There’s untapped potential for businesses to create new jobs that will directly impact the Western Pennsylvania economy. The African American Chamber of Commerce of Western Pennsylvania under President Barãta Bey is spearheading efforts to educate its members and the broader business community through new initiatives that cover workforce development, AI use cases, and the M&A landscape. Bey also discussed the impact of technology, particularly AI, on small businesses. “It’s really making a difference in the lives of our small-business owners,” Bey told Invest:.

What has been the most significant change at the chamber since you took over?

Recruited in November 2023 with an initial 6-9-month transition plan, I officially assumed leadership of the Chamber after 13 months, tasked by the hiring committee with a full modernization. Leveraging my background in community development and fintech, my immediate focus was on technological upgrades: we revamped the website for Google Analytics integration, transitioned to a digital newsletter for broader member outreach, and conducted internal tech audits to optimize daily operations. Concurrently, we streamlined financials and implemented robust accounting systems. Looking ahead, I then prioritized member ROI, surveying members to understand their vision for the Chamber. This revealed a strong desire for business scaling and growth, leading us to examine what foundational elements, particularly talent alignment, were crucial for their success. 

What programs and initiatives has the chamber introduced to support businesses?

Facing a nationwide workforce challenge, we’re acting this summer. We’re launching a new program with a key local organization to help small businesses generate jobs, and we’re partnering with Partner4Work to proactively develop the skilled talent required to fill every new position created. 

We are partnering with another organization to help small businesses strategically navigate mergers and acquisitions (M&A). Many entrepreneurs mistakenly believe M&A is exclusively for large corporations or banks, overlooking how they, too, can actively participate in this environment. This is especially critical given the significant number of Baby Boomer business owners who are successfully existing in the market after building thriving enterprises. While many have provided their children with excellent education, those children often don’t wish to take over the family business. If a suitable buyer isn’t found, these established businesses disappear, dissolving valuable banking relationships, severing long-standing customer ties, and eliminating crucial revenue streams from our communities. We aim to identify compatible buyers for these businesses, ensure the organizational culture is aligned for a smooth transition, and provide the essential wraparound services needed to help close these vital deals, preserving their legacy and economic contribution. Our goal is to ensure a strong potential buyer, align business cultures effectively, and deliver the necessary wraparound services to successfully close transactions. Those are some of the things that directly benefit our members. There’s also the advocacy piece. Understanding that we’re in a budget cycle in the state of Pennsylvania right now, we’re making sure all the issues impacting small businesses are in front of the legislators working on the budget. These concerns need to be at the forefront of those conversations. If we don’t advocate now, once that budget’s passed, it’s too late. 

What makes Pittsburgh and the broader Western Pennsylvania region the ideal location for businesses to relocate?

Pittsburgh’s strength as a hub for “eds and meds” remains a cornerstone of its economic appeal, drawing on world-class institutions like Carnegie Mellon University (CMU), the University of Pittsburgh (Pitt), Chatham, Duquesne, and Robert Morris. These universities cultivate a highly skilled workforce, providing advanced training for sophisticated, high-level careers, particularly in burgeoning fields like Al, robotics, and biotech. For instance, Pitt and West Virginia University are actively collaborating on biotech workforce development in Appalachia, and facilities like Pitt Bio Forge are transforming lab breakthroughs into commercial ventures. 

Beyond high-level research, the region also boasts excellent schools offering technical skills crucial for in-demand jobs, such as lab technicians for the biotech industry. This diverse talent pipeline is a significant draw for businesses. 

Another major advantage for both small and large enterprises is Pennsylvania’s corporate net income tax, which, while historically high, is in a phased reduction and is among the lowest in the immediate region, currently at 7.99% for 2025 and decreasing further. While more work is needed to align tax credits specifically for attracting larger industries, smaller businesses benefit from appealing low-interest loans and grant programs designed to help them establish and grow in the area. This competitive tax environment, combined with the “brain trust” emerging from CMU and other universities, is particularly attractive to tech companies. Pittsburgh’s tech scene, for example, saw over 100 Al and robotics companies by 2025, with significant investment and job growth, largely driven by university talent and research. 

Finally, the region’s strong transportation system is a key asset. Despite some recent federal cuts at the state level impacting public transit funding, the system generally remains robust, connecting workers to employers and meeting the logistical needs of many businesses. The accessibility provided by this infrastructure is crucial for workforce mobility and continues to be a significant factor in attracting and retaining businesses in the region.

How is the chamber empowering smaller businesses through technology?

Comcast has been a huge supporter of ours. One of the things they’ve done is commit to this new digital age in technology and ensure small businesses understand how to navigate it. Through their support, we’ve facilitated workshops and brought in some of the best Al experts to speak with our members. 

We were strategic in how we rolled this out through our Business Institute workshops. We started at the macro level, from understanding Al, what it is, and what it does, to the pros and cons. From there, we moved to the micro level, focusing on how Al specifically helps small businesses. 

Once members understood how it plays a role in communications, marketing, managing supply chains, and more, we surveyed them and presented real-life challenges to our facilitators. We showed them how it can guide their path forward, and we’ve cultivated true working relationships. Now, we’re seeing more of our members come back and say they’re using tools like ChatGPT, Copilot, or Gemini, and sharing how it’s making them more efficient. For now, they’re using Al for administrative tasks, and we’re helping them get comfortable on this journey so they can begin implementing smart Al solutions to handle the tasks they previously didn’t have the staff for. It’s improved the efficiency of many small businesses. 

What are your top priorities for the chamber over the next two to three years?

We’ve secured vital funding from the Heinz Foundation to launch our first cohort of small businesses this summer, an initiative aimed at fostering growth and scaling through job creation, directly impacting the communities these businesses serve. This program, facilitated through the African American Chamber of Commerce’s Business Institute in partnership with Entrepreneurs Forever, is specifically designed to help Black and minority-owned businesses achieve significant growth by expanding their workforce. Our immediate priority is ensuring the successful launch and operation of this inaugural cohort. 

Our second key priority is the dedicated development of our Mergers & Acquisitions (M&A) program. We’ve already conducted two workshops, engaging approximately 37 small businesses. Impressively, about seven or eight of these businesses are now actively pursuing M&A opportunities, which are very promising conversion rates for such a complex area. 

Finally, a major ongoing initiative focuses on introducing tailored programs and resources that assist the Chamber’s nonprofit members. This involves: 

Capacity Building Workshops: Offering specialized training on fundraising strategies, grant writing, board development, and effective marketing to enhance their operational capabilities. 

Access to Business Networks: Facilitating connections with corporate members for potential sponsorships, in-kind donations, or volunteer recruitment to bolster their support base. 

Visibility & Awareness: Providing platforms like member directories, newsletter features, and collaborative events to increase their public profile and attract donors and program participants. 

Advocacy for Nonprofit Issues: Representing the unique policy challenges faced by nonprofits (e.g., funding access, regulatory burdens) to local and state governments, ensuring their vital community contributions are recognized and supported.

Nick Sherman, commissioner of Washington County, spoke with Invest: about responsibly fostering the county’s growth as a neighbor to Pittsburgh. “We are making sure we are holding the line on spending and not overextending ourselves, while still aggressively moving forward with economic development,” said Sherman.

What changes over the past year impacted Washington County and in what ways?

Washington County is blowing up, and as someone born and raised here, I’m very proud of the region. We’re like the little brother to Pittsburgh, where the south suburbs meet rural Southwestern Pennsylvania. We’ve got great malls, shopping experiences, high-end grocery stores, and all the other amenities you’d need. But just two miles in the other direction, you’re in rolling farm country. We have excellent schools and low taxes. Allegheny County, by comparison, has much higher taxes, and they’re slated to rise another 47%, with an additional 10% increase proposed. We have no plans to raise taxes in the near future as we’re finding more revenue through oil and gas taxes. We also have a casino with a horse track that generates about $13 million in shared revenue each year.

We are making sure we are holding the line on spending and not overextending ourselves, while still aggressively moving forward with economic development. 

How have you reshaped resident participation and transparency in county government?

We have started video and audio live streaming to Facebook, which gives residents the ability to see what we are doing. On our county website, residents can view past meetings. We also give people the opportunity to ask questions and added nightly meetings for residents unable to come to typical morning meetings. We are seeing increased participation in our evening meetings, including many young people eager to learn about government. We give the residents access to everything we’re doing, and I even encourage residents to call my cell phone. We meet with developers, congressmen, and U.S. and state senators to make sure we are getting our piece of the pie here in Washington County.

How are county initiatives improving community revitalization and public safety?

Police officers expressed concern about their poorly functioning radio systems, so we did a feasibility study and discovered that we were the worst county in the state of Pennsylvania for communication. 

We launched a $35 million initiative to replace the old system with a new Motorola I-Core system that works in conjunction with Southern Allegheny, Westmoreland, and Green counties. It also allows us to give resources to neighboring counties. While before, only 30% of Washington County had coverage for fire, EMS, and police, the new system will have 95% coverage, as mandated by federal regulations.

Another area of focus is blight mitigation. You can judge a society by how well they are doing teardowns and rebuilds. Washington County and the city of Pittsburgh built the steel that built America and won World War II. But with dilapidated coal companies and steel factories in Monongahela Valley, we have to build up these places so people can relocate here. Throughout the Rust Belt region and in the city of Washington, we’re identifying capital that investors are interested in. We’ve allocated $5.9 million to tear down an old shopping mall for an investor to build a Costco, a grocery store, a Starbucks, and a Home Depot. It’s an example of shaking the rust off to get properties rebuilt for new economic development.

How is Washington County ensuring stronger digital resilience moving forward?

Cybersecurity is paramount. Three weeks into my second term, we were hacked by a bad actor based in Russia, locking down everything. It was a trial by fire, but we were able to learn where our vulnerabilities were. We overhauled our cybersecurity and hired two different firms. While this costs money, it’s important to protect peoples’ personal information. Three-fourths of the county budget is human services and helping people that need assistance. When you are handling human services issues, there is very sensitive information at stake. Working with these firms and educating our staff are vital components. Whether you are a hospital, government agency, or a utility, nobody is immune to cyber threats. We are getting help at the federal level to provide the security and help that we need.

What do you believe makes the county an ideal place to live and do business?

We are an ideal location for transportation. Depending on the traffic, I am about 25 minutes to downtown Pittsburgh. The proximity is better than many places, even in Allegheny County. Interstates 70 and 79 both run directly through Washington County. 

Our cost of living is cheaper here as well. You may spend more money on a house, but our taxes are much lower while still having very good schools. We have four seasons throughout the year, with warm summers and snowy winters. The fall is the best time of the year, when the leaves change colors and we see tourists coming to harvest festivals.

How is Washington County collaborating with local institutions, training providers, and employers to align talent pipelines with current and future job market needs?

We work closely with the Southwest Workforce Development Board to see where we may have projected shortages. We float on natural gas and have the ability to double production at a moment’s notice, including building new pipelines. We don’t have the electrical capacity that we once had, and microgrids are trying to pop up everywhere. We have the LNG here to power microgrids. These two opportunities will be huge for us, and we need to ensure we have a workforce to handle that. 

Working with local unions is essential to build these utilities. Electricians, boilermakers, millwrights, and welders must be talented, precise workers to build these utilities. We have two fantastic higher learning institutions in W&J University and California University of Pennsylvania. Another issue is housing, as we have an influx of population and need to accommodate the growth. We also need to develop infrastructure such as sewer and water lines. But before that, we have to ensure houses are built responsibly and that developers aren’t just throwing houses up anywhere. Feasibility studies are needed to understand the impacts on schools, roads, sewage, and water. 

What are your top priorities for Washington County?

Charging ahead with growth as quickly as we are. Our county airport has a waiting list for private jets, which can attract people with capital and money to the county. We are building 30 T-hangars at the airport to support future growth. Hospitals and healthcare are also paramount to economic development. Washington Hospital, a smaller hospital, was acquired by the University of Pittsburgh Medical Center, and they are committing $300 million in investment. The Allegheny Health Network is also building a new hospital in Washington County, and we are working with the Monongahela Valley Hospital, which was just acquired by Penn Highlands Hospital group. They are investing several million dollars in capital. 

We are getting capital tax increases to build more homes, so the townships will see more tax revenue, which will contribute to better schools and a thriving Washington County. 

In an interview with Invest:, Jack Manning, commissioner of Beaver County, discussed the county’s economic resilience, digital transformation, and strategic growth plans. He highlighted how Beaver County weathered post-pandemic challenges and is now attracting major investments. “It’s an accumulation of emerging from the post-pandemic malaise and being well-positioned for significant incoming investment,” Manning said.

Reflecting on the past year, what key changes have most impacted Beaver County, and how?

Economic conditions have changed significantly post-pandemic, after a pullback in investment for new factories, plants, and hospitals. Now, there’s a renewed interest in development. The national election also influenced this, prompting more recent investment in America. The Shell cracker plant kept Beaver County alive and financially stable during the pandemic. While surrounding areas suffered from closures and layoffs, Beaver County had 8,000 to 10,000 construction workers. Shell put Beaver County on the map, highlighting its features: the Ohio River, a strong industrial waterway; rail lines, the one of the largest rail yards east of the Mississippi; access to highways like the Pennsylvania Turnpike, and close proximity to an international airport. Now, we’re seeing investments from Europe and domestically materialize in Beaver County. It’s an accumulation of emerging from the post-pandemic malaise and being well-positioned for significant incoming investment.

Beaver County has earned national recognition for broadband modernization. What drove that success, and what does it mean for your digital strategy moving forward?

It was a great honor. We’re ahead of other Pennsylvania counties with our broadband. We started early, partnering with Michael Baker International, an engineering firm, and did our own GIS mapping of broadband existence, speeds, and gaps, not relying on federal maps. With the American Rescue Plan Act, we earmarked $15-20 million of the $92 million federal funding for implementation. We’ve partnered strongly with internet service providers, like Verizon, Comcast, Armstrong, and Kinetic. We are far in advance of most counties, upgrading poor service areas and laying new cables for rural access. 

We are 95% complete with initial efforts, continuing to connect. It’s an evergreen process, but by late 2026, we expect to have mostly completed all upgrades. Connectivity is crucial for investment. It’s as vital as electricity, water and sewer. We can proudly state our residential, small business, and industrial connectivity are ahead of the game. A significant broadband project coming up the Pennsylvania Turnpike will terminate in Beaver County, bringing more state-of-the-art high-speed fiber along the river to small businesses. We’re as good as anyone, and better than most, in broadband and connectivity, which is also setting us up for hyperscale and smaller scale Al data centers.

The county is attracting new businesses and residents. What makes Beaver County a great place to live and do business?

Beaver County offers a unique Midwestern hospitality. While I grew up in New Jersey, the pace here is different, yet it retains a small-town feel. Our land mass geography is unique: 2% rivers/waterways, 55% forest, 15% pasture, 5% cultivated crops, and only 27% developed. This creates a great deal of natural beauty and recreational opportunities, attracting events like the Junior Triathlon at Brady’s Run Park and other national events to our County parks. Beaver County, with 165,000-168,000 people, feels like a small town despite being designated an urban county. Most population density is along the Ohio River, where the county was formed. Our proximity to the airport 15 minutes away and other places in downtown Pittsburgh, coupled with financial stability, low taxes, affordable housing, and some great educational institutions, collectively makes it a desirable location. We also have excellent post-education workforce development opportunities and strong collaboration with our local colleges and labor apprentice programs. There’s a great pride, loyalty, and dedication among the people who live here to collaborate in solving our issues and problems, and continuously improving our quality of life.

What are Beaver County’s most pressing challenges, and how are you addressing them?

Our post-steel legacy, particularly from the 1960s, ’70s, and ’80s, necessitated diversification after the steel industry’s demise. We’ve largely succeeded, and are now strong in education, medicine, and healthcare. Industrial manufacturing and advanced manufacturing are returning, as is hospitality and tourism, with hotels built after Shell arrived. 

Our biggest current challenge is an aging demographic. We must attract and retain more young families and people, which is a common issue across the Pittsburgh region. We lack enough individuals to backfill jobs left by retirees, which highlights a concern with federal immigration policy. We need more, diverse people in Beaver County. This isn’t just about farming. It extends to technology, Al, and robotics. Several of our communities, like Ambridge, are already diverse and welcoming.

Part of the solution involves strengthening our schools and healthcare. Our dependency ratio is high at 70%, which is a significant issue. The only way to improve this is by attracting and retaining more people to move to Beaver County and encouraging young families to stay.

Looking ahead, what are your key goals and priorities for Beaver County for the next two to three years?

We have significantly invested in county infrastructure and broadband. A project is underway to also improve cell coverage across our mostly rural landmass. We’ve also equipped first responders and police with new, state-of-the-art radios. More cell towers and coverage are still needed, and we are actively working on that. 

We continue to invest in our parks, quality of place, and recreational opportunities, with several projects planned, including a unique bicycle pump track to attract young families. Our comprehensive plan aims to improve and provide more affordable housing, eliminate blight in downtowns, and revitalize these areas to foster an even greater sense of community. We have made strides in improving our riverfront towns and surrounding townships, which remains the heart and soul of our small business investments and is a high priority. 

We are also capitalizing on available brownfield sites along the Ohio River for data centers and advanced manufacturing. Mitsubishi is investing $86 million in a new advanced switchgear facility, and the recently announced $3.2B Shippingport Power Station by the Frontier Group and eventually a data center. Several major employers and companies are exploring all along the riverfront for significant job creation opportunities. Our priority is to continue to collaborate with all our partners in diversifying Beaver County’s economy to attract a wide range of job opportunities.

In an interview with Invest:, Carol Fenyes, council president of Ford City Borough and Rich Chimka, council vice president, discussed ongoing infrastructure upgrades and  long-term revitalization efforts as she highlighted the borough’s multiyear waterline  replacement project, riverfront development, trail expansions, and strategies to foster  regional collaborations. “While we honor our industrial past, we are embracing fresh  opportunities, whether through education, trail development, or riverfront revitalization,”  Fenyes said. 

What changes over the past year have impacted Ford City Borough and how do they  reflect broader trends in municipal services? 

Fenyes: We have been working for the last five years on an extensive waterline replacement  project. We are in the middle of that project, with grant funding of $10,096,000 and low interest  loan of $6,456,000 for a total package of $16,552,000 from PENNVEST, or the Pennsylvania Infrastructure Investment Authority. All of the 100-year-old water lines in Ford City are being  replaced, along with any connections to those water lines. Any resident in town or business with  a lead or galvanized connection to the water line will have it replaced for free with new PVC  lines. We are eliminating all lead from our water system. Additionally, the Borough has received more than $7.5 million in grants since 2016. These  grants were used to build a new Water Treatment Plant, to improve public parks and the trail  system, to improve pumps in one of our pump houses which evacuate stormwater, to install  handicapped accessible corners in our sidewalks and to improve accessibility to our Public  Library, to name a few. Our Borough Manager, Charles Stull, has applied for an  additional $4.9 Million in grant funding for trail improvements, playground renovations,  stormwater pump house projects, and streetscape rehabilitation projects. 

What makes the city a great place to live and do business? 

Chimka: Ford City is situated along the Allegheny River, with significant  riverfront space that is ripe for development. We are actively inviting developers to collaborate  with private owners. Our vision includes building a hotel, establishing a museum to celebrate the  heritage of the county, including its Indigenous population, and enhancing our trail system. We  have a trail that runs through Ford City on old railroad lines, positioning us as an ideal trail town.  An upcoming pedestrian overpass above the railroad tracks is expected to be completed by late  2026.  

Additionally, while we are limited on where we advertise outside of our county, many people  know that our festivals are popular. From spring all the way into fall, we have a lively town. I am on the board for Experience Armstrong, a group which promotes county  tourism and economic development. We are active in promoting the area. It is important for  people to see what is happening in the city and become more attracted to it. Additionally, the borough owns a parcel on the riverfront, alongside private properties, and we  are encouraging development into a possible hotel, condos, and parks and kayak launches.  

What challenges has Ford City encountered with regard to its aging infrastructure, and  how is the Borough addressing them?  

Fenyes: The primary challenge has been the inconvenience to residents during the project. Our  current work is a massive undertaking as we put in all new lines, including the main lines and  service connections to each house, which are being replaced within this year. We are about  halfway through the project, and as a result, the town looks quite disrupted. Roads are in  various stages of repair, and there are unavoidable inconveniences for citizens. Additionally, the  gas company has chosen this time to replace gas lines, so the streets are particularly affected  right now. However, once completed, the improvements will be significant. We have made the  decision not to repair any roads until all underground infrastructure work is finished. We are now  beginning repaving efforts to restore normalcy as quickly as possible. 

What role do regional dynamics play in shaping Ford City’s approach to attracting  investment, managing commuting patterns, and collaborating on services?

Fenyes: At present, our Planning Commission is working jointly with our Shade Tree Commission and the Western Pennsylvania Conservancy, based in Allegheny County, to invest  in trees along our trail. We lost 12 trees in our park that were over 100 years old due to a storm  in April, including the original tree planted there. We received 10 trees at the beginning of  summer and planted them along the river portion of our trail.  

Chimka: We also hope to collaborate with the Armstrong County Borough  Association to encourage other communities to participate in the Community Heart and Soul  program, which is a community-led advisory group. It is important to understand that historically,  small boroughs in this county have had rivalries, often stemming from when each had its own  high school. Building relationships takes time. I joined the Experience Armstrong board to foster  better connections.” 

Fenyes: One of our biggest achievements was securing Butler County  Community College (BC3), which now has an extension here. After three years of courting  them, they chose to build on the site of our old high school and this ensures that the legacy of  education continues in that very location. They have become an incredible community partner,  even hosting our borough meetings once a month. This shift marks an exciting new era for our  city. While we honor our industrial past, we are embracing fresh opportunities, whether through  education, trail development, or riverfront revitalization.” 

How has public input shaped recent decisions around development and your priorities in  terms of strategic plans and zoning updates? 

Chimka: Public interest is crucial. There is a new program we are trying to  get involved in now, and we will decide at the end of summer. Several people in the community  have expressed interest in it. The program is called Community Heart and Soul.  Community Heart and Soul provides coaches, though there is a cost involved. We are still  determining the cost and how to approach it. This is a community-led advisory group that  conducts studies, speaks with residents, and gathers information. They examine the town’s  history and future aspirations. Since we are transitioning away from being an industrial town, we want to know what residents envision. This advisory board would consist entirely of community  citizens, providing the council with directions. I am hopeful we will receive enough interest. The  individuals currently involved have strong connections, and this initiative will help guide our next  comprehensive plan. I have identified a group of individuals who are participating in  on-line introductory sessions designed to facilitate the decision-making process. 

What impact have the amendments in the Borough’s zoning ordinance in recent years  had on development and code enforcement locally?

Fenyes: The zoning ordinance updates which have been critical in  aligning our regulations with Ford City’s transition from the industrial past to a more diversified  future. One significant impact has been streamlining approvals for mixed-use developments  along the riverfront, where we are actively encouraging light industrial and commercial projects. Our code and zoning enforcement officer, Chris Yanoff, who also serves on the state board of  the State Borough Association, has been instrumental in implementing these changes. The revised ordinances provide clearer guidelines for redeveloping brownfield sites, which has  already attracted interest from private investors. For example, the 35 acres of riverfront property  now under discussion would not have been viable under the old industrial-only zoning. Enforcement has become more proactive as well. By coordinating with the County Borough  Association, we have standardized processes for permitting and inspections. This has reduced  conflicts with developers while ensuring compliance with safety and environmental standards.  That said, challenges remain. Some legacy properties still fall into gray areas under the new  classifications, which is why public input through initiatives like Community Heart and Soul will  help refine these policies further. 

Looking ahead, what are Ford City Borough’s key goals for the near term regarding economic development and collaborations with neighboring counties? 

Fenyes: In the next two to three years, we will complete our waterline and gas line projects, make significant progress on stormwater management, and repave streets. 

There are two sections of riverfront property where we hope to see construction begin within three years. The property has been sold, and we anticipate light industrial or business development. Additionally, there are about 35 acres of privately owned riverfront land that we would like to help develop, possibly for hotels or other businesses. 

Ford City is fortunate enough to be home to two international companies that bring global recognition to our borough. BelleFlex is a manufacturer that supplies products for the Pacific Rim and even the International Space Station. They have been a tremendous asset to our community and recently launched a new division called PulFlex, which molds fiber into innovative shapes. One of their breakthroughs is indestructible telephone poles that are ideal for remote mountainous regions and fire-prone areas, as they are both durable and fire-resistant. We are excited to see their continued growth. 

The second company, KPM Hercules, specializes in precision steel equipment for mills worldwide. Founded by Ford City natives, they have been operating here since the early 2000s and remain a key employer. Additionally, both businesses are located in what we affectionately  call our brownfields, that are former industrial sites that have found new life through modern  manufacturing. The brownfield sites hold great potential, and we are eager to see further  development in the coming years as a third company will relocate to this site soon. Projectile  Tube Cleaning is locally owned and operated and works in nuclear power plants around the world.

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.