In an interview with Invest:, Jasika Shaker, senior membership and engagement director of The Pittsburgh Business Exchange (PBEX), highlighted the importance of networking, and the initiatives that keep Pittsburgh growing, such as inviting people to “talk about what they’re doing, as well as the needs of the city, to show that there is opportunity.” 

How have the past year’s changes impacted PBEX? 

As we get further out of COVID, people get hungrier for events. And with Pittsburgh being such a grassroots city, people don’t trust a lot of soliciting that comes digitally-like emails or cold calls. The main way to connect and actually get business owners to form any sort of relationship is through networking events through seeing you, feeling your authenticity, and really liking your vibe. It takes genuine relationship and connection, and trust that’s built over time and by repeatedly seeing them at events. The huge impact we saw at PBEX was our membership growth. It was so significant that we had to add more events, more staff members, just to take on the needs of the city. Everyone was craving for that human connection. 

How does PBEX plan and execute Pittsburgh’s largest Women in Business event – the annual Women Shaping Our Region? 

It’s done in tandem with the Butler County Chamber of Commerce. This is the fifth year for Women Shaping Our Region, and it has been trial and error. The first year was nowhere near as good as last year, when we had 500 women in the room. One of the highlights from among our incredible speakers is Laura Ellsworth of Jones Day. It all comes down to the community. We ask previous year’s panelists to recommend somebody of equal or higher status than they are to be the following year’s panelists. And we always do a survey after every single event. About 30% of people end up filling out the survey completely and give feedback, which is a lot for a 500-person event. The reconciliation reports will guide on what we could do better for the next year. So, the community and trial and error are the two biggest things that help us. We also hold the Great Energy Gathering for 1,000 people at Hilton Garden Inn Southpointe, Washington County, in March every year. We have 40 vendors and partner with another 40 organizations, from chambers of commerce and business associations, to energy associations. The list includes Butler County Chamber of Commerce, Women in Energy, and Pennsylvania Independent Oil & Gas Association. It’s a great way to bring the community together. Another event that we are proud of is Meet the Presidents. This is only our second year doing it, but we had 500 people on the rooftop of the convention center last year. We invited all the leaders of Pittsburgh to come meet one another, because we found that a lot of them don’t know each other. The way to bridge their collaboration is by providing a space to cross-pollinate their networks. In Pittsburgh, that’s how you get things done.

How does PBEX tailor its initiatives to align with the unique characteristics of the region? Pittsburgh is a unique market. We have many amazing sectors, like healthcare, tech, robotics, and Al. There are so many tech startups here, but sadly, we’re losing a lot of young talent. They’re going to big hub cities, like Los Angeles, San Francisco, New York, Florida, and even overseas. I understand why those can be a lot more attractive cities – they’re fun and lively. What we’re trying to do with PBEX is to highlight that Pittsburgh has it, too. We have so many awesome districts, including the cultural district, the Strip, Lawrenceville, Shadyside, East Liberty, and North Shore, and they’re all lively and popping. So, we try to host the majority of our events within the city, at different cool venues every month. 

I have personally taken the initiative to get the younger crowds to network. Coming out of college, they are rather timid, feeling that these events are for more seasoned people. I encourage all my friends to bridge that gap between the older and the younger generations. Our future leaders will come from the younger generation, and we have so many businesses in Pittsburgh that will need their leadership. 

The monthly Pittsburgh Executive Speaker Series is a new initiative started this year, where it’s not only just a networking event, but also features an educational element. Big figures doing manufacturing, transportation, and different industries in the city talk about what they do, as well as the needs of the city, to show that there is opportunity in Pittsburgh. 

How have PBEX partnerships enhanced its offerings? 

The main reason for our partnerships is because we understand, and we actually encourage, that we should not be the only place to network. Different companies have different needs, different target clients that they’re trying to reach. We have something that’s completely different from what you would get from a chamber of commerce event, an energy-specific organization or a real-estate-specific organization. People come to us because we have all these partnerships, and we can point them in the right direction. 

PBEX is the largest networking group of its kind in Pittsburgh, with 35,000 members and subscribers. We’ve been around for 15 years, and we cover every industry, every size, every niche. We’re more than happy to welcome everyone into our organization. But people might not know how to network. So, we have a three-hour interactive orientation that bridges the gap from meeting people to the next level, either to a meeting or to a sale. Anybody you meet is somebody who can be in your network. It takes knowing what questions to ask, how to approach, how to have confidence, and how to articulate yourself and your body language properly. The networking skills become the value that we bring, alongside all these partnerships. 

How does PBEX ensure meaningful engagement across its members and subscribers? The cool thing about PBEX is people can engage in different ways. You can get regular membership for the year or you can be a sponsor. We have people who regularly attend at non- member ticket rates. We understand that a membership is not feasible for everybody. Some people live further away, so they can only come to select events. We like to offer many opportunities to interact with our network, depending on your unique challenges or goals. We also have a dedicated and engaged member email list. Whenever we send out an email blast for our events, the events get populated with 300 people. At this point, we have the credibility in the city that we have good-quality people and good-quality events. We try to keep them local — with good parking, good food, and good venues – and make it as easily accessible as possible for people to find us. 

What are PBEX’s key goals and priorities for the coming year? 

Education is the key priority — people have to see the value in whatever they do. They have to learn how to network, and see it work. Then, they’re hooked. On top of that would be continuing to bring in younger leaders and learn from them. We already have some relationships with many different universities, and will be building more with bigger schools, so their students can join our events. We also plan to have collaborations for mentorship events, to engage even more people, and show them the value in Pittsburgh. They can invest and build in Pittsburgh with our super affordable economy. It is clean, safe, and diverse. By continuing to shift the conversation about Pittsburgh positively and educating about what we have to offer, we continue to grow – there really is a reason to invest in Pittsburgh. 

In an interview with Invest:, Catherine Murray, Director of Government Affairs and Strategic Initiatives at the Urban Redevelopment Authority of Pittsburgh (URA), discussed affordable housing, downtown revitalization, and inclusive investment. “We want downtown to reflect Pittsburgh’s rich culture and assets. That means celebrating  its character while encouraging tourism and investment to make it more of a neighborhood in addition to the central business district,” she said.

What major changes over the past year have shaped URA’s strategic priorities?
The past year has been transformative for downtown Pittsburgh. Private and public partners advanced a $600 million revitalization plan, led by Gov. Josh Shapiro. The goal is to make downtown more livable, vibrant, and safer, and to bolster the business community – both those that have downtown as their headquarters, and those small businesses that serve daily needs of workers and residents. 

Like many cities, Pittsburgh is still recovering from the pandemic, working to reposition its urban core as a place residents, businesses, and visitors want to be. The challenge is especially acute here, where over 60% of the central business district is office space, one of the highest rates in the country. As more companies adopt hybrid models, many have downsized or relocated, reducing foot traffic and impacting the local economy.

To address this, the URA is supporting the conversion of underused office buildings into affordable and market rate housing. The aim is to reshape downtown into a family-friendly neighborhood. The URA provides financing tools that help developers repurpose buildings and include affordable units.

We’re also partnering to enhance public amenities. One example is Arts Landing, a public space opening next year on the 8th Street block in the Cultural District. Downtown currently lacks a playground, so this will help support family life and neighborhood vibrancy.

Beyond housing and public space, the URA supports small businesses with below-market rate loans. More than 80% of our small-business loan portfolio goes to women- and minority-led businesses.

What urban redevelopment trends is URA watching most closely, and how might these shape its approach in the year ahead?
We’re focused on tax increment financing, a key tool for attracting investment. In Pittsburgh, we’ve launched a 10-year downtown tax abatement that supports office-to-residential conversions, offering developers long-term incentives to take on complex projects.

We’re also tracking small-business recovery post-COVID. While progress continues, many are still finding stability. Outdoor space remains a top priority, especially for restaurants. We’ve funded outdoor dining in downtown and neighborhood corridors to support that need.

Vacancy rates continue to challenge commercial corridors. Some landlords hold out for national chains or high-paying tenants, limiting opportunities for local entrepreneurs. We work closely with small-business owners, often first-timers, with strong visions who need help accessing space. Supporting them helps build neighborhood identity and economic resilience.

Downtown also plays a broader role as a destination. Major sports events, for example, bring visitors. We want downtown to reflect Pittsburgh’s rich culture and assets. That means celebrating its character, while encouraging tourism and investment, to make it more of a neighborhood in addition to the central business district,” she said.

What strategies are most effective in attracting and retaining investment in Pittsburgh, while ensuring that benefits reach all neighborhoods?
Pittsburgh is a resource-rich city. People here are naturally collaborative and take deep pride in their hometown, which helps build a strong foundation for business and community life.

We have top-tier universities like the University of Pittsburgh and Carnegie Mellon, plus several others. Education is one of the region’s largest sectors, and these institutions play a key role in attracting and retaining talent.

A great example is the former Nabisco Bakery on the East End, now Bakery Square. It’s a mixed-use development with Google’s Pittsburgh office, restaurants, housing, and public space. It’s located across from Mellon Park, and demonstrates  how companies can be embedded in neighborhoods rather than placed in suburban office parks. We want them to be part of the city’s daily life.

We work closely with institutional partners and bring redevelopment expertise to support efforts like this. These strategies help create long-term value that connects across neighborhoods and supports the city’s larger economic vision.

With over $5 million planned for affordable housing in early 2025, how does the URA decide where to focus its resources for the greatest impact?
Pittsburgh has a strong need for affordable housing. In partnership with the City, we’re using a housing bond to support both new construction and the preservation of existing homes.

We focus on building new housing and helping people stay safely and age in place in their current homes.  Many projects include a mix of market-rate and affordable units, often targeting those earning 80% or less of the area median income.

We also prioritize geographic diversity to ensure neighborhoods across the city benefit. Beyond large developments, we support essential home repairs, like replacing roofs or installing ramps. These small interventions can have a big impact.

Economic development is complex work, and federal support has declined in recent years. We’ve had to be creative. One solution, to continue investing in businesses and entrepreneurs,  has been equity equivalent investments, or EQ2s. When I led our commercial lending team, we partnered with banks that loaned us funds at low interest rates. We used those to support small businesses unable to access traditional capital, often first-time entrepreneurs or businesses in underinvested areas. As those loans are repaid, we reinvest them in the community.

We also received a program-related investment from the PNC Foundation that helped support small businesses and launch CRiB, the Childcare Reinvestment Business Fund. CRIB offers forgivable working capital loans to childcare providers, who rarely have access to this type of funding. Through CRiB, we were able to make an impact in staff retention in the childcare industry to counter the trend we saw during

the pandemic, when many highly trained workers left childcare for better-paying retail jobs. We wanted providers to raise wages and retain qualified educators in the classroom.

So far, CRIB has provided over $1 million in support, served more than 1,700 children, and created 131 new childcare seats. After so many centers closed during COVID, families faced long waitlists. As a parent, I know that challenge firsthand. Quality childcare is foundational to a strong economy and it needs to be part of every city’s development strategy.

What progress have you seen with the Avenues of Hope initiative, and what are your next priorities for those corridors?
We’ve made strong progress through Avenues of Hope, especially with the deployment of funds from the American Rescue Plan Act. Those dollars allowed us to invest directly into historically disinvested business corridors, working with nonprofits and small businesses that needed access to capital.

Now we’re starting to see the results. Businesses have opened, projects are underway, and we’re seeing more commercial activity in the neighborhoods. It’s been rewarding to witness that momentum building.

Avenues of Hope continues to guide how we think about future investment. We’ve developed deep relationships in these communities  and have strong ties with local leaders and residents. That allows us to stay responsive to their needs, especially when funding is available.

We’ll continue focusing on those commercial corridors and look ahead to additional investment opportunities, both in Avenues of Hope neighborhoods and in other key business districts across the city.

How do you see technology and data analytics influencing future development strategies in Pittsburgh?
We’re working closely with our industry partners on this. The URA brings experience preparing sites, structuring incentives, and enabling development in sectors like robotics, tech, and research.

At the federal level, there’s growing interest in investments tied to energy and artificial intelligence. The URA is prepared to support these efforts, especially through site readiness and financing tools.

Looking ahead three to five years, what are the top priorities you hope to accomplish for equitable development in Pittsburgh?
In three to five years, we expect to see real progress from the downtown investment we’ve been talking about, especially the $600 million revitalization effort. By then, more  of our office-to-residential conversions will be completed and fully occupied.

We’ve already celebrated some key milestones, including the groundbreaking of the First & Market conversion, a senior housing project with 93 affordable apartments, and the completion of the historic Triangle Building into the Ivy Residences. We expect two more groundbreakings in fall 2025 and have a strong pipeline moving forward.

Three to five years from now, downtown Pittsburgh will look very different. I’m excited about where we’re headed and the role the URA is playing in that transformation.

Oakland is widely considered the epicenter of the innovation happening throughout Pittsburgh. Located amid three major universities, the Oakland Business Improvement District (BID) is hard at work advocating for community improvements and doing its part to help business retention in the area. In an interview with Invest:, Shawn Fertitta, executive director for the Oakland BID, highlighted the improvements happening in the district and what makes the area a great place to live, work and play. “Everyone has identified the area as an opportunity, and now we are rallying to make it all happen,” Fertitta said.

What changes in the past year have most impacted the Oakland BID?

The Oakland Business Improvement District has been serving the area for approximately 25 years. Since I started as executive director in August 2024, we have been reflecting on all of our work and analyzing what is working, what are our strengths, and defining our priorities. We took the back-to-basics approach. A focus on rebuilding and further strengthening relationships with our stakeholders has been key, focusing on the priorities they say are important. Now we are taking this work and figuring out how we as a business improvement district can have a seat at the table and lift the economic development of Oakland, Pittsburgh, and the region as a whole. 

What are the priorities identified for the BID? 

Relationships are at the core of what we do. Building and strengthening relationships with our 250 property and business owners is key. By focusing on this, we can get to what is important to them. We went on essentially a listening tour of what our members wanted and needed to be successful within our area. A lot of it was focused on public safety and cleanliness. The beautification of the area and having a pleasant pedestrian experience is also key. Oakland is in the middle of three major universities and a major medical center. We have all of these major institutions surrounding our commercial district, featuring lots of restaurants and retail options. As a result, there is a lot of pedestrian traffic, so addressing factors such as crosswalks and accessibility is important. Pittsburgh is very hilly and there are steps everywhere, so addressing accessibility helps us make sure everyone can enjoy what we have to offer within the district. We are also working with the Oakland Transportation Management Association to connect Oakland with the tech economy hubs around the region. 

We are addressing a host of challenges with the City and our partners, from beautification to infrastructure, so that everyone can enjoy their experience within the district. This also helps with factors such as tourism. The NFL Draft will be held in Pittsburgh in 2026, as well as the Carnegie International. Recently, the City hosted Picklesburgh, a whole festival centered around pickles, that brought it more than 250,000 visitors. As such, accessibility and public safety are key for daily living and working but also when it comes to hosting signature events. 

What improvements have been made in terms of accessibility?

We have our One Step program geared toward increasing accessibility. We were offering mini-grants to business owners to adjust the one step into their spaces. If that wasn’t possible, they would be able to purchase a ramp. It is really rewarding to see the improved storefront spaces that feature the ramps. In some places, Oakland sidewalks can be very narrow. We are working with the business owners and helping them realize that there is an untapped potential in these improvements. There is an opportunity for improvement, which is something we are constantly evaluating and working with our business owners to address.

What makes Oakland an ideal place to live, work and play?

Oakland has always had this buzz to it. We are located among three major universities and you have to look at the talent that is coming out of those universities. We are among the top markets for startup companies coming out of these universities. We are constantly looking and strategizing on how to keep that talent in the area. Oakland has affordable housing. It has great access to healthcare. We have the universities that we can tap into for their talent. We have amazing cultural amenities. We have the Carnegie system of museums, such as the Museum of Art and the Museum of Natural History, Soldiers & Sailors Museum, Phipps Conservatory, and a 450+ acre regional park. In Pittsburgh, we have the Andy Warhol Museum, the Science Center, and the Children’s Museum. All of these and more cultural institutions are compacted within Oakland. We are the most diverse neighborhood in Pittsburgh and a lot of this is attributed to all of the students who are here. We have a base for opportunities for businesses to start here and grow. We are now helping tackle the challenge of real estate that these companies will need. We have pockets of tech-based innovation throughout the region that originates from Oakland. We have great support from the university systems, as well as the local leadership. Everyone has identified the area as an opportunity, and now we are rallying to make it all happen. 

What development activity is happening in or nearby the district?

We work with local partners, such as the Pittsburgh Innovation District, to actively identify areas for development. We assist with the business retention piece. Oakland is compact and there are not a lot of wide, open, available spaces. We are trying to stay creative. Currently we have approximately $3 billion in investments happening in Oakland. The Pittsburgh Innovation District is taking the lead in helping create and steer the development of multi-use spaces and we are supporting them in that process. We are fortunate that people want to be Oakland. There is a vibrancy to the area and the sense of being in the center of a little universe. We are working really hard to make sure that we maintain the sense of place that is inherent in the area.

Denise Martin, President of the Pittsburgh North Regional Chamber, spoke with Invest: about fostering growth in the Pittsburgh North region. “We never lose sight of our core mission which is to create opportunities for business growth through networking, advocacy, cooperation and education. We are working smarter, streamlining our efforts, and focusing on what brings the most value and excellence to our members and region. Everything we do is for the betterment of this beautiful region we serve.”

Since you were appointed in July 2024, how has the Pittsburgh North Regional Chamber grown or changed?

It has been a year of learning, observing, making changes, and understanding the ebbs and flow of events and membership as the new President. I have a completely new staff with talented people who love what they do and love the community. We’ve streamlined our efforts to work smarter, enhancing our five annual signature events, concentrating on excellence, professionalism, and efficiency. Our networking opportunities continue to increase as does our advocacy and educational programming. It’s been a year of transformation to ensure the growth and success of our members and our region. 

What does that reflect about the current state of the regional business environment?

Our region and the beautiful communities within our region continue to grow in ways I never imagined. New business construction and neighborhood developments continue to expand in areas that used to be wooded hillsides and fields. In 2027 we will welcome the first Wegman’s grocery store to the area (Cranberry) and senior living communities and expanding health care facilities continue to thrive. With these expansions, the Chamber staff meets so many new business owners, entrepreneurs, and decision makers interested in networking and moving into our region. The continued growth speaks to the desirable living conditions our region offers, opportunities for employment, new connections, and vibrant lifestyles. 

From your perspective, what makes Pittsburgh’s North region a uniquely strong place to live and do business, and how does the Chamber leverage those strengths to attract and retain companies?

The people in our northern region are welcoming, kind, creative, and hard-working. Pittsburghers in general are uniquely loyal, strong, family-oriented, and friendly. I think we have that reputation nationwide. The folks who live, work, and play here are innovative, intelligent, collaborative, and proud of the growth and success we are experiencing. We have premier, cutting edge healthcare facilities, large corporations, unique small businesses, well-run municipalities and townships, easy access to major highways, beautiful outdoor parks and sports facilities, excellent restaurants, exceptional shopping venues, and lovely neighborhoods. We are in the midst of refreshing, revitalizing and building the landscape of our hometowns. It is a vibrant place to live as well as being visually beautiful. The Chamber is a trusted resource to tell the story of our community by celebrating the new businesses, connecting members, referring business, and working with our elected officials and leaders to advocate for business growth and sustainability. We build and maintain the partnerships that keep the community connected. 

What recent initiatives, such as launching the Cranberry Town Square Market this summer, stand out, and what impact have they had on local businesses and community engagement?

The Cranberry Town Square Market was an intentional rebrand and relaunch of the former Cranberry Farmer’s Market with a primary focus to bring the community together with local vendors and businesses on the newly created Armstrong Great Lawn. We saw the opportunity to create something bigger and better with the new space and renewed partnership with Cranberry Township and worked for almost a year to rebrand the market, redevelop our marketing strategy, plan out the event space, coordinate set up and tear down, and review the vendor applications to establish the market. We were thrilled with the impact it had on the community, welcoming over 1,000 visitors each Friday, and giving the vendors, agricultural farmers, food trucks, sponsors, and live entertainers the opportunity to engage face to face with new customers and with each other over the course of 11 weeks. We wanted to create a family-friendly, wholesome, vibrant community event that would become a Friday-night destination in Cranberry, and I feel we achieved that goal. 

Can you highlight recent initiatives or partnerships that addressed local workforce needs?

The PNRC has a Legislative & Economic Development Committee that works with our elected officials to host workforce panel discussions to address employment needs and other concerns that arise. As the region continues to grow and more businesses open, many job openings will be created that need to be filled. We are ensuring we have the knowledge, connections, and relationships with a variety of industries to create job pipelines. We have strong relationships with local colleges, universities, and schools to connect graduates to business owners through job-shadowing, internships, and ultimately employment. 

What trends in membership, digital engagement, or events have you observed, and how are you adapting to them?

Of the recent members that joined, many different industries were noted including insurance, counseling centers, healthcare, nonprofits, wellness centers, and hospitality. We are trending towards healthcare due to a growing senior population in our region. People from Pittsburgh tend to stay in Pittsburgh, and those folks are starting to age, requiring more senior living facilities and healthcare. We are also expecting a growth in AI Technology in the region and will watch for growing trends and how it affects workforce development. Many of our members continue to communicate online so we adapt our social media presence to ensure we stay in touch with our members and keep them informed of upcoming events, networking, and relevant information.  

Looking ahead, what are your key goals and strategic priorities for PNRC?

Our priority is always growth for our region and being a relevant and trusted resource in that regard. Growing the Cranberry Town Square Market is a key goal for 2026 and from the feedback we’ve received from our vendors, guests, and Cranberry Township, I feel next year will set a new standard for excellence and opportunity to support our local businesses and residents. Another area of evolution is our Women’s Leadership Roundtable program which includes monthly Zoom meetings, quarterly After-Hours events, and our annual Women’s Leadership Brunch. We have strong, talented, incredibly creative women leaders in our region and the inspiration they share is fabulous. We never lose sight of our core mission which is to create opportunities for business growth through networking, advocacy, cooperation and education. We are working smarter, streamlining our efforts, and focusing on what brings the most value and excellence to our members and region. Everything we do is for the betterment of this beautiful region we serve.