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.

In an interview with Focus:, Yelena Epova, Atlanta Office and International Practice Leader, and Tax Partner at Aprio, discussed the firm’s growth and evolving strategies in Atlanta. “Atlanta remains our headquarters and has experienced the largest growth,” Epova said, sharing insights on talent acquisition, technology integration, and navigating economic challenges, such as tariffs.

Reflecting on the past year, what have been the most significant changes for the Atlanta office of Aprio?

We continue to grow across all locations, but Atlanta remains our headquarters and has experienced large growth. This growth has been primarily organic, although we have also made a few small acquisitions and brought in lateral partners in the region. At this point, we have more than 400 team members in Atlanta, and the office serves as a hub for many of our specialty practices. 

Over the past year, we have significantly expanded our middle-market and high-growth company client base. We have also brought in a substantial amount of global clients and continue to grow our international practice. Our team now speaks more than 60 languages across all offices and markets, Atlanta remaining the most international location, as the global practice originated here. The office has become a true melting pot of languages, with English sometimes feeling like the exception rather than the rule. This diversity brings me great joy, as it reflects the environment and clients we serve across the globe. 

What impact do you believe the acquisition of RSM’s Professional Services+ (“PS+”) Practice will have on your client relationships and opportunities in the Atlanta market?

The acquisition of RSM’s Professional Services+ (“PS+”) Practice involves a network of firms to which we will provide specialty services they currently do not offer. This presents a significant growth opportunity and allows us to expand our service offerings to a broader range of clients.

With lateral partners and other mergers, growth remains a primary focus, but acquiring talent is equally important. These partnerships allow us to strengthen areas where we are already successful while also bringing in new experience, technical skills, and service lines. Some of this talent is based in Atlanta, while other additions are located elsewhere in the country. However, we operate seamlessly as a team, and clients increasingly prioritize talent over physical location. That said, in-person meetings and face-to-face interactions still hold value.

How has your hiring strategy evolved, and what challenges or opportunities are you seeing in attracting and retaining top professionals?

One of the primary challenges is the declining number of individuals entering the profession. Demand for skilled professionals remains high, and competition among firms is intense. However, our position as the 24th largest business advisory and accounting firm in the United States gives us a competitive edge in attracting talent.

Our diverse service lines and global presence are major selling points. Many candidates are drawn to the opportunity to work with international clients in their native languages. In addition, our entrepreneurial culture — marked by rapid growth, expansion into new markets, and continuous innovation — appeals to young professionals seeking dynamic career paths.

The nature of the work has also evolved. When I began my career, much of the work involved data entry and low-level tasks. Today, we leverage AI to balance routine work, allowing our team members to spend more time with clients, focus on analysis, strategic planning, and higher-value tasks. This shift makes the profession more engaging and is another advantage in recruiting top talent.

How is technology, including AI and data analytics, shaping the way your firm delivers services and ensures operational efficiency for clients?

We have a dedicated technology team that continuously evaluates emerging technologies and brings new tools to the table. While there can be some resistance to change, particularly when introducing new software, these tools ultimately save time, improve efficiency, and enable us to work smarter. At Aprio, we believe AI should enhance human intelligence, not replace it. 

Staying ahead of technological advancements is a priority. Clients’ needs are becoming increasingly complex, and automation allows us to focus on strategic initiatives, such as tax planning, rather than repetitive tasks. By leveraging technology, we ensure our team spends more time on high-impact work and delivers greater value to clients.

Looking at current economic conditions, how have tariffs impacted your clients and your firm’s approach?

Tariffs have definitely come into play. About three years ago, we launched a customs and tariffs practice as part of our international group. 

Since then, we have continued building the practice, strengthening our market presence, and expanding our services to help clients mitigate tariff impacts. As a result, our customs and tariff practice has become one of the fastest-growing practices at the firm, and our customs specialists are now in high demand given current market conditions.

Because of our extensive experience in this area, clients frequently come to us when they encounter any tariff-related challenges. In many cases, we can help minimize the impact—not by changing the law, but by identifying applicable exemptions for certain products, such as pharmaceuticals. We also support clients, particularly within our manufacturing and distribution practice, in evaluating potential supply-chain challenges. That includes assessing how goods are delivered, where they originate, and even whether relocating manufacturing operations makes sense.

The goal of these policy changes may be to bring more manufacturing back to the United States, but that is not an overnight process. For clients that outsource production to unrelated companies in China, shifting to another country may be feasible. For those that own factories, the transition is far more complex and time-consuming. We work closely with clients to explore all options and help them remain profitable while adapting to these changes. It’s a dynamic environment, with developments occurring almost daily.

What are the biggest shifts you’re seeing in the consulting services sector, and how are you advising clients to prepare?

One of our key focuses is becoming even more consultative in nature. We don’t simply deliver audits and tax returns; we serve as business advisors across tax, accounting, advisory, wealth management, and legal services. Clients are searching for integrated platforms instead of working with multiple advisors in silos. Our role is to look at the big picture and support clients from multiple angles. We are working with our clients to prepare by strengthening the foundation of how they run the business while thinking more proactively about the future. This includes improving financial visibility, modernizing processes and technology, and approaching decisions with a more strategic mindset. Instead of reacting to change, we are here to set our clients up to be more resilient, scalable, and prepared for growth. 

What are your top strategic priorities for the Atlanta office as you look ahead?

Our priorities include continuing to grow organically in Atlanta, as well as through lateral partner hires and potential mergers or acquisitions, in alignment with the firm’s broader goals.

Another key focus is developing our team’s technical experience and business acumen. We emphasize this early by involving team members in client and prospect meetings, so they understand the business context of our work — not just debits and credits. My goal is for everyone to grasp the broader picture and become exceptional advisors, especially in an ever-changing economic and political climate.

Attracting top talent remains a priority, including professionals who can enhance our existing capabilities and potentially introduce new service lines. Finally, one of our major goals is to become the number one accounting employer in Atlanta — not necessarily by headcount, but by the quality of talent we attract. While the Big Four firms offer strong opportunities, what we provide goes above and beyond what is available elsewhere.