-private partnerships, and leveraging TAD (Tax Allocation District) financial resources, the Mayor and his team are helping cut costs and increase access. We’re also seeing more collaboration across racial and ethnic groups in the business community. Latino, Asian, white and Black-owned businesses are coming together around shared priorities, which is a shift that holds real potential. In Georgia, our diverse population puts us in a strong position to elect leaders who center underserved communities for more investments and development. As more diverse voices reach decision-making roles, we’ll gain the power to redirect more resources into our communities that need it most, rather than watching them disappear or stall.

In an interview with Focus:, Kristi Brigman, chief economic development officer of the Metro Atlanta Chamber, highlighted the importance of partnerships, talent development, and Atlanta’s diverse economy in fostering a thriving business environment. “One of my favorite things about a company that is already here is knowing they could go anywhere else in the world — it’s a strong endorsement from them to continue that growth in Greater Atlanta,” said Brigman.

Reflecting on the past year, what significant opportunities have you seen for the Metro Atlanta Chamber of Commerce and the region?

Despite 2024 being an election year, which can mean less activity than other years due to an uncertain political environment, we landed a lot of exciting projects. One of those is Duracell, which announced its global headquarters for research and development in Midtown Atlanta. They are moving into Science Square, an awesome development adjacent to Georgia Tech. It is really exciting to see them focus their growth on Metro Atlanta from a research and development (R&D) perspective. They already have existing facilities here and have had much success in the region. One of my favorite things about a company that is already here is knowing they could go anywhere else in the world — it’s a strong endorsement from them to continue that growth in Greater Atlanta.

Another really exciting project was PBS Aerospace, which established its North American headquarters with manufacturing and some R&D operations in Roswell. Cargill also announced 420 new jobs and is already hiring, giving them a great stronghold. Lastly, AIG was another exciting project, with about 650 new jobs. We have a great relationship with AIG, but this is really their first major foray into the Metro Atlanta market, and we are so excited to welcome them here.

Why are businesses and residents choosing to relocate or expand in Metro Atlanta?

There are a variety of factors that companies are looking at. We are still a relatively inexpensive market compared to major cities like New York or some in California. We have a really competitive talent pipeline coming out of the university system and the technical college system. It is not only our world-class talent, but also our competitive cost of living. We also have a very strong quality of life. You can go two hours north and be in the beautiful North Georgia mountains, or a few hours south and enjoy the coast.

It is a compelling story when you think about a company that might have to relocate employees. They want to ensure they are asking their employees to relocate to a place where they’ll be happy and feel comfortable bringing their families. In addition to the talent pipeline and the general workforce, one of Atlanta’s strengths is a diverse economy. Certain cities may be known as a financial hub or a tech hub, but Atlanta has such a variety of all types of companies. If you look at the Fortune 500 companies headquartered here, you really see that diversity, from UPS and The Coca-Cola Company to The Home Depot. There are so many different types of companies that play into our strengths and really help us in uncertain economic times. While one industry might struggle at times, Atlanta’s economy remains generally strong because there is such a diverse group of companies located here.

How do the educational and professional development opportunities provided by the chamber contribute to the growth of local businesses and their employees? 

The chamber has a dedicated talent team focused on workforce development, ensuring strong connections between companies, universities, and technical colleges. They have doubled down on addressing the challenges employers face by strengthening these partnerships and investing in long-term talent solutions.

We look at the diverse group of companies and ask whether similar titles, roles, and skill sets are being requested. We aim to address that beyond just one title for one company, recognizing that there are large numbers of these titles and skills that need to be met for companies across the region.

The Metro Chamber is great at listening and responding to the needs of the business community, making sure we are acting nimbly and doing what we can to address those needs. Atlanta really is a very strong place for recreational activities, especially as the quality of life is really good there.

How do you prioritize and tackle such a diverse range of issues from transportation and public safety to education?

We have an excellent infrastructure and transportation system here, and the 2026 FIFA World Cup is a great opportunity for Atlanta to be on the world stage once again. I am confident that we are going to do a great job as a region, especially since we host major sporting events all the time. We are fortunate that there are frequent events happening here, and so we have a long track record of successful execution of major sporting events. We just had a very successful college football playoff. All of these events involve groups working together, like the airport and our sports council, which helps to recruit those major sporting events. The sports council that sits at the Metro Atlanta Chamber has a major role in recruiting those events. Between the sports council, the airport, MARTA, city officials, and so many other individuals whose responsibility and goal is to make these events a success, we already have that framework built out. We feel pretty good about the ability to execute a successful World Cup experience in 2026.

With a strong focus on networking and business exposure, can you share how these initiatives have tangibly benefited Metro Atlanta Chamber members?

All of the economic development success we see in the region — and even more broadly across the state — is because of the strong partnerships that we have. When we are working to recruit a company to the region, we generally put together a team as our first step. We put together all of the people who need to be in the room and make sure everyone is up to date on things. When we put together a panel for a company that might be coming into town and wants to talk about hiring needs or the different types of particular industry needs, we generally know all the people who are going to be on the panel because we have worked together before. We have economic development contacts at each of the universities, the technical college system, and the government throughout the state, county, and city levels. It is a great network of people who are really working together to make sure that the region is successful in its recruitment efforts. Partnership is key to that.

What are some of the biggest challenges for businesses and residents given recent economic changes?

There are opportunities in areas like housing. The metro regions across the country are all talking about housing and the role it plays in our growth. At the end of the day, the Metro Atlanta region is very strong in that capacity compared to many regions. I do think about how economic development impacts housing, so it is a very relevant topic that presents ample opportunities.

What are the top priorities and goals for the Metro Atlanta Chamber of Commerce over the next two to three years?

We want to continue to be the strongest economic development organization and regional recruitment partner. In terms of challenges, the first things that come to mind are not unique to the region. I am thinking about our major sporting events and how to best utilize those as opportunities for economic development success and building a reputation as we are on the world stage.

We have seen a lot of industrial investment over the last five years coming out of COVID, so I expect that the next wave of investment will likely be office projects.

We are seeing a lot of activity in that space right now. We are well-positioned to recruit companies over the next few years.

In an interview with Focus:, Gil Prado, executive director of the Fulton Industrial Community Improvement District, said that the district is evolving through strategic investments in infrastructure and redevelopment with a special focus on sustainability to ensure long-term and strong industrial growth. “We’re focused on supporting our current industries with infrastructure like truck parking, staging areas, EV charging, enhanced pedestrian safety infrastructure and other facilities that help them stay competitive.”

What have been some of the most significant projects and updates from the district over the past year?

Last year, we continued focusing on our core priorities: public safety, landscaping and beautification, transportation improvements, and, ultimately, economic development. One of our major initiatives was the development of a sustainability framework for the district. We’ve been exploring alternative fuel sources for trucking and other vehicles that operate in the area daily. It’s a fairly comprehensive plan that looks at several interrelated improvements that all lead to operational efficiency, safety and sustainability. Additionally, one of the goals of the Fulton Industrial Sustainability Framework is to be both educational and engaging for the community. The plan contemplates exploring the possibility of an energy generation demonstration, perhaps a solar panel installation, combined with public art and interactive learning elements. The idea is to create a space where people can charge their vehicles, learn about green energy, and see a live demonstration of power generation.

This plan also includes enhancements to the surrounding infrastructure — landscaping, sidewalks, and bus shelters — to improve the overall experience. That’s been our signature project for 2025. Additionally, we developed a clean power generation toolkit for local business owners. If a company wants to install solar panels in a warehouse or convert their forklifts from gas to electric, the toolkit offers a blueprint. We published this toolkit on our website to be widely accessible.

Another major initiative addressed truck parking — an issue not just in the Fulton Industrial District, but metro Atlanta, and across Georgia. The state has a high volume of logistics and trucking activity, yet limited parking and staging areas. We developed a strategy to increase truck parking and staging capacity in the district. “Staging” refers to trucks arriving early and needing a place to wait before making a delivery or pickup. Parking involves longer-term stays, like overnight. We identified key locations and approaches to improve truck staging and parking over the next decade.

What are the primary drivers of job creation and economic growth?

I always like to emphasize that Fulton Industrial is the largest industrial corridor in the eastern United States. It spans about 12 miles and includes over 550 warehouses and industrial buildings, supporting approximately 28,000 industrial jobs.

Our main industries include warehousing and logistics. We have major players like UPS, Penske, Ryder, and Knight Transportation. In warehousing, we support a wide range of needs, from furniture storage to cold storage. For example, Atlanta has a large wholesale furniture market, and much of that inventory is stored in our district. Cold storage is also significant, with companies like United Natural Foods and Americold operating here. So when you buy frozen chicken or vegetables at the store, there’s a good chance it was stored in our district.

Food production is another main industry. The district is home to long-standing companies like Pepsi, Coca-Cola bottling, Frito-Lay, Quaker Oats, and several bakeries. Publix even bakes its pies here. This stability is a defining characteristic — many of these companies have been here for 40 to 50 years, so we don’t see much year-to-year fluctuation.

One new development is the construction of a data center, which is a first for us. It’s still under construction, but it indicates that the district is evolving with modern industrial needs while maintaining its established base.

What economic and commercial development trends are currently shaping the district?

While the district is generally stable with long-term business operations, we’ve placed strategic focus on a particular area around the Fulton Industrial Boulevard and I-20 interchange. That area suffered from significant disinvestment and crime over the last couple of decades. Over the past 10 years, we’ve worked to reverse that.

In 2024, Fulton County made significant progress by purchasing and demolishing several problematic hotels that had become hotspots for crime. Two major demolitions included the Executive Inn, an 11-story hotel, and the Super Inn, which had around 50 rooms. These properties were significant sources of criminal activity in an otherwise thriving district.

The county has since issued a request for qualifications from developers to redevelop the properties. In total, five hotels have either been demolished or are scheduled for demolition in 2025, along with an old McDonald’s and a gas station. We’re hopeful that this redevelopment will bring in new energy, industries, and amenities like restaurants, truck parking, EV charging stations, and other services to benefit the district.

What current challenges are facing the district?

Public safety remains a priority for the CID. However, we’ve made incredible progress. Over the last decade, thanks to our public safety strategies, crime in the district has decreased by 81%. This is the lowest crime rate we’ve had in more than 10 years.

We’ve implemented a robust public safety strategy, including 34 license plate readers throughout the district. Nearly every vehicle entering the area is scanned, and if a plate is linked to a wanted vehicle or person, police are automatically alerted. Our partnerships with local and state law enforcement have also been instrumental in making these efforts effective.

Have national economic trends had any noticeable impact on businesses or residents in the district?

Our focus is on making the district as functional and commercially competitive as possible so businesses can continue to thrive today and in the future. 

The most obvious example of a direct economic impact was during COVID. With people staying home, e-commerce surged, which led to a spike in truck traffic and grocery product distribution — both of which directly benefited the district. However, in the current climate, changes are less immediately visible and harder to quantify over a short period. The CID will continue to make strategic investments on projects and programs that produce the highest positive impacts for people and businesses in the district. 

What ongoing partnerships are shaping your strategic direction?

The district is unique in that it spans three jurisdictions: the city of Atlanta, unincorporated Fulton County, and the city of South Fulton. That presents challenges, especially in areas like public safety, where we work with three different police departments and thousands of stakeholders.

We’ve taken on the role of mediator and coordinator, bringing all parties to the table to ensure cohesive planning and information-sharing. Our approach is to view the district holistically and deploy resources in a way that benefits all three jurisdictions. We think this collaborative, unified strategy is essential for long-term revitalization.

How is the district positioning itself to take advantage of business growth?

From a land-use perspective, we remain committed to maintaining the district’s industrial character. Introducing housing can create conflicts, especially with truck traffic, so we prioritize industrial integrity to support continued business operations.

That said, the area around the I-20 interchange, where several blighted properties were recently demolished, presents an opportunity to rebrand and introduce new amenities. We’re focused on supporting our current industries with infrastructure like truck parking, staging areas, EV charging, and other facilities that help them stay competitive. This area has strong potential to become a hub for supportive businesses and services for continued industrial activity. That’s where we see the greatest opportunity for growth.

How do you envision the Fulton Industrial Community evolving over the next five years?

Our sustainability plan is really about preparing for the next five to 10 years. For example, we’ve looked into hydrogen power for trucks. While the technology isn’t quite ready for widespread adoption, we want the district to be positioned for it when the time comes.

We’re also prioritizing solutions for truck parking and staging, as those needs will only grow. If we don’t meet them, we risk companies relocating to areas with better infrastructure. Our proximity to Atlanta’s 6 million residents is a major advantage, but we’re nearly fully built out. That creates pressure to modernize aging warehouses and optimize land use and improve infrastructure.

So our strength, being in an urban area, is also our biggest challenge. Our goal is to adapt and modernize in ways that preserve our industrial legacy while preparing for a rapidly evolving future.

As the sixth largest metro in the nation, Atlanta continues to shine as one of the best markets for businesses. In an interview with Focus:, Select Fulton Director Samir Abdullahi highlighted growing industries and ways his organization helps guide the growth happening in the city of Atlanta and adjacent cities. “Georgia’s historical ranking as the top state for business, coupled with its excellent transportation and transit infrastructure, ensures business continuity and makes the region a prime investment location,” Abdullahi said.

What key changes in the past year have most impacted Select Fulton’s economic development strategy?

Businesses face a highly unstable and unpredictable global environment, influenced by international market fluctuations, geopolitical tensions, and domestic political shifts leading to impacts like tariffs. This uncertainty makes long-term planning challenging for companies, affecting not only job creation but also investment, particularly for those deploying capital into development projects, which is a key focus for us.

In contrast, the Atlanta market consistently offers stability for businesses. Georgia’s historical ranking as the top state for business, coupled with its excellent transportation and transit infrastructure, ensures business continuity and makes the region a prime investment location. Companies frequently note that Atlanta’s market is younger and growing faster than its competitors. As the sixth-largest metro area, we continue to expand rapidly, outpacing other jurisdictions.

These factors have significantly benefited our region, attracting major companies like Mercedes-Benz, which has consolidated and expanded operations here. Unlike other rapidly growing markets such as Austin, Nashville or Charlotte, Atlanta remains affordable despite its growth. These comparable markets are quickly becoming overpriced. Even as the sixth-largest metro in the country, Atlanta can absorb substantial additional investments and workforce for the foreseeable future, positioning the region exceptionally well for sustained growth over the coming decades.

What sectors are driving the most interest in Fulton County, and where is the most momentum? 

Atlanta continues to be a destination for Fortune 500 like companies such as Morgan Stanley, Microsoft, Visa, and Boston Scientific, all of which have relocated to the region in the last couple of years. Our growth has been significantly driven by the expanding fintech sector, where we’ve gained considerable traction. Transaction Alley, located along the Georgia 400 corridor, is a prime example, facilitating 80% of credit card transactions through companies like Fiserv. Visa’s decision to establish a substantial presence here, followed by MasterCard at Ponce City Market, underscores the region’s appeal. This trend is mirrored by Boston Scientific.

We are also a hub for life sciences, home to the CDC and Emory University, boasting a strong infrastructure for this growing market. While we historically lacked sufficient lab space compared to cities like Boston or New York, we are actively addressing this. Projects like Science Square at Georgia Tech, bolstered by recent investments from Duracell and Shriners, demonstrate our commitment to building spec life science spaces and attracting this market. Furthermore, we excel in corporate solutions, drawing company headquarters and fulfilling their diverse space requirements. We’re also observing sustained growth in data and call centers. These areas represent the primary drivers of our recent industrial expansion.

How are Select Fulton’s economic development tools being tailored to support high value projects?

Our motivation lies in tangible capital investments. We offer assistance with significant capital investment projects, whether they involve equipment acquisition or new construction. We can help offset initial capital costs to facilitate market entry, or for those already building in the market, we can assist in finding short-term tax offsets. This approach helps launch projects even without committed tenants, stimulating real estate activity. For example, Science Square was developed without pre-committed tenants, and we are now seeing the positive outcomes. Furthermore, we prioritize being a strong partner to the 15 cities that comprise Atlanta, as well as our surrounding partners in the metro Atlanta region. A success for one of them is a success for all of us. The spillover effect is genuine, and we are not concerned if a project locates in a neighboring jurisdiction – it simply enhances the overall scale of what metro Atlanta offers.

What are some ongoing efforts to support the region’s talent needs? 

Our current infrastructure is not optimally designed for the inbound market. Our workforce development initiatives primarily focus on upskilling low-skilled individuals to achieve middle-income wages, utilizing tools like digital literacy classes to prepare them for technical college degrees and certifications. While we have been successful in recruiting companies, we need to improve local talent training. Many companies struggle to find local talent to fill their roles, a challenge common in growing markets like Atlanta. The main reason for job vacancies is a skills mismatch. Individuals lack the training for the skills companies require. To address this, we collaborate with our five country workforce boards to publicize job opportunities and connect companies with available talent pools.

What are the main priorities for your operations for the near future?

Traditionally, suburban markets are less attractive for commercial investment such as office space. Our primary focus is on legacy, premier class-A office spaces, as these properties are in high demand, particularly in areas like Atlanta, where they command strong lease rates and interest. We anticipate a continued trend of companies relocating from downtown Atlanta to Midtown, a few blocks north, seeking more vibrant activity centers to retain their workforce.

For us, it’s about empowering our cities to embrace this growth by encouraging infill development and more creative zoning policies. While increasing density can be challenging, it represents a future growth pattern and a strategy to address evolving preferences for work locations. As economic developers, we seek to optimize commercial land use and encourage cities to learn from successful examples in other markets. A significant part of our work involves sharing regional opportunities and knowledge with smaller cities to help them future-proof their development.

Chris Clark, president and CEO of the Georgia Chamber of Commerce, talked to Invest: about the many ways in which the chamber is leveraging partnerships with government officials and companies both local and international in order to establish plans for long-term growth for the state of Georgia that will continue to actualize for decades to come.

What has been keeping the Georgia Chamber busy over the past year?

Over the past year, we have launched a new strategic plan called Georgia 2050, which is an economic initiative to review every sector of the economy in order to ensure success 25 years from now. This involves determining the necessary connections as well as building out policies and strategies today. It is imperative to make sure we have the right policies in place to ensure positive change over time. Our entire team has been working on the plan up until it was unveiled in January 2025.

How has Georgia’s business climate evolved over the past 12 months?

We are reviewing the pillars of our economy that will need to be focused on, and through analyzing these pillars, the individual sectors can grow. We are transitioning from a traditionally agricultural economy into one that is led by innovation. To do that, there are five pillars — infrastructure and energy production, regional community strength, workforce with the right skill sets for the future, economic competitiveness and development, and innovation and entrepreneurship. It is important to determine what technological disruption looks like and how we can capitalize on it over the long term, while spurring on the next generation of entrepreneurs.

Georgia’s economy is very diversified in terms of individual sectors — much more so now than even 15 years ago. We have healthcare, technology, advanced manufacturing, aircraft, and logistics, to name only a few, and we believe that you don’t pick winners and losers among industries — we work on the five pillars, and all of those sectors can grow successfully.

With workforce development remaining a top priority, what new initiatives has the chamber launched to bridge labor gaps across key industries?

The biggest is in one of our growth industries: cleantech. We currently have an initiative with J.P. Morgan-Chase to build cleantech pathways for high-school students to know which degrees they need in order to be successful in this industry. 

A second pathway through this endeavor involves bringing disconnected workers, like those who are disabled, have been incarcerated, or are unemployed back into cleantech jobs. This sector has grown around 23% in Georgia over recent years, paying $107,000 on average, and we expect this sector to double or triple in size in the next 20 years.

Can you share updates on the Center for Workforce and Talent Preparedness? How has it progressed in aligning education and industry needs?

We work with the State Department of Education to become more aligned with where today’s jobs are. A bill recently passed allows individual regions and communities to update their critical job skill needs, instead of having a general, statewide list of skills. For example, what Savannah needs may be different than what Atlanta needs. This offers more flexibility, and there are two bills being voted on that will further improve the abilities of our students to obtain the pathways they want and earn the skills and credentials they need.

What are some of the biggest workforce challenges Georgia businesses face today, and what solutions is the chamber advocating for?

There have been massive changes in terms of employability skills, and we will see this continue for decades to come. Previously, traits such as adaptability, communication, punctuality, and basic computer skills were all that was needed. Tomorrow’s workforce will need more skills, stronger credentials, and the ethical grounding to move through an AI workplace. Preparing students for that future is critical and a priority in Georgia. We are trying to help our colleges match skills and close the gap, as well as encouraging high schools to find ways to get more kids the skills they need outside of what is learned in the classroom. To that end, we have an affiliate partner called Flex, which is an entrepreneurial training program for high-school students to become paired with a mentor to start their own business. They then attend Shark Tank competitions at local and state levels to compete for funds to maintain and grow those businesses. Various schools are opening pop-up shops to sell their goods and products downtown. The goal is to provide kids with real-world experience, so that when they graduate with their degrees, they are prepared for the workforce.

How are public-private partnerships shaping Georgia’s future economy, particularly in areas like logistics, technology, and sustainability?

We think about partnerships broadly. Hyundai’s chairman recently took the stage and made the point that their partnership with the state and other businesses exists because 20 years ago, Gov. Sonny Purdue signed an agreement to bring Kia to Georgia. We look at partnerships from a long-term perspective. For example, partnerships with Georgia Tech, Emory, and the CDC are integral. We call this interconnectivity of corporate citizenship, servant leadership, and Georgia companies helping each other grow “the Georgia Way.” It’s in our DNA to work together. The Port of Savannah is the fastest growing port on the East Coast and the third-largest in the country. When the deepening of this port began a decade ago, it began as a partnership with the governor, the mayor of Savannah and the ports and the mayor of Atlanta, because they recognized that the port was the gateway for the logistics industry that impacts the entire state.

What were the key legislative wins for the Georgia Chamber in 2025, and what priorities are you championing for the upcoming session?

The most important effort we worked on in 2025 was trying to improve the civil justice system to lessen frivolous lawsuits in order to bring insurers back into the state and to reduce nuclear verdicts that are hurting Georgia businesses. We are trying to level the playing field with other states that have used our justice system against us in recruitment and retention of projects. The general assembly has now passed two out of five bills to address these big issues. Businesses can go anywhere in the world, and they want a fair and balanced judicial system.

What economic trends and potential challenges do you anticipate shaping Georgia’s business landscape over the next five to 10 years?

Global political instability is a challenge we will continue to navigate. We are a fully integrated global state, and we have more consulates general outside of any other location except New York and Washington, D.C. because so many companies do business here. Making sure we have fair and free trade with open markets, utilization of our ports and airports will be critical.

Technology disruption will also be a major aspect of the future as we try to ensure businesses have the necessary tools to address what is going to be the most disruptive economic period in our history over the next five years. With the advent of AI, many jobs will be lost, though many will also be created. A critical priority will be AI-proofing businesses and staying ahead of technological trends.

What message do you have for businesses looking to invest or expand in Georgia in the coming years?

Georgia remains open for business. Companies from around the world come here — from headquarters to manufacturing, education, healthcare, innovators, creators, and film industry. We want every one of those sectors here and want a fully diversified economy. Our state works around the clock to make that a reality through ensuring we are a good partner and here to meet the needs of those companies.

Clayton County has seen a shift in leadership focus that now emphasizes communication, collaboration, consistency, and customer service. “Some of the shifts that we’ve given to our leaders in the county, that I think have impacted them in many ways, are changing their way of thinking. We’ve been focused on the three Cs, which are Communication, Collaboration, and Consistency,” said Dr. Alieka Anderson-Henry, Chairwoman of the County. 

What changes or shifts over the past year have most impacted the county and in what ways? 

Among the shifts has been a change in the way our leadership thinks. We’ve been focused on the three Cs: Communication, Collaboration, and Consistency. And as we communicate throughout the county, one of the things that I focus on is customer service. One of the shifts that we’ve made in customer service is ensuring that we are expedient in getting back to our customers, who are the citizens of Clayton County. We want to make sure that we are asking how they are doing, how we can help, and how we can serve them. It is imperative that we get back to our constituents within 24 hours, or no more than 48 hours. Another key element that we’ve focused on as I’ve transitioned into this role is building relationships. For example, we’ve built relationships with the airport, which is great because almost 90% of Clayton County sits right there at Hartsfield-Jackson International Airport. We’ve also built relationships with the city of Atlanta, with the Atlanta Regional Commission, Aerotropolis, and with MARTA. One of the great things with MARTA is that we’re looking at how we can leverage our one-cent sales tax so we can start moving into different modes of transportation, like bus rapid transit (BRT) or improving our rail service throughout Clayton County. We’re looking at different modes of transportation that are going to take us into the future. Delta, which is one of our biggest employers, is leveraging things with us as well. We are working with Delta on workforce and economic development. Delta wants to see us grow, and their foundation has given Clayton County $16.5 million. Those funds will go to our chamber of commerce and to our school system, but the bulk of it is going to go to our nonprofits in Clayton County. 

What is your economic development approach to revenue and taxes? 

In Clayton County, we are moving forward with economic development because it is time. We have to focus on bringing sales tax dollars in, rather than having our property owners having to bear the burden of high property taxes. We want to start looking at diversified streams of revenue that we can bring into Clayton County so we can move Clayton forward. Also, I have met with all seven of my mayors, and I’m challenging them as well. In essence, let’s look at the plots of land within your cities, and have a conversation about how we can develop those plots to bring in economic development so we can move Clayton forward. 

What is your strategy with nonprofits? 

One of the things I want to do is get a meeting place for our nonprofits. Our nonprofits are the heartbeat of our community. Clayton County needs to start using our nonprofits to help with our marginalized community, so we can make sure that the people in the county have the resources that they need to better their quality of life. Most of our nonprofits are doing the same thing. That means more or less housing and feeding. But how do we bring them all together so we can serve the needs of the community? We’ve created a website for our nonprofits where a constituent who needs help with paying their rent, for example, or with paying their light bill, can go on that particular website, type in their need, and it will steer them to a nonprofit that could service them and give them the things that they need to pay their bills or bring food into their house. We’re going to be leveraging our nonprofits through that website, especially with our homeless community, or others in need. 

What is the county’s strategy to meet the workforce needs of its industries? 

Delta has provided a lot of money for the chamber to work on workforce development throughout the county, and there is a three-part plan in place. We want to work with the school system to make sure that our students are work-ready. We want to create career paths as we work together. One thing we did this year is a seminar, where we took our students out to Atlanta Technical College and had them tour the campus. We also enrolled them in some customer service and communication classes that they can take over the summer. Also, we allowed them to look at some of the career paths that are available to them because these were students who had not decided or did not know what they were going to do with their life. Next, the chamber, the Board of Education, and the county government is going to come together to do a workforce development incubator for small businesses. We’re taking our old social security building, and we’re going to turn it into what we will call WorkSource Clayton. We’ve also announced that we will have a career pathway that’s going to start from high school and go all the way to college. That pathway will focus on aviation mechanics and different jobs in the aviation field. 

What is the county doing to help entrepreneurs and small businesses? 

We hold small-business workshops that we do within the county to make sure that we get these businesses registered within the county. We will also be working with the Urban League of Atlanta as we do those workshops. We want them to come in and let our small businesses know what is available to them as far as loans, how to get a loan with the Small Business Administration, and how to work with the government.

In an interview with Focus, Gerald McDowell, executive director of ATL Airport Community Improvement Districts, discussed groundbreaking mobility innovations transforming Atlanta’s transportation landscape. “Innovation is the key. We’ve been exploring new mobility solutions for seven years,” he said, highlighting two major projects: on-demand micromobility and Personal Rapid Transit (PRT). 

What have been the most impactful milestones and key accomplishments for the organization over the past 12 to 18 months?

We have had two significant milestones, and both have to do with mobility. Innovation is the key. We have been exploring new mobility solutions for the past seven years. This year, we will be launching both of those services. These are huge milestones we’ve reached in the last eight to 12 months.

The Atlanta Region Transit Link Authority oversees transportation systems in Metro Atlanta, covering about 3 million people. They awarded us a $2.6 million grant to demonstrate micro mobility as a service. We selected a partner through an RFP process. We will be under contract with that partner by the end of this month, launching the micro mobility service by the end of summer. It will be a two-year service in a 15-square-mile area around the airport. It is an on-demand public transportation service. Users can download an app to request a ride, similar to Uber, but with public transportation vehicles picking up and dropping off within the service area. The service will be free during the demonstration, running from the end of summer 2025 until the end of summer 2027. My organization is responsible for 30% of the $2.6 million, a $2 million project with a 30% match, with the other 70% from the grant.

The second project is personal rapid transit (PRT). These are pod cars operating on a dedicated guideway, not in traffic, like a metro train but carrying two to four people. Users download an app to request a ride at a station, indicating their destination. The system deploys a pod car to the user’s station, traveling nonstop to the requested station. This public transportation solution is an $18 million project. We received $10 million from MARTA, with our partner providing $8 million. Construction starts in the fourth quarter of 2025, with operations beginning in the fourth quarter of 2026, running as a free demonstration until 2028. The PRT company, based in San Francisco, was selected through an RFP process.

Since the pandemic, public transportation ridership has not recovered to pre-pandemic levels. People are not choosing public transportation. During the pandemic, many discovered rideshare, which picks you up and takes you to your destination, almost nonstop. With technology and advancements in autonomous vehicles, it is possible to operate a public transportation system similar to Uber and micromobility. Traditional solutions like metro trains and buses do not provide the flexibility or on-demand component. The on-demand component allows you to travel on your schedule. With public transportation, you must follow the system’s schedule, identify the stop, and know the time to catch the ride. Missing a stop means waiting 20 to 40 minutes for the next ride. With micromobility and PRT, you schedule a ride using an app, and the system picks you up and takes you to your destination based on your schedule. This flexibility, allowing use based on your schedule and desired locations, is the future of public transportation. Over the next two years, we will investigate this with micromobility. No city in the world is using PRT as a public transportation system as proposed in Atlanta, making Atlanta potentially the first to implement PRT as a public transportation solution.

What trends or changes have you seen in the commercial property landscape around the international airport over the past 12 to 18 months?

In the Atlanta airport area, we are experiencing an increase in truck traffic due to the number of warehouses, like Amazon and FedEx. Demand for delivery has significantly increased over the last year, benefiting business owners and operators. The Atlanta airport remains the world’s busiest, exceeding 100 million passengers last year and on track to be the first airport with over 100 million passengers for consecutive years in 2025 and beyond. Our location near the airport positions us uniquely, as we observe changing consumer behaviour, shifting from physical shopping and dining to increased reliance on delivery, leading to heightened activity in freight, logistics, and warehouses around the airport.

Has the economic climate impacted development or investment activity in the airport area?

Increased consumer demand for delivery has highlighted public transportation as the main obstacle to additional investment and development around the Atlanta airport. Employers, including warehouse companies with over 100 or 200 job openings, report that many workers rely on public transportation, which is a challenge in the greater airport area. Public transportation services go offline for maintenance, creating gaps for workers who rely on it, as services may not be available when they start or end shifts. In the airport area, jobs operate 24/7, unlike the 9-to-5 schedules in most of the metro area, but public transportation is not available 24/7. This drives our exploration of innovative mobility solutions like micromobility and PRT, where on-demand operation and 24/7 availability are critical. Deploying a public transportation solution that supports the airport area could lead to an explosion in economic development around the Atlanta airport.

How are partnerships with municipalities, developers, or civic groups helping drive your projects and long-term vision?

The Atlanta Region Transit Link Authority and MARTA are regional organizations we work closely with, along with the Georgia Department of Transportation. Achieving these projects requires partnership. We signed an agreement with MARTA, Fulton County, Clayton County, and the city of College Park, located next to the Atlanta airport, where the PRT solution will be demonstrated at their convention center. For the PRT project, we also signed an agreement with two CIDs, MARTA, Fulton County, Clayton County, and the city of College Park. For microtransit, we work with six cities around the Atlanta airport: Atlanta, College Park, Hapeville, East Point, South Fulton, and Forest Park, plus two counties, totaling eight jurisdictions. We also collaborate with agencies like MARTA, the ATL, GDOT, and the Atlanta Regional Commission. These partnerships with municipalities and jurisdictions are necessary for our work’s success.

In an interview with Focus:, Eloisa Klementich, president and CEO of Invest Atlanta, discussed key drivers shaping the city’s economic future, including innovation, housing, equitable growth, and small-business support. “Innovation is not just a trend. It is a foundation for business sustainability and job creation,” Klementich said.

What have been the most significant changes at Invest Atlanta over the past year?
Three key areas stand out. First is our continued success in attracting research centers. Most recently, Shriners Children’s chose Atlanta for its first pediatric medical research facility, bringing 470 jobs and $153 million in new investment. Duracell also expanded with a global headquarters and R&D center. Atlanta now hosts 40 corporate innovation centers. These are not academic institutions, but companies that recognize that innovation often thrives in smaller, agile environments.

Second, we’ve taken a more direct approach to combating food insecurity. With about 14% of Atlanta residents facing food insecurity, we’ve shifted from solely trying to attract large grocers to also creating our own. With city support, we’re opening grocery stores downtown and on Campbellton Road, a disinvested area. We’re also backing innovative models like Goodr, which provides affordable access to food at Goodr locations across the city. We’re also supporting a project with the Atlanta Food Bank that includes both retail and pantry space and backing a minority- and woman-owned company that developed an automated, self-service neighborhood market concept with fresh, healthy food. All of this falls under a strategy with five pillars: working with existing grocers, attracting new ones, developing city-run grocery stores, leveraging innovation, and offering technical assistance.

Third is entrepreneurship. Last year, we supported more than 1,845 small businesses with $14.8 million in grants and loans. We’re preparing local businesses for large-scale events like the upcoming 2026 FIFA World Cup, including women-owned businesses through our Women’s Entrepreneurship Initiative.

How are these investments benefiting neighborhoods and residents directly?
Neighborhood investment remains a priority for Mayor Andre Dickens and the City Council. We’re using targeted tools and working with Fulton County to expand them to improve infrastructure and amenities like walkability, storefront facades, and grocery access, so residents don’t have to travel far for basic needs. We’re also evaluating how to support neighborhood health needs. It’s about building complete, livable communities.

How are small-business support efforts translating into job growth and economic development?
We track the number of jobs created and retained. About 60% of the businesses we assist are Black-, women-, or minority-owned, which is crucial because local businesses tend to hire locally. Last year, we helped create or retain 4,433 jobs and supported 1,845 businesses. We also helped finance 2,475 affordable housing units. Under Mayor Andre Dickens and the City Council, housing continues to be a central focus by ensuring it remains both accessible and affordable.

What impact has the recent investment had on affordable housing in Atlanta?
Atlanta ranks at the top among major cities for bringing affordable housing units online, according to a recent report, in which the key takeaway is how the city is stepping in financially.

Our housing opportunity bond program helps developers fill capital gaps and positions the city as a partner. It’s a strong commitment, and while more is still needed, it shows Atlanta is moving aggressively to expand affordable housing options.

Where are the greatest opportunities for residents to access living-wage jobs and career advancement?
Atlanta’s economic diversity is one of its greatest strengths. Unlike some cities, Atlanta isn’t dependent on one or two sectors, which opens a broad range of career opportunities. Engineering and health care are growing steadily. In the broader region, transportation and logistics are creating well-paying jobs accessible to those with or without advanced degrees. The city’s range of corporate headquarters allows residents to pursue varied career paths, which continues to make Atlanta an attractive place to live and work.

What recent market changes have had an impact on Invest Atlanta’s operations?
Federal-level changes are significantly affecting cities. As programs are cut, there is an expectation that states will fill the gaps, but the funding simply is not there. In Atlanta, a large portion of the workforce is tied to federal agencies such as the CDC, HUD, and the DOT. The ripple effects are already being felt across local organizations, including ours.

Beyond funding concerns, what other challenges are shaping the business and economic landscape in Atlanta?
Like many cities, we need more venture capital to support entrepreneurs. Even more urgently, we need angel capital, which is essential for helping early-stage businesses get off the ground. To close this gap, we are actively working to increase both angel and venture capital activity in the region.

How is technology and innovation supporting economic and business development in Atlanta?
Atlanta ranks high for Fortune 500 headquarters, making innovation essential for long-term growth. Companies — like people — grow, mature, and either reinvent or decline. Innovation and R&D drive that reinvention. Atlanta’s network of corporate innovation centers helps by providing access to talent, housing, diversity, and creative energy. Institutions such as the Atlanta University Center add to a rich talent pool. Here, innovation is not only a trend, but a foundation for business sustainability and job creation.

Where are the strongest investment opportunities in Atlanta right now?
Atlanta is one of the most connected cities in the United States. About 80% of the country is reachable in under two hours by a direct flight, which attracts strong international interest.

Fintech is a particularly strong sector. Every time someone swipes a card, there is a good chance that the transaction is processed through systems based in Atlanta. This global reach, combined with our financial infrastructure, has made fintech a major area for growth and international investment.

How is population growth and demographic change affecting development opportunities in Atlanta?
I am an optimist, and I see the recent dip in population as a temporary shift related to post-COVID lifestyle and work changes. People usually choose where to live based on affordability and quality of life, and Atlanta offers both. The city has arts, entertainment, sports, the Beltline, and relatively affordable housing. With strong job opportunities, mild winters, and convenient air travel, Atlanta remains attractive to both individuals and businesses.

How is Invest Atlanta working to ensure equitable development across all neighborhoods?
This is a tough but essential issue, and we’ve approached it intentionally. As a team, we asked: If a senior on fixed income lives in a neighborhood that’s becoming more desirable, what might force them out?

We identified two major risks: rising property taxes and declining home conditions. In response, with Mayor Andre Dickens’ support, we launched two programs. The first caps seniors’ property taxes at their current rate for 20 years. If taxes go up, the difference is covered by a dedicated fund. The second is our owner-occupied rehab program. If someone has a leaking roof, lead paint, or mobility issues, we make those repairs at no cost. People should move because they want to, not because they have no choice. We are now expanding both programs.

Equity also means supporting small businesses through access to capital, technical assistance, and affordable space. Many business owners don’t realize they’re responsible for HVAC and other costs in commercial leases, so we provide education on lease terms and business operations. We’ve also negotiated below-market-rate rents for startups, much like affordable housing. In some cases, we’ve purchased commercial properties ourselves and then leased them directly to disadvantaged businesses to help them grow.

What major projects are transforming downtown Atlanta?
Six major projects are reshaping downtown: The Stitch, Underground Atlanta, 2 Peachtree, South Downtown, Centennial Yards, and the Civic Center. Combined, they represent $22 billion in economic impact, more than 4,000 jobs, and over 8,400 housing units.

These developments will change the fabric of downtown with thousands of new residents. Centennial Yards is already under construction with four cranes on site. Underground Atlanta is active. 2 Peachtree, which Invest Atlanta leads, is progressing. South Downtown is set to open before the 2026 FIFA World Cup. The Civic Center, led by Atlanta Housing, is also moving forward.