As a true international city, Houston continues to draw the eyes of state and global businesses seeking to leverage the strong economic foundation found in this dynamic market. In an interview with Invest:, Reggie Gray, president and CEO of the Houston Intercontinental Chamber of Commerce, highlighted how the organization is helping members locally and discussed its work in promoting Houston to the world as the place to do business in the United States. “A lot is happening in Texas. I can’t think of any other place in the world better to be today than Houston, Texas,” Gray said.

What have been the key highlights for the chamber over the last 12 months?

It has been a productive year for the chamber. We have been able to expand our reach to the continents of Australia and Africa. The chamber is completely global now. We also completed an around-the-world trip. We met with associates who have wanted to engage since before the COVID pandemic. We will be looking at expanding our global partnerships in the coming year. We had a phenomenal year, and by no means do we plan on slowing down. 

What makes the Houston market a key destination for business?

The powerhouse is the fact that it is located in Texas, which has been the leading state in economic development for more than 15 years. Texas has the world’s eighth-largest economy. Houston has the largest exporting port, which is larger than the ports in New York and California combined. Most importantly, Houston has the most Fortune 500 companies in Texas. Houston itself is a hub for key industries, such as oil, gas, manufacturing, and logistics. The city has the world’s largest medical center. It is home to NASA. Its strategic, central geographic location between North and South America has been beneficial for the logistics sector. When you combine all these factors, the economy stays stable even when recessions and other economic factors are in play. I believe it will continue to stay this way. Houston’s economy is so diverse across all different economic sectors. Additionally, there is a lot of land to build on and affordability in the real estate market. A lot is happening in Texas. I can’t think of any other place in the world better to be today than Houston, Texas. 

How have the needs of chamber members evolved?

The chamber has been around since 1986. We are more targeted for business development and strategic planning. We don’t do a ton of networking events. Our methodology for our members is to find out who they need to connect with, find out what pain points they have, and focus on those. Our members are more like clients. Our niche has been to specialize and focus on our members individually and help them with strategic planning and strategic issues. It is more than just networking. They may have issues related to staffing, or importing and exporting, or accounting, for example. We can leverage the expertise of our members to be able to meet other members’ needs, depending on what the issue may be. 

What partnerships is the chamber focused on?

We have a great, continuous relationship with the state’s economic development department. We aim to have individual relationships with different partners. We represent our members in Texas, other parts of the United States, or anywhere in the world. We steer our members regardless of where they are trying to go. We have partner officers and directors in Los Angeles and New York, which makes the chamber coast-to-coast. We are able to collaborate depending on what part of the country someone wants to go to. For our members, we can help them expand if they want to go to other markets. For example, we helped bring the Saudi Business Council to Mexico. With our membership and our organization, the chamber can help businesses expand to other countries, not just Houston. We have the flexibility for businesses to expand wherever they want to go. This is our edge compared to other chambers. 

What is the state of the local labor pool?

The Houston market and its key players have been proactive, especially as it relates to the workforce. One of our members, Lone Star College, has some great programs that help various industries and also help meet workforce needs in the region. In general, the market has a great education system equipping the local workforce. Texas has about 400,000 people moving into the state yearly. It is not about the workforce, but about finding the matches. There may be lulls, or a few areas that see an increase in workforce, but as far as states go, Texas is in one of the best situations as it relates to the workforce pool in the entire country. 

What are the chamber’s top priorities moving forward?

It will be to enhance our global connections, especially in Australia and Africa. We want to cultivate additional partnerships that have been patiently waiting in places like India, Singapore, South Korea, and Japan, as well as remain active with our North America partners in Canada and Mexico. We will continue to focus on this international exchange of services, products, and manufacturing. This is what Houston is. Houston is one of the most international cities in the world, and it does not matter if you are a small, regional chamber; the impact is there.  We realize this and embrace it, and have been working on this heavily for more than 20 years. We have a lot of projects queued up with all the new markets that we are integrating into our model. We are optimistic for our chamber and its growth and for what we will be able to do for our members. 

In an interview with Invest:, Brian Freedman, president of the Bay Area Houston Economic Partnership, discussed the economic growth and development of Bay Area Houston, highlighting key industry advancements, business expansion opportunities, and regional partnerships. “The momentum here is undeniable,” said Freedman.

What have been some of the key highlights from the past year?

It’s an exciting time in Bay Area Houston, with many great projects coming to fruition. Some were just concepts when we spoke last year, but now they are in development or even completed. As a region, we focus on five major industry clusters: maritime, tourism, healthcare, petrochemicals, and aerospace. Each has seen significant activity over the past year.

One highlight is the opening of the Great Wolf Lodge in Webster. It’s a massive destination resort featuring a hotel, water park, and conference space, serving as a catalyst for our thriving tourism industry. We also continue to see growth in attractions like Space Center Houston, the Lone Star Flight Museum in Kemah, and the cruise industry, with 1.5 million passengers passing through Houston on their way to Galveston annually.

Another major development is the Texas A&M Space Institute, a state-funded project that recently broke ground and is on track for completion in 2026. This facility, located near Saturn Lane, will be a hub for research in Moon and Mars robotics, space suits, and other technologies essential for deep space exploration.

Beyond these specific projects, the region continues to expand. We’re developing the last available parcels in the core areas of Clear Lake and the Bay Area, and new projects are pushing growth outward. The momentum here is undeniable.

What makes this region an ideal location for business expansion or relocation?

Our value proposition is a strong one, and we’re fortunate in that regard. Several factors make this an attractive location. First, we have available, development-ready land with utilities in place, making it easier for businesses to establish operations quickly.

Second, our cost of living is highly competitive, allowing businesses to attract and retain employees at all levels, from entry-level workers to executives. We also have excellent transportation infrastructure — not just for businesses but for business leaders who need to travel. Houston is centrally located in the United States, providing relatively equal access to both coasts. Additionally, we have world-class shipping infrastructure, including the Port of Houston, the Port of Galveston, and the Port of Texas City, along with extensive rail and highway networks.

When you factor all this together, Houston consistently ranks highly as a business destination. The strong economic fundamentals and infrastructure keep attracting companies, fueling ongoing growth.

What aerospace and defense manufacturing initiatives are underway at the Houston Spaceport?

The spaceport continues to grow, with multiple projects in the pipeline. In addition to the three buildings we’ve already constructed, several other developments are underway. Unfortunately, most are still under non-disclosure agreements, so I can’t reveal specifics just yet, but I can say that exciting things are happening.

Another major initiative is Exploration Park. NASA has subleased about 250 acres of land, where Texas A&M is leading a development effort. Additionally, the American Center for Manufacturing and Innovation is establishing a business park there.

We’re also awaiting the confirmation of a new NASA administrator, but I’m optimistic about the future of human spaceflight. The previous administration set ambitious goals, and I expect that as new leadership takes shape, Houston will continue to play a key role in space innovation.  

What services and resources does the partnership provide to support small businesses and startups in the region?

We offer a range of services to help small businesses establish themselves and grow. One key area is recruitment — assisting businesses in finding locations that meet their needs and budget. We also facilitate connections between companies, helping them build relationships with key suppliers and customers.

In some cases, we work with municipalities to secure economic development incentives for significant projects. Beyond that, we have a robust agenda focused on regional growth, and we actively involve our members in discussions about infrastructure, transportation, and government investments. This ensures that businesses not only have a seat at the table but also a voice in shaping the future of the region.

What new collaborations has your organization formed recently to strengthen the Greater Houston business community?

We maintain strong relationships with other business organizations in the region, particularly the Greater Houston Partnership. We frequently collaborate with them on economic development projects, submitting proposals to companies considering Houston as a location.

We also work closely with the 12 chambers of commerce in our region to ensure that the business community speaks with a unified voice. Another significant partnership is with the state of Texas and Texas A&M, which recently committed a $200 million investment in our region. That project is already under construction, and I can see the bulldozers working from where I sit.

One thing that sets this region apart is our collaborative mindset. Rather than competing over limited resources, we focus on lifting the entire business community. That mentality has been a key factor in Houston’s ongoing success.  

What programs or partnerships are in place to enhance workforce skills and meet local employers’ needs?  

Retaining talent ultimately comes down to compensation and cost of living. Fortunately, Houston remains an affordable place to live, which makes retention less of a challenge compared to other high-cost markets. 

That said, workforce development is critical. We work with 11 school districts in the region to ensure students graduate with both technical and soft skills that align with industry needs. Our local community colleges — San Jacinto College, Alvin Community College, College of the Mainland, and Galveston College — are also highly focused on workforce readiness, particularly in trades that support manufacturing, maritime, and aerospace industries.

At the four-year level, institutions like the University of Houston-Clear Lake, Texas A&M-Galveston, and the University of Texas Medical Branch provide specialized training in engineering, science, and technology. With strong education partners at every level, we’re well-positioned to supply a skilled workforce for the industries growing here.  

How is the partnership preparing for continued population growth?

Growth presents both opportunities and challenges. Ensuring a strong tax base is critical to funding infrastructure, utilities, and transportation. At the same time, we must continue attracting job-creating investments to support that tax base.

We work closely with municipalities, utility providers, and the Texas Department of Transportation to plan for infrastructure needs. Every time a new business considers locating here, we immediately coordinate with local entities to assess utility capacity, transportation access, and workforce impact. Long-term planning is key to ensuring that growth is sustainable.  

What is the Bay Area Houston Economic Partnership’s outlook over the next three to five years?

The outlook is incredibly positive. We have strong opportunities and the resources to capitalize on them. Several companies have recently relocated here, particularly in innovation-driven industries.

For example, Venus Aerospace is developing a Mach 9 hypersonic plane that could make a trip from Houston to Tokyo in just a few hours. Their slogan is “Home in time for dinner,” which speaks to their vision. Another exciting addition is KULR Technology, which moved its headquarters from California to Houston. They specialize in lithium-ion batteries with improved safety features, particularly for aerospace applications.

Energy innovation is another priority. Companies in the petrochemical sector, particularly in Texas City, are making significant investments in next-generation energy technologies. Overall, the region is positioning itself for continued growth across multiple industries, and we’re excited about the future.

In an interview with Invest:, Patti Worfe Mills, president and CEO of the Economic Development Alliance for Brazoria County, highlighted the region’s strong business growth, driven by strategic site selection and workforce development. “If businesses are successful here, then Brazoria County is successful,” she said.

What has been the overall impact of the Economic Development Alliance of Brazoria County this past year?

One of the things we continue to see in Brazoria County is strong growth across residential and commercial sectors. Our job is to help businesses that come to us looking for a location. Sometimes, they need 50 acres; other times, they’re looking for 1,000 acres.

That’s where we start — helping them find a site that works for what they need. They typically have a general area in mind, whether it’s the north end near Pearland, the south end near Freeport, or something more centrally located like Angleton. From there, we work through the process with them.

If it’s a commercial entity bringing jobs and capital investment, we help them navigate the county’s incentive policy to see if they’re eligible. When someone is starting a new business, we want to make the process as smooth as possible, answering their questions and getting them before the Commissioners’ Court if needed.

If they’re working with a specific city, we do the same thing, connecting them with the right people, whether it’s a county engineer with information about mobility plans or city officials who can help ensure a six-lane highway isn’t planned to run through the middle of their development.

At the end of the day, we try to make everything as easy as possible. If the fit is right for Brazoria County and for them, we want to do whatever we can to help. Sometimes, that means putting them in touch with the right people. Other times, it means guiding them from start to finish, helping them find land, ensuring there’s enough power or water at the site, and confirming the workforce is strong enough to meet their needs.

We like to joke that we are small but mighty because we’re a small office, but we work hard to make sure that when businesses come here, they get the answers they need to make the best decision for their future in Brazoria County.

What makes Brazoria County a great place for businesses to locate or relocate?

When you look at places like Tomball or Sugar Land, you see so many people wanting to move just a little farther out. I hesitate to say “move to the suburbs” because we’re not really the suburbs, but we do offer something unique.

We have incredibly good schools and a strong workforce. If someone moves here and wants a job, we can almost always find them one. There are great opportunities, not just with the companies already here, but also with the expansions and new businesses we’re bringing in. It’s a great place to live, work, and play.

The sense of community and quality of life are something we try to highlight. We want people not only to live and work here but also to enjoy their time off. Whether that means going to the beach, watching their kids play baseball, or just relaxing on the weekend, we want to have everything in place so they can truly live, work, and play here.

Port Freeport has been undergoing expansions. How does this impact logistics, trade, and other regional growth?

We lovingly refer to Port Freeport as the “gem” of Brazoria County. We work with them hand in hand on almost every project we bring to the county because businesses are actively seeking access to waterway transportation.

For many, moving goods by water is a more cost-effective and efficient option. We’re incredibly fortunate to have Port Freeport as one of the resources we can offer to businesses looking to relocate or expand. Some companies specifically come here because of the port, while others don’t realize its value until they start considering Brazoria County.

Their growth is absolutely the catalyst for the growth we’re going to continue seeing here over the next five to ten years.

What other important developments would you highlight?

One of the biggest things we’re seeing right now is an influx of interest from clean energy companies. Because we still have available land, which many other areas no longer have, these companies are looking at Brazoria County as a strong option. We already have large manufacturing facilities like Dow, BASF, and Freeport LNG, and many clean energy companies see an opportunity to partner with them, supplying renewable energy or integrating into existing operations.

It’s a win-win. The clean energy groups get a built-in customer base, and the companies already here benefit from access to renewable energy without needing to expand their own infrastructure.

We have several clean energy companies interested in specific tracts of land, and while nothing has been officially announced yet, we’re hopeful that 2025 will be our year to bring some of those projects to Brazoria County.

Beyond clean energy, are there other industries or sectors with growth potential in the county?

We continue to see strong interest in industries similar to those already here. Because we have so many manufacturing facilities in the county, businesses recognize that the workforce is already trained and in place. Engineers, technicians — people who know how to work with this type of equipment are already here, which makes it much more cost-effective for a company to set up in Brazoria County rather than somewhere they’d have to start from scratch.

We get a lot of inquiries from industries like plastics, chemicals, and other manufacturing sectors because they see the economic advantage of moving here. They don’t have to worry about training an entirely new workforce because the people they need are already working in the area.

What workforce development programs or partnerships are in place to help meet employer demands?

Both Brazosport College and Alvin Community College are key partners in workforce development. If we’re recruiting a new business, I’ll call the college with the strongest existing program in that field and ask if they can work with the company to create a tailored training program. Without fail, they always say, “Absolutely, we’ll make it happen.”

That’s a huge selling point for Brazoria County. Businesses want to know they’ll have access to a trained workforce, and our colleges are willing to develop customized programs to meet their needs. In some cases, they can even do on-site training, so employees don’t have to go to the college; they can get the training right at their workplace.

Having two community colleges that are this flexible and engaged is a major advantage for us when it comes to attracting new businesses.

What is your outlook for Brazoria County over the next few years, and what are your top priorities?

We’re going to continue seeing a tremendous amount of growth and prosperity in Brazoria County. We’re already seeing a high volume of inquiries and projects, and we know we’re not the only ones who believe this is a great place to do business. The interest level is there, and we expect that to continue.

Our role is to help businesses succeed from start to finish. I tell people all the time that I don’t want someone to come here if they’re not going to be successful. If they’re not successful, then we’re not successful, and ultimately, the county isn’t successful.

Our goal is to do everything we can to make sure businesses coming to Brazoria County have the resources and support they need to thrive. If they’re successful, then Brazoria County will continue to be a great place to live, work, and play.

In an interview with Invest:, Matt Sebesta, county judge for Brazoria County, highlighted the county’s rapid growth, infrastructure advancements, and economic diversification. He emphasized the strategic investments in education, healthcare, and industrial development that are positioning Brazoria County as a thriving hub in the Greater Houston region. “We are on the cusp of significant growth,” Sebesta remarked.

What changes or infrastructure development milestones do you feel have had the most impact on the county in the past year?

In government, things move slowly. To see real change, you often need a five-year timeline. Our courthouse campus development in Angleton has been under construction for almost five years and is still incomplete. Over this time, we’ve built a new emergency operations center and administration building. We also completed our Justice Center to accommodate future growth.

Now, we are remodeling space to house our tax office and county clerk’s office, creating a one-stop shop for citizens. This $180 million to $190 million project will be mostly complete by year-end. I’m proud of this milestone. With our population approaching 400,000 and predicted to reach 800,000 by 2050, we were busting at the seams. We are on the cusp of significant growth, and this development is our biggest county-related achievement.

Given the growth that’s projected, what makes Brazoria County an ideal place to live, work, play, relocate, or start a business?

Brazoria County is a microcosm of Texas, with a lot of variety. We have rural areas, rivers, an extensive coast on the Gulf of Mexico with beaches, small towns, and villages, and urban areas. We have eight excellent school districts, which I believe are driving a lot of our growth. Many people living in counties north of us are relocating here to educate their kids in our fantastic public schools, while keeping their jobs in Houston.

We also have an active petrochemical industry. While it’s in a bit of a downturn now, the industry has always been cyclical and is a big job provider. Additionally, Port Freeport is consistently growing, which is another driver for jobs.

Given the investments over the last decade in energy, petrochemicals, and advanced manufacturing, are there any specific industries you see emerging? 

In the northern part of the county, the medical field is a major driver of growth. We’re seeing a lot of medical innovation and companies locating in the Pearland area, which is only a 15-20 minute drive from the Med Center. Many who work in the Med Center live in Brazoria County. The Brazoria County Expressway, opened in late 2020, has relieved congestion, allowing people to get in and out more expeditiously, which helps drive this growth.

One of our cities, Iowa Colony, just south of Pearland, had only a few hundred people 15-20 years ago. The last census showed close to 17,000, and it’s predicted to reach 70,000 in the next eight to 10 years, making it a fast-growing community. This growth is also driven by its location in Alvin ISD, which is an excellent school district that serves as a strong draw for folks seeking a quality public education.

Given the diversity of sectors and the range of opportunities available in the county, how are you balancing industrial development with overall quality of life?

We have an excellent parks department. It could always use more funding, but they are excellent at finding available grant funds. We do our best to keep our beaches clean and maintain some excellent parks, including Hanson Riverside Park. It’s an absolutely beautiful park that we’ve worked on in partnership with our state and federal partners.

We partner with our state as much as possible, including working with the General Land Office on coastal resiliency projects to protect our beaches. We just need a little break from hurricanes and tropical storms, because anytime we get those, we see a lot of sand and dune loss on our beaches.

As the community grows, how are you balancing the need for affordability, especially with housing, while still ensuring high-quality development?

Finding a balance is hard. We want housing to be affordable, but we also want quality neighborhoods. I want to see communities built that my grandkids will want to live in 40 years from now. 

In Brazoria County, we want to see quality development, subdivisions, and builders. A change has occurred over the last five to 10 years, with more tract builders coming in, whereas the southern county is used to custom builders. We’re adjusting to this change in quality, but continue to stress that we want to see quality. We don’t want problematic neighborhoods down the road. We want places people will want to live for decades.

Turning to industry needs, how is the county partnering with community colleges and nearby educational institutions to support a strong workforce pipeline?

We support the colleges as much as we can, but their main partnerships are with businesses and industry sectors, which create partnerships with Brazosport Community College, UH Pearland, and Alvin Community College. They know the workforce they need.

We’re also seeing a move down into the high schools, with more CTE programs that help prepare young folks for careers. Not everyone is going to a university for a four-year degree; that’s not a perfect fit for everyone. We also need plant workers, electricians, and welders. These are great-paying jobs for young folks who want to learn a craft, and who have the ability and the work ethic to work in our petrochemical, medical, and service industries. We promote that as much as we can.

How is the county working with regional, state, or federal partners to advance shared economic and infrastructure goals?

We work with our delegation in Washington and our delegation in Austin. We’re also active members with the Texas Association of Counties, the Conference of Urban Counties, and the Houston-Galveston Area Council. We are involved in those entities to help work with our state and federal partners to create the right atmosphere and environment for us to have quality growth.

This not only applies to the business and retail sides, but also to having a livable, great community that people can take pride in living in.

Looking ahead, what are your top priorities for the next two to three years to keep the county competitive, resilient, and business-ready?

We continue to work with our emergency management department, maintaining a strong partnership with our local and state partners to build resilience and the ability to react to any type of event. We have an annual meeting with the mayors, emergency managers, and city managers to discuss hurricane preparedness. We also have a yearly seminar where vendors and insurance companies work with folks to prepare our citizenry.

We are also working on extending the Brazoria County Expressway further south. This has been a key driver for development, as developers are reluctant to build new subdivisions if commuters face long, congested drives. People who work in Houston don’t want an hour or an hour-and-a-half drive. We are about 50% to 60% into the design on that project and are looking to bid it out next year. This will continue to make Brazoria County an attractive place to invest in.

How would you describe the collaboration and support within the business community in Brazoria County overall?

We have a fantastic business community. We’re seeing a lot of solar development and battery development, as well as several peaker plants that can help bolster the grid when needed. These are all looking at better resilience. Both Centerpoint and Texas-New Mexico Power are investing heavily in the county to make our grids more resilient. This helps when we have challenges with power, such as during winter storm Yuri in 2021 or Hurricane Beryl last year.

We haven’t had a major hurricane in Brazoria County since two weeks before I was born. So we’re going to have to address that: it’s going to happen. We’re continuing to make Brazoria County as resilient as possible. I like the great partnerships we have with our industry, and it shows. Our industry here in Brazoria County supports all of our 501(c)3s.

In an interview with Invest:, Mayor Carol McCutcheon outlined Sugar Land’s economic priorities, focusing on major redevelopment efforts like Town Square and the Imperial Historic District to attract businesses and enhance quality of life. She emphasized the city’s strategic use of limited land and infrastructure reinvestment, noting, “We are maximizing limited developable land by reinvesting in existing infrastructure.”

What are your initial priorities for economic growth and business support?

My initial focus is on strengthening Sugar Land’s economic foundation by advancing key redevelopment and quality-of-life projects that attract and retain both businesses and residents. We are moving forward with the revitalization of Town Square, the key redevelopment of a major former corporate campus at Lake Pointe Green, and the preservation and transformation of the iconic Imperial Historic District. These projects will not only boost our local economy but also create vibrant destinations for businesses, residents, and visitors alike. I am also committed to expanding programs like the Retail Refresh Grant, which empowers not only large property owners, but also individual businesses, to improve their infrastructure — enhancing offerings for our residents and supporting long-term economic success.

What gives Sugar Land a competitive edge for business growth?

Sugar Land offers a distinctive balance of economic opportunity, connectivity, and exceptional quality of life. Strategically positioned within the Houston region, the city provides convenient access to major markets, while the Sugar Land Regional Airport delivers a key competitive advantage for corporate travel and logistics. What truly sets Sugar Land apart is its forward-thinking approach to growth. We are maximizing limited developable land by reinvesting in existing infrastructure and maintaining the outstanding quality of life that makes the community so desirable. The result is a city where businesses prosper alongside vibrant neighborhoods, top-tier schools, and an actively engaged community.

How do major redevelopment projects align with your long-term vision?

These projects represent our long-term vision to honor Sugar Land’s heritage while shaping vibrant, experience-driven destinations that fuel economic growth. The Town Square renovations will reimagine office spaces and tenant amenities to create a more desirable environment for businesses and employees, helping attract and retain top employers and jobs, while the Imperial Historic District will connect our past to our future through thoughtful, adaptive reuse. Together, they reinforce Sugar Land’s reputation as a city of innovation, beauty, and community pride.

How is Sugar Land aligning infrastructure and workforce investments with employer needs?

We are investing strategically in infrastructure and people to ensure our community and employers continue to thrive. Through our Transportation & Mobility Innovation Division, we’re improving how people and goods move throughout the city by expanding safe, connected, and accessible transportation options. These mobility upgrades not only enhance quality of life but also strengthen our local economy by ensuring businesses and workers stay connected. Equally important is our investment in workforce development and public safety. Training not only keeps our public safe, but also protects the men and women who serve on the front lines. Our new Public Safety Training Complex reflects that commitment and is an investment in our people, our community, and the future of public safety in Sugar Land.

How are you ensuring the $350 million bond program is implemented responsibly?

Fiscal responsibility is one of Sugar Land’s core values. We are approaching the bond program strategically, prioritizing projects that deliver the greatest community and economic impact while maintaining our strong financial position. Each investment is carefully evaluated to ensure it enhances infrastructure, safety, and quality of life, all while delivering measurable returns to our residents and businesses over the long term.

How will the 2026 FIFA World Cup designation benefit Sugar Land?

The FIFA World Cup partnership offers an incredible opportunity to showcase Sugar Land on a global stage. We plan to leverage that visibility to strengthen our tourism presence, attract new business partnerships, and promote the city as a destination for visitors and investors. Beyond the exposure gained through the sponsorship itself, the event presents an opportunity to host key business development prospects from target industries, offering them firsthand experience of Sugar Land’s dynamic economy, welcoming community, and exceptional quality of life. It is also a chance to celebrate our diverse community and highlight the world-class amenities and experiences that make Sugar Land stand out within the greater Houston region.

What are your top economic development priorities over the next two to three years? 
In the coming years, our focus will be on attracting businesses in industries that align with Sugar Land’s strengths and offer high-quality jobs, while making efficient use of our remaining developable land. Target sectors include bioscience and advanced manufacturing. To support this, our economic development and redevelopment divisions are working in close partnership to strategically invest in updating existing infrastructure to meet the needs of these key industries. This includes advancing major redevelopment projects such as Town Square, Lake Pointe Green, and the Imperial Historic District; expanding business support initiatives like the Retail Refresh Grant; and continuing improvements at the Sugar Land Regional Airport. Together, these efforts will strengthen our local economy, diversify our business base, and ensure that Sugar Land remains a premier community for investment, innovation, and quality of life.

In an interview with Invest:, Kari Werner, president and CEO of the Houston West Chamber of Commerce, emphasized a strategic pivot toward small-business support, with 85% of members now in that category. “We’ve been doing more listening,” Werner said, highlighting new programs centered on AI, fraud prevention, and marketing.

What major shifts have you seen over the past year, both within the chamber and the broader West Houston business community?

When I stepped into this role in 2020, our membership was about 50% small businesses. Today, it’s closer to 85%, and that has changed how we operate. We hired a consulting firm to help us evaluate everything — pricing, events, sponsorships — and we made some big adjustments. We retired some older programs, introduced new events, and restructured sponsorships to better reflect what businesses want.

We’ve been doing more listening. We conducted surveys and gathered feedback, which told us that topics like AI, fraud prevention, and marketing are top of mind. We’re building our content around those themes. We want to make sure we’re staying relevant and providing value.

What makes West Houston such an attractive destination for investment, relocation, and new business?

Houston is so big and incredibly diverse. Coming from Miami, I’ve been struck by the depth and breadth of industries here. Whether it’s oil and gas, healthcare, food and beverage, or the thousands of small businesses that support those sectors, the business ecosystem is robust and thriving.

West Houston, in particular, is experiencing continued population and job growth. Even as some markets are cooling, this region remains a magnet for talent and opportunity. It’s a great place to live, work, and grow a business.

Which industries are you most focused on attracting or supporting right now?

We’ve seen strong activity in healthcare, especially with major hospitals expanding into areas like Cypress and Katy. While oil and gas companies tend to affiliate more with chambers in Baytown or downtown, our focus is on supporting the vibrant small-business community and sectors that are expanding in West Houston — healthcare, professional services, education, and construction, to name a few.

How is the chamber helping small businesses access resources and build relationships with larger organizations?

We work closely with groups like the SBA, SCORE, Workforce Solutions, and HCC. They help us connect our members with mentorship, funding, and training opportunities. Whether someone is just getting started or trying to grow, we want to be a central place where they can access the tools and support they need.

We’re also great at spreading the word. When there’s a pitch competition or a business plan challenge, we make sure our members know about it. These are the kinds of opportunities that can move a business forward.

On top of that, we stay connected with larger entities like Metro, HISD, and HCC. If we discover new contract opportunities, we push that information out to our members. We’re always looking for ways to help businesses make connections and open doors that might not be accessible otherwise.

What issues are most important to the chamber from a policy or advocacy perspective?

We don’t take political sides, but we do believe in providing factual, nonpartisan information that helps our members make informed decisions. Right now, we’re keeping a close eye on school funding and voucher proposals, foreign ownership legislation, bail reform, and investments in water infrastructure.

To keep our community informed, we’re hosting a legislative update on July 31 with four state representatives. We want our members to hear directly from lawmakers and get clarity on issues that impact their businesses and neighborhoods.

How are you and your team using AI and technology to serve members more effectively?

I’m a bit more old school, but my team is all in when it comes to using tools like ChatGPT for marketing and research. We’ve embraced AI to improve efficiency and generate content, and we’re encouraging our members to do the same.

We’re also planning a marketing summit next February that will include sessions on AI, data analytics, and how to avoid common fraud tactics. There’s a lot of curiosity about these topics, and we want to help demystify the tech so small-business owners can put it to good use.

What are your top goals for the chamber and West Houston over the next two to three years?

We want to keep growing, but intentionally. That means increasing membership while staying responsive to what our members truly need. We want to be known not just as the “West Chamber” but as a go-to partner for growth, insight, and connection.

It’s also about raising our visibility. With so many chambers in the Houston area, we’re focused on making sure our unique value proposition stands out. We’re optimistic about Houston’s trajectory, from infrastructure expansion to new business activity, and we’re committed to helping our members thrive as the city continues to evolve.

In an interview with Invest: Joshua Owens, executive director of Galveston Economic Development Partnership, highlighted the city’s transformation and key growth sectors. He emphasized how reinvestment in quality of life has reshaped Galveston, making it a more attractive place to live and work. “Galveston’s reinvestment over the past decade and a half has changed its landscape,” Owens said. “Reinvestment, especially in quality-of-life elements, has made the city more livable today.”

Since taking on the role eight months ago, what key insights have you gained about Galveston’s economy, and how are you driving GDP growth to seize new opportunities?

Galveston’s reinvestment over the past decade and a half has changed its landscape. It’s not the same community as the 1990s or early 2000s. Reinvestment, especially in quality of life elements, has made the city more livable today. What’s surprising is that Galveston has superseded its reputation in terms of quality of life and being a great place to live, but the message about that hasn’t gotten out. 

What are your top priorities regarding economic development partnerships and how they align with the city’s long-term economic vision?

Our biggest opportunities are around our major employer, the University of Texas Medical Branch. Dr. Jochen Reiser has strengthened the institution and driven investment into the life sciences, and we see opportunities around life sciences and UTMB. Another opportunity is the Port of Galveston and the maritime industry. We have raw land on Pelican Island, about 1,200 acres, with the Port of Houston, and we’re looking for partners in the maritime sector for that acreage. This is a major focus of growth around the port and the maritime sector. The third area of growth is tourism and hospitality. Our hospitality sector is second to none in the region, and it is improving, enhancing, and growing. We want to see development opportunities continue to improve visitors’ experience when they come to Galveston.

How do you foster collaboration among stakeholders — local government, businesses, and community organizations — to help drive inclusive economic development?

We are a public-private partnership. The Galveston Economic Development Partnership brings in diverse membership from the public and private sectors to drive investment. We partner with organizations across the region, such as the Bay Area Houston Economic Partnership and the Greater Houston Partnership. We work as a region to drive investment to Galveston County and beyond. If an end user isn’t appropriate for Galveston, we’d like to see them in Texas City, La Marque, Baytown, or Dayton. We want the region to thrive, with Galveston contributing through its quality of life, offering 32 miles of beaches, a dining scene, and cultural attractions in the Strand District. The city of Galveston and the parks board have made Galveston a visitor-friendly destination.

What new industries are showing interest in the region, or which sectors are you specifically targeting for future growth?
We are focused on three pillars of our economy. UTMB and the life sciences are major drivers of investment, so we’re staying with them. We’re an island city built around a port, so the other two sectors fall in line. We’re not going to attract a Tesla gigafactory to Galveston, as it’s not an appropriate location. But we will drive investments around our maritime sector and people who need to be next to the water, for hospitality or transportation reasons. We are an island water-based community, and we’re always going to work in those sectors.

What is your assessment of Galveston’s labor pool, and how is the Partnership helping strengthen the local talent pipeline?
We are working closely with Galveston College, Texas A&M, and UTMB on our talent pipeline to ensure people from Galveston ISD are trained with the education needed to succeed in Galveston. Two-thirds of our workforce lives on the mainland, where it’s more affordable due to the risks of island living. We draw on people from League City and Alvin to work in our industries, offering housing choices. Galveston has opportunities for those wanting to live close to the beach, while Texas City and La Marque, 15 minutes away, offer large master-planned communities. We have a mix of housing — downtown condos, historic Victorians, or small beach cottages — all within a mile of each other. Galveston’s strength is our architecture and built environment, with a history and heritage that newer communities lack. We are investing in our cultural heritage and arts, growing an arts district to attract the creative class, as it’s an excellent place for creative work. 

What are the key opportunities or challenges for the city, and how is the Partnership working to navigate these?
We are still in Southeast Texas, an island off the coast of Texas. Resilience and drainage are always going to be challenges we’re facing. We’re looking at how to provide sufficient infrastructure to Pelican Island to support industries we are hoping to attract in the maritime sector. We need to grow our infrastructure on Pelican Island and continue to enhance our economic resilience and ability to bounce back from major events. Specifically, after Hurricane Ike, the city bounced back economically stronger. Similarly, during COVID, people came and invested more on the island than at any time in recent history because they were escaping the city center. Galveston offered an incredible quality of life during that time.

How is Galveston addressing safety and security concerns to ensure that residents and visitors feel protected?

Galveston has done work on the city side of the balance sheet. They have done work in enhancing public safety, reducing vagrancy, and addressing the quality-of-life issues that matter to the residents by making Galveston safer. 

What is your outlook for Galveston in terms of development and investment? What are the top priorities for the city as you plan for the future?

Given what’s going on nationally, there is a need to invest in our maritime sector in a way that we have not in decades. Galveston is going to be the beneficiary of the federal investment in our maritime sector. We need to rebuild our shipbuilding industry in the United States, and Galveston is going to be part of that solution. 

If you haven’t been to Galveston within the last five years, you need to come to Galveston and see the changes and updates that have been made. It feels like a different city than it was five or 10 years ago. 

In an interview with Invest:, Galveston Mayor Craig Brown discussed key developments reshaping the city’s economy, including a city-owned cruise terminal and progress on the Pelican Island Bridge. He highlighted a potential shipbuilding venture and a regional approach to housing. “We’re thinking beyond traditional boundaries,” Brown said.

What major changes over the past year have impacted Galveston’s business community?

First of all, the Port of Galveston has been active. We’ve gone from supporting three cruise terminals to approving a fourth. This one will be dedicated to MSC and Norwegian Cruise Line, and potentially available to others as well. It’s at Pier 16. What makes this terminal different is that the Port of Galveston is building and owning it, unlike the Royal Caribbean terminal, which they funded 100 percent. That means the new terminal can serve multiple cruise lines, and possibly be used for lay dockage too. Lay dockage is a big revenue generator for us — we’re always looking for more space for those operations.

We’ve also made major progress on the Pelican Island Bridge. A year ago, it was still viewed as a distant goal. Now, it has become a short-term goal. The city of Galveston will own the bridge once it’s built, and hopefully will be signing an advanced funding agreement with TxDOT in the near future. That makes us responsible for collecting the local contributions from Texas A&M-Galveston, the Navigation District, Port of Houston, and Port of Galveston.

We’ve almost finalized that side of it. Now, the ball’s in TxDOT’s court. They’re requesting about $250 million in deficit funding through the Houston-Galveston Area Council (H-GAC). The Transportation Policy Council formed a committee to research and recommend how much funding will be needed. Once that’s secured, we’ll be ready to go.

What’s important to note is that, even though contracts haven’t been signed yet, the project hasn’t slowed down. TxDOT has kept moving, doing environmental analysis, design work, and coordinating with the Coast Guard, Army Corps of Engineers, and the General Land Office. They’re acting like funding is already in place, which is great. We expect construction to begin around 2029 and take approximately 3-4 years to complete.

That bridge will open up a whole new era for Pelican Island. There are 1,300 to 1,400 acres of underutilized land over there, and this project sets the stage for major economic development.

How is the city supporting maritime industry growth?

We’re nearing the final stages of an exciting partnership. A shipbuilding company from Canada is working with the Port of Galveston to lease land and establish a shipbuilding operation here in Texas. It’s a massive project that could bring thousands of jobs.

Once finalized, this will be a big step, not just for Galveston, but for the state and the country. The federal government has made it a priority to reinvest in shipbuilding, especially for things like icebreakers, where we’ve fallen behind globally. We’ve also seen other international companies expressing interest in establishing operations here related to the maritime industry.

The port is also continuing to grow as a cruise hub. We’re close to becoming the third-largest cruise Homeport in the United States. We’re in conversations with other cruise lines that haven’t yet entered the market, and I expect to see some new names coming to Galveston soon.

What initiatives are underway to support economic development?

We’re taking a fresh look at our incentive programs, like our tax reinvestment zones and 380 agreements. We’re making sure they’re tailored to meet the island’s unique needs.

Because of our geography, we have drainage requirements that other cities don’t face. We’re developing programs to help developers meet those challenges. And since available land is limited, especially outside of Pelican Island, we want to make sure we’re offering meaningful support to encourage thoughtful growth.

How are local educational and medical institutions contributing to growth?

Texas A&M-Galveston is expanding, Galveston College is growing, and the University of Texas Medical Branch is preparing to announce some big steps, both in research and clinical services.

Shriners Children’s Hospital has already relocated here, bringing around 160 new healthcare professionals. That’s a huge boost. We’re also looking at promoting Galveston as a destination for medical tourism. We’re a perfect fit for it: patients can receive specialty care, and their families can enjoy the island. We’re working to build out those offerings.

What cultural developments are shaping Galveston’s identity?

Juneteenth has become a major event here, as it should — it started in Galveston. Now that it’s a national holiday, we’ve seen a lot of new attention. Former President Joe Biden joined us for the celebration this year, which was a real honor.

I believe Juneteenth will grow into a national draw for the island. We’re also working with nonprofits to establish a National Juneteenth Museum here.

How are you addressing the housing needs driven by new job creation?

We’re tackling it in two ways. First, we’re supporting efforts to build more affordable housing. One recent win was the sale of the L A Morgan School property by GISD. A local nonprofit, Build Galveston, purchased it and plans to build affordable homes. We’re working closely with them to make sure it moves quickly.

We’ve also reactivated the Galveston Housing Finance Corporation. It had become a bit stagnant, but now, under new leadership with council member Bob Brown, it’s focused on driving affordable housing projects again.

Second, we’re starting to change how we think about housing. For a long time, we’ve believed affordable housing had to be located on the island. But the reality is we don’t have the space to meet demand — even if we succeed with our current projects, it won’t be enough.

We’re shifting our thinking. Affordable housing doesn’t need to be on the island. If we weren’t surrounded by water, we’d treat places like Hitchcock, Santa Fe, League City, and La Marque as our suburbs. We need to partner with them and look at solutions regionally.

Take Hitchcock, for example — it’s easier to commute from there to downtown Galveston than from the West End of the island. We’re looking forward to exploring ways to support housing there and provide transportation solutions. That’s going to be key for supporting our growing workforce.

It’s a regional effort now. We’re thinking beyond traditional boundaries and working collaboratively with partners across the area. From expanding our port and attracting global industry to embracing our cultural heritage and growing housing access, Galveston is positioning itself for a strong future.