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New Jersey county leaders on the power of small business growth

Posted on by Caa

Writer: Mariana Hernández

New_Jersey_By_NightNovember 2025 — Small businesses remain the backbone of New Jersey’s economy, driving innovation, community development, and local employment across every county. With 1.1 million small businesses accounting for 99.7% of all firms and employing nearly half of the state’s workforce, the Garden State relies on its entrepreneurs to fuel economic resilience and growth.

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From March 2023 to March 2024, small businesses were responsible for nearly all of the state’s new jobs, contributing 38,432 net new positions—a remarkable 99.5% of total job gains. This momentum reflects not only the importance of local business owners but also the collaborative support of government agencies, development authorities, and state programs to lower the entry barriers for entrepreneurs.

At the state level, the U.S. Small Business Administration (SBA) has played a major role, providing over $768 million in traditional loans since January 2025 through August 1 — $115 million more than the same period last year — and helping create or support more than 12,000 jobs. Meanwhile, the New Jersey Economic Development Authority (NJEDA) continues to bolster local economies through initiatives like the Premier Lender Program, which partners with banks to offer low-interest loans and financing to businesses that may not qualify for traditional funding.

Meanwhile, the New Jersey Business Action Center (NJBAC) continues to play a pivotal role through free consulting services, the Small Business Advocacy Program, and “Resource for Growth” events that connect entrepreneurs with lenders, regulators, and development partners. Together with county commissioners and economic development teams, these initiatives are helping to build a stronger, more inclusive economy across the Garden State.

Local leaders are also taking a proactive approach to business retention and expansion. From workforce training to simplified permitting or direct financial assistance, counties are aligning their economic strategies with the needs of their small business communities. Invest: spoke with commissioners from across the state on the policies, partnerships, and community-based efforts empowering small businesses to succeed in today’s evolving economy.

Orlando_Cruz_Quote_Stack_New JerseyOrlando Cruz, County Commissioner, Passaic County

Within the county itself, we have our workforce investment board that is partnering with experts to ensure that our community has access to good-paying jobs. Partnering with in-demand industries and preparing individuals so they are workforce-ready is key.

Our small-business developmental center works with individuals who either want to start a business or currently own a business and need guidance. They help small businesses navigate challenges, as well as assist entrepreneurs in getting started. We’re also proud that our local Small Business Development Center worked with more than 400 entrepreneurs and small businesses over the past year, with expansion and stability throughout the past few years, and is constantly working with our state partners to provide the necessary resources and support from filing their incorporation documents to signing their first lease to applying for grants through the NJEDA.

Creating a great partnership is of the utmost importance. The small-business development center has a long list of referral partners, ranging from financial institutions to nonprofits like SCORE. SCORE consists of retired business owners and CEOs who have a wealth of knowledge and experience in running a business and provide free counseling to entrepreneurs and small-business owners. Maintaining these partnerships has been crucial.

Brendan_Gill_Quote_Stack_New JerseyBrendan Gill, Commissioner, Essex County

The Workforce Innovation and Opportunity Act strengthens the Essex County Workforce Development Plan. This four-year plan sets a timeline to help residents of Essex County get the skills they need to succeed in a wide array of potential jobs. The programs train people in industries like healthcare, social assistance, education, retail trade, finance, insurance, utilities management, as well as scientific and technical services.

The growth of AI and AI-driven industries is something we’re trying to get ahead of. We are one of the few counties with an office of small business development where the residents can, at any time, be guided through the technical process of acquiring skills as a small business. For example, they can compete for public work, like for the sheriff’s department, roads and bridges, engineering, vocational school, county college, county hospital, criminal justice system, and jail.

The county of Essex alone is roughly an $800 million entity, and all that money is spent, by and large, on businesses and people within the county. Our aggressive outreach team and outreach office educate those potential businesses on how they can compete for that work that may exist in the public sector, and if they need other technical experience or training to do private sector work, such as insurance and bonds. They can also tap into the university systems, from Rutgers University, New Jersey Institute of Technology, Montclair State University, to Seton Hall University, all located in the county, for both undergraduate and post-secondary education.

Shanel_Robinson_Quote_Stack_New JerseyShanel Robinson, County Commissioner Director, Somerset County

We have recognized that people are prioritizing work-life balance, and are choosing where they live not only based on their place of employment but other factors they see as important. We are being proactive in recognizing those trends, informing people about all the great things Somerset County offers, while directly supporting employers who can leverage our recently created talent attraction tool, Why Somerset, during their prospecting and recruiting. Why Somerset provides information on our excellent public schools, housing market, safety, things to do, places for trailing, where spouses can work, and more. 

The County also supports our small businesses and recently invested in the creation of the Somerset County Business HUB. Housed in Somerset County Business Partnership’s new offices, the HUB was a direct outcome of how the pandemic created a need to provide business education on marketing, grants, loans, and other essential topics, where the focus was on supporting business growth and entrepreneurship. This focus drove this new multi-conference room space, designed to be used by small businesses.

Jason_Sarnoski_Quote_Stack_New JerseyJason Sarnoski, Commissioner Director, Board of County Commissioners, Warren County

A key challenge is managing the burden of state and federal mandates on local taxpayers. Keeping taxes low and affordable for residents is crucial, despite rising insurance and healthcare costs and decreased program funding. Losing federal and state support stretches our budget thin. We’re actively addressing IT infrastructure challenges and emphasizing proactive local planning to attract desired businesses.

However, opportunities abound. Our open space, tourism, and education offer avenues for growth, including new technologies like drones. There’s a strong demand for skilled blue-collar workers — carpenters, plumbers, electricians — which our tech school excels at training, fostering future economic development. Our agriculture industry is strengthening through tourism, drawing visitors who enjoy local farms and produce. This boosts our downtown shops and attracts people seeking open spaces and recreation, which we actively promote.

Want more? Read the Invest: New Jersey report.

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Spotlight On: Jonathan Hirschfeld, Managing Partner NJ, PwC

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Jonathan_Hirschfeld_Spotlight_OnNovember 2025 — In an interview with Invest:, Jonathan Hirschfeld, managing partner for New Jersey at PwC, highlighted how rapid geopolitical and technological shifts have shaped client strategies and firm priorities. “Change creates opportunity,” he noted, emphasizing PwC’s role in helping clients navigate uncertainty across industries.

What have been the most significant changes shaping PwC’s operations in New Jersey over the past year?

We’re obviously in a time of constant change, whether in New Jersey, across the country, or around the world. When I think about the past year and 2025 so far, it’s been full of discussion around political developments, both in the U.S. and globally, tariffs, and tax law changes. Every day, there’s something new being discussed both in the United States and internationally. That creates a lot of complexity between countries, states, and companies.

We’re seeing change layered on top of change. Clients may be ready to act, but shifting circumstances often force them to pause and wait for clarity. This level of volatility feels more sustained than we’ve seen in some time.

But in our world—accounting, audit, tax, and consulting—change is an opening. It creates the space to step in with insight, offer stability, and help clients move forward with confidence amid uncertainty.

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How are clients’ needs evolving across industries like life sciences, tech, and financial services?

Global issues, especially tariffs, are top of mind. For product and service companies, especially in pharma and life sciences, these changes affect more than taxes. They’re thinking about where and how to do business, where to invest, and where their people should be.

There’s also the technology piece. The pace of technological change is incredible. Every day, there’s a new tool or platform, and AI continues to evolve rapidly.

From a client perspective, they’re constantly asking: How can we do this better? How can we be faster? Maybe more cost-effective? That applies to how they manage operations, deliver products, and stay competitive. We’re focused on this in how we serve clients and how we operate internally.

What makes New Jersey an ideal location for PwC’s growth today?

New Jersey is an interesting location for many reasons. I’ve spent a lot of time in the pharmaceutical and life sciences space, and there are so many companies here in that sector, from startups to some of the biggest in the world. Many of them have been reinvesting in New Jersey and in the United States, and there is a lot of great thought leadership and innovation coming from this state.

There is also the geographic advantage. New Jersey is centrally located between New York and Philadelphia. You’re close to Wall Street and major financial centers, and right on the water, which is important for global trade and logistics. When I look at our practice in New Jersey and the range of industries we serve, the opportunity here is huge. The diversity of businesses across the state sets it apart.

How can the industry attract more young professionals to combat the CPA shortage and generational shifts?

As a CPA, born and raised in New Jersey, who went to college here, and has been with PwC for more than 30 years, I’m a big supporter of the profession. I do what I can to encourage the next generation to consider beginning their careers in this profession.

One of the challenges we’ve seen is the growth of the industry. The demand for CPAs keeps increasing, which is a good thing, but we haven’t seen the same growth in the number of people entering the field. Part of that is the result of the requirement to have 150 credit hours to become a CPA. For many students, that means another year of college. Given the cost of college and the desire to start working sooner, some other business careers have been more appealing.

Now, we’re seeing some efforts to rethink the path to becoming a CPA. There’s been significant progress in New Jersey and across the country to create alternate pathways that don’t require all 150 hours but include work experience or other qualifications. I believe this will bring back interest and excitement in the accounting profession.

At PwC, we’ve also been doing more to connect with students earlier, not just recruiting but educating them about what the accounting profession is and what a career at PwC can look like. Many of our interns start with us in their second year of college, and we’re finding that the earlier we start those conversations, the more interest and excitement we can build.

What new partnerships has PwC built to strengthen its community impact in New Jersey?

When I think about partnerships in this context, we’ve focused on getting our staff and partners more engaged in the community over the past few years. That means connecting with not-for-profit organizations, colleges, and local community groups — most of them right here in New Jersey.

There are so many great not-for-profit organizations doing important work for the people of New Jersey and beyond. When I stepped into this role as managing partner, it became even more clear how many of these groups would welcome support from PwC, whether that’s volunteering, raising awareness, or just being present.

We’ve been building and expanding relationships where we can get our people involved. A lot of our employees want to give back but don’t always know how to start. We help connect them with opportunities, whether it’s volunteering at events or, as they become more experienced, joining advisory boards or committees.

The firm also gives everyone a certain number of hours to spend on community work as part of their regular schedule. It sends a clear message that you are not just an employee doing accounting or consulting work. You are part of the community, and this is part of your role. It adds value, not just for the community, but also for personal growth and job satisfaction.

What are the most pressing challenges facing the accounting industry, and how is PwC responding?

I’ve been at PwC a long time, and one thing I can say is that change has always been part of this business. But what we’re seeing now is the pace of change accelerating. Clients are asking for things faster, and new technologies are coming into play constantly.

One of the biggest challenges is making sure our people stay current; what we call upskilling. Just a few years ago, we weren’t talking much about AI, prompting, or tools like ChatGPT. Now, they’re front and center. We’ve invested hundreds of thousands of hours in training across the firm to make sure our teams are ready.

We also have leaders and champions within the firm who are going even deeper into these areas and then helping bring the rest of us along. It’s not just about knowing the latest tools. It’s about making sure we use them appropriately and effectively in a regulated industry.

The other big challenge is the geopolitical environment; changes in tax law, tariffs, and policy. All of this affects our clients, whether they’re trying to make investment decisions, manage operations, or stay compliant. Our job is to stay ahead, offer insights, and help them move forward with confidence. That’s where we see real opportunity.

What are PwC’s top priorities in New Jersey, and how do they align with the firm’s broader global strategy?

Our priorities in New Jersey align closely with PwC’s overall strategy. One of the biggest focuses is technology, helping our clients adopt and implement it, and advancing our own capabilities internally.

On the consulting side, that means guiding clients as they take on digital transformation and helping them get the most out of these tools. On the compliance side, including tax and audit, it’s about staying current and understanding how our clients use technology and how that affects their reporting.

At the same time, we need to be on our own technology journey. We need to enhance how we work, stay on the leading edge, and make sure everything we’re doing remains high quality. Also, because we operate in a regulated environment, the tools and techniques we use must meet the standards required for our work. Quality is always at the forefront.

Want more? Read the Invest: New Jersey report.

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Spotlight On: Andrew Neary, CEO, Marsh McLennan Agency’s East region

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Andrew_Neary_Spotlight_OnNovember 2025 — Andrew Neary, east region CEO of Marsh McLennan Agency, sat down with Invest: to discuss the firm’s strategic response to digital transformation, rising healthcare costs, and evolving client needs. Neary highlighted MMA’s growth through acquisitions, commitment to talent development, and its people-first approach to risk and benefits management.

What recent changes have impacted Marsh McLennan Agency, and in what ways?

Over the past 12 to 24 months, the most significant shift we’ve seen, like many industries, has been the rapid advancement of artificial intelligence, which is transforming how business is done. Every day, headlines reinforce how AI is reshaping operations, and at MMA, that’s been our top priority. We’ve responded by enhancing our digital capabilities and data analytics to stay competitive, if not ahead of the market, while delivering meaningful insights and developing creative risk management solutions.

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What has been MMA’s acquisition strategy in recent years?

Over the past few years, MMA has continued to grow through strategic acquisitions, and, in the East region specifically, we’re currently integrating three key additions. Graham Company, based in Philadelphia, joined us in August 2023. Marsh McLennan acquired McGriff in November 2024, and we’re now assimilating much of their talent and capabilities into our East region. Most recently, Arthur Hall Insurance, became part of MMA in April 2025. Alongside our organic growth, these acquisitions help expand our expertise, enhance our service offerings, and broaden our geographic footprint.

Taking a broader look at the economy, how have ongoing changes in the market impacted your business?

When we look at market dynamics, we categorize trends into two key areas: risk and employee benefits. On the risk side, rapid advancements in digital technology, particularly AI and automation, are driving major change. Our response has focused on strengthening digital strategies and platforms, enabling us to extract clean insights from big data and deliver tailored solutions that enhance clients’ risk strategies. On the employee benefits side, the most pressing trend is the sharp rise in medical costs, driven by factors such as healthcare labor shortages, reduced Medicare and Medicaid reimbursements, and escalating pharmacy expenses. We’re conducting deep dives into these issues, including advanced utilization analysis, and developing strategies to help employers manage costs more effectively.

What key forces do you see shaping the industry today?

The industry is evolving rapidly, and digital transformation is leading the charge. Cyber risk continues to grow, both operationally and in terms of threat sophistication, as businesses adopt AI and automation to improve efficiency. Unfortunately, cybercriminals are leveraging those same technologies to launch increasingly complex attacks through text, email, video, and other channels.

On the property side, we’re seeing a shift toward a softer market, with increased capacity driving rate relief and more favorable terms. Casualty, however, remains in a hard market, with ongoing premium and rate increases, especially in auto and liability coverage. As the market continues to evolve, Marsh McLennan Agency is focused on partnering with employers and their workforces to deliver expert risk insurance brokerage and support business growth through strategic risk management. On both the risk and employee benefit fronts, we’re helping clients attract and retain top talent through comprehensive, competitive benefit packages and programs.

How is MMA helping organizations manage employee benefits more effectively, and what trends do you expect to define this space in the near term?

When consulting with clients on employee benefits, we rely heavily on several annual surveys. The first is our Business Insurance Trends Report, a comprehensive resource that provides valuable insights into the commercial risk market each year. We also publish an Employee Health & Benefits Trends Report each year, which helps guide clients on which risks they should prioritize each year. The third is Mercer’s National Survey of Employer-Sponsored Health Plans, which also offers robust annual data.

These sources are instrumental in identifying employee benefit trends. According to the latest Mercer survey — it is projected that healthcare costs for employers could increase by as much as 9% in 2026, a significant figure. 

To address this trend, we take a data-driven approach. We work closely with our clients to analyze what’s driving their specific cost increases, conduct deep dives into their data, and perform extensive benchmarking exercises.

Our goal is to identify what constitutes a sustainable trend or cost increase. We have a wide range of capabilities and strategies to help clients mitigate these pressures. As a firm, we pride ourselves on being proactive, not reactionary. We have our pulse on market conditions, client needs, and workforce dynamics, refining our approach as part of a long-term, multi-year strategy.

How is MMA approaching talent development and leadership growth, and what values drive your team culture today?

Our office in PPG Place is incredibly important to us, as it allows our team to remain closely tied to the community and ensure that local businesses are served by local specialists.

Our approach to professional growth begins with structured learning tracks and expands into technical training. For those interested in leadership opportunities, we offer robust development programs designed to support that transition.

At the core of our learning culture is a formal mentoring program. It’s a consistent resource that empowers talent to grow both professionally and personally, with guidance tailored to support their career progression.

What is your near-term outlook, and how is MMA positioning itself to support businesses and communities in a changing environment?

At a high level, our outlook centers on industry growth. We feel as though we are uniquely positioned to meet the rising demand from employers navigating increasingly complex risks, from insurance coverage to employee benefits. We believe our team is exceptionally qualified to lead in this space. Our growth is fueled by innovation, evolving client needs, and the expanding scope of risk management. With a strong culture and a high-performing team, we’re well equipped to meet these challenges and continue driving market momentum.

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

We approach strategy by setting clear goals and priorities. Each year, our region comes together in the fourth quarter to plan for the year ahead. What I appreciate most about our process is its foundation: the 3 C’s, which are colleagues, clients, and community. We begin with our colleagues, investing in their career development and personal growth. When our people thrive, they’re empowered to deliver exceptional service to our clients. In turn, that success allows us to give back meaningfully to the communities where we live and work.

This framework isn’t just a planning tool, rather it’s the structure that guides everything we do. When we lead with our people, we create a ripple effect that benefits our clients and strengthens our communities.

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Spotlight On: Nicole Hood, Head of School, Abington Friends School

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Nicole_Hood_Spotlight_OnNovember 2025 — In an interview with Invest:, Nicole Hood, head of school at Abington Friends School, discussed leadership, equity, and experiential learning. “We cultivate that sense of belonging and purpose daily. It shapes who our students become,” she said.

What have been the most significant milestones or moments of growth for Abington Friends School (AFS)?

Abington Friends School was founded in 1697 and is one of the oldest schools in the country. We’re about to graduate our 328th class. When I accepted this role, I knew I was stepping into a place with deep history and legacy.

We’re the oldest school in the country to operate continuously on the same site. A Quaker in the 1690s set aside land for a school and meeting house, and we’ve remained rooted here ever since.

I also joined as the first woman and first person of color to serve in this role, which marked a shift in what leadership looks like at AFS. I’m stylistically different from my predecessor, Rich Nourie.

Landing here came with many expectations. Now, a year in, I have a better sense of the school’s strengths and opportunities. I’m beginning to define the kind of leadership and legacy I want to leave.

Rather than specific milestones, it’s been a process of developing a deeper awareness of the school’s needs and how I can help move the school forward in our Fourth Century of Friends Education.

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What have been the most meaningful insights or lessons as a new head of school in today’s educational climate?

We’re leading schools at a time that’s both polarized and challenging. When Claudine Gay stepped down from Harvard, I faced a moment of reflection. If someone with that kind of support couldn’t navigate this moment, how could I?

But I’ve been given real grace to learn here. AFS, grounded in Quaker values, welcomes new ideas and hard conversations. I’m not a Quaker myself, but I experience that openness daily.

There’s a deep commitment to listening and engaging across differences. Coming from Episcopal schools, I especially value the spiritual foundation that shapes how we build community, practice inclusion, and pursue equity.

Are you seeing broader shifts in K-12 education and how is this influencing your strategic priorities?

Schools everywhere are grappling with how to handle emerging technologies, from AI to social media and cell phones. At AFS, the Fourth Century Center leads our faculty development. This year’s focus is on technology’s place in education.

My thinking on AI has changed quickly. Eighteen months ago, I saw no use for it. Now, even as a strong writer, I see how it helps refine communication more efficiently. We’re introducing it thoughtfully, helping students understand when and how its use is appropriate — a key aspect of digital literacy.

Cell phones are also a major focus. Two years ago, banning them in high school felt impossible. Then Jonathan Haidt’s The Anxious Generation sparked a national conversation.

Our approach has been thoughtful and evidence-based. Through our inquiry lab, we’ve piloted phone-free days and gathered student feedback. Many now see that phones aren’t always serving them well. We haven’t made a final decision, but we’re exploring what a phone-free high school might look like. In middle and lower school, phones are already out of use during the day.

These are the kinds of questions we’re actively working through, and they’re just as relevant across the wider educational landscape.

What programs help students build curiosity and creative confidence across divisions?

We place a strong emphasis on experiential learning — real-world problem solving that brings education to life. A standout example is from our seventh-grade science program.

Last summer, a civic project in Abington Township and Jenkintown Borough removed 30 to 40 trees from our campus. A Middle School science teacher guided students in researching native species and recommending replacements. They presented their proposals to local officials, considering factors like drought resistance and environmental impact.

What made it memorable was that the presentation happened right after a snow day. The students had no rehearsal, but still delivered thoughtful, well-supported recommendations. The township took them seriously. Just last week, I saw the trees begin to be planted.

In Upper School, we offer two major programs. Upper School Career Exploration programs (called ExPrograms) run year-round and allow students to explore fields like medicine, business, engineering, culinary arts, and sports management. They leave campus to observe professionals and reflect on future possibilities.

We also have a two-week ExTerm program, where students pause regular classes for hands-on, project-based learning. Topics range widely, on or off campus, and are driven by student interests. It’s a real investment in meaningful, curiosity-driven exploration.

What are the biggest challenges you see on the horizon for independent schools and how is AFS responding?

Our mission, grounded in Quaker values and intellectual curiosity, is still powerfully relevant. Our emphasis on experiential learning reflects where education is headed.

Today, learning is less about checking boxes and more about developing thoughtful, ethical citizens. We have a strong story to share.

But like most independent schools, we face challenges. Tuition continues to rise faster than income. While we’re deeply committed to equity, the cost of attendance remains high. Our goal is to make this education accessible to as many families as possible, and we’re constantly working on how to do that.

How are you building a culture at AFS that supports deep learning across lines of difference?

This work is central to who we are. Friends schools, and AFS in particular, have long prioritized equity, diversity, and inclusion. We bring people together across differences and create space for dialogue and growth.

One powerful example is Beverly Johnson, who graduated from AFS in 1966. After the 16th Street Baptist Church bombing in Birmingham, she was brought to AFS through a Quaker-led initiative to support talented Black students from the South. She lived with a Quaker family during her time here.

She was the only Black student in her class but felt fully embraced. What’s remarkable is that this story was nearly forgotten — not because it lacked importance, but because acts of principle like this were so routine at AFS, they became part of the fabric. Other schools might use a story like that as a headline. Here, it was just what we do.

At open houses, I make it clear: equity and justice are not trends here. They’re part of our identity. Independent schools are opt-in communities. If that’s not what someone wants for their child, that’s okay. But this is who AFS has always been. I’m simply continuing that legacy.

What are your top strategic priorities for AFS over the next few years?

Internally, we’re focused on strengthening systems and operations — foundational work that may not be visible to families, but will improve day-to-day life for faculty, staff, and students.

We’re updating our employee handbook, for instance. That’s one thread. Another is expanding the work of the Fourth Century Center, ensuring our teachers have strong professional development grounded in Friends education.

We’ve hired a new director of teaching and learning who starts this fall. She’ll help ensure faculty understand what it means to be a Quaker school and how to deliver on that mission with clarity and purpose.

Finally, I’ll be focused on ensuring the school’s long-term financial health. We’re in a strong position now, but sustainability is about preparing for decades to come. AFS must continue serving a broad and diverse student population well into the future.

There’s comfort in leading a 328-year-old institution — I’m not going to break it. But there’s also the responsibility to plan for what it should become 50 years from now. Even in year one, that’s something I take seriously.

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Tampa Bay’s deep dive into the blue economy

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Writer: Melis Turku Topa

Blue_EconomyNovember 2025  — With a coastline spanning more than 400 square miles and a maritime legacy that runs deep, Tampa Bay is turning its waterfront into a launchpad for innovation, commerce, and global connection.

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The ocean economy — also referred to as the blue economy — includes maritime transport, ship-building, container logistics, marine science, coastal tourism, and related technologies. In Florida, this sector supports wages in the tens of billions of dollars and hundreds of thousands of jobs. In Tampa Bay, the mix of a major diversified port, robust research institutions, and growing innovation clusters creates a distinctive advantage.

At the heart of the region’s transformation is Port Tampa Bay. In October 2025, the port confirmed that the project to deepen the main 42-mile channel from 43 feet to 47 feet and widen to 500 feet is moving into design and preconstruction engineering, with full construction anticipated in FY28.

“We are going to make 60 additional acres of land that didn’t exist before that can be future berths and terminals to bring in more cargo … It’s super exciting,” Port Tampa Bay Vice President of Engineering Patrick Blair said, as cited by Spectrum News.

The economic implications are far-reaching, from larger vessels and cargo throughput to stronger logistics linkages and a competitive edge in global shipping. 

“The deepening of Port Tampa Bay’s shipping channels will bring prosperity, jobs and a positive economic impact to our region, all while having a limited environmental impact. A deeper shipping channel helps to strengthen the domestic supply chain and increases our global competitiveness. This is a moment of celebration for the port, our maritime community and partners and Tampa Bay as a whole,” said Paul Anderson, President & CEO of Port Tampa Bay, as cited by the U.S. Army Corps of Engineers.

Beyond cargo and logistics, Tampa Bay is also emerging as a hub for marine science, technology, and coastal enterprise. The region’s concentration of research talent and innovation supports next-generation activity — from ocean sensor systems and data analytics to marine robotics and advanced port operations.

One local anchor institution is the Florida Aquarium in Tampa’s downtown, which presents itself as much more than a visitor attraction. Through its Coral Conservation Program and Apollo Beach Conservation Campus, the aquarium collaborates with the University of South Florida’s College of Marine Science and the University of Florida’s Institute of Food and Agricultural Sciences (UF/IFAS) on coral research, reef restoration, and educational outreach. These partnerships reflect Tampa Bay’s growing role as a center for applied marine science and innovation.

Further expanding the region’s marine science presence, the new Mote Science Education Aquarium (Mote SEA) opened in Sarasota in October 2025, marking one of the most significant investments in ocean research and public education on Florida’s Gulf Coast. The $130 million, 146,000-square-foot facility, located at Nathan Benderson Park, is designed to connect the public directly with cutting-edge marine science conducted by the Mote Marine Laboratory. 

The aquarium features advanced exhibits on ocean ecosystems, marine robotics, and coral restoration, and it serves as a living laboratory linking Mote’s scientists with visitors, students, and industry partners.

“We wanted to create more than a place to see marine life, we wanted to ignite curiosity, inspire creations and celebrate the power of science. We are all here today to celebrate achieving this vision together.” said Michael Crosby, president and CEO of Mote Marine Laboratory & Aquarium, as cited by WWSB. 

The opening strengthens Tampa Bay’s broader blue-economy corridor, connecting research, education, and innovation along Florida’s west coast.

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Spotlight On: Cathy Hampton, Partner, Entertainment and Sports and Corporate practice groups, Greenspoon Marder LLP

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Cathy_Hampton_Spotlight_OnNovember 2025 — Cathy Hampton, partner at Greenspoon Marder’s Entertainment and Sports and Corporate practice groups, sheds light on the dramatic transformations sweeping through the sports, entertainment, and corporate sectors, with a particular focus on Atlanta’s unique role. Hampton told Focus: that legal shifts have redefined entire industries, pointing to the “rapid-fire change” in collegiate sports driven by name, image, and likeness (NIL) policies. This fundamental shift has not only transformed the lives of athletes but has also sparked an explosion of economic opportunities and global events across the country.

What are some of the biggest changes you have seen in the sports, entertainment and corporate legal industries?

In sports, the NIL changes in amateur athletics have completely transformed how we view amateur versus professional athletes. Years ago, no one would have imagined that college athletes would have an opportunity to participate in the fruits of their labor.

The NIL changes are a significant departure from where we were not long ago. The Alston case and other antitrust cases marked a pivotal moment in weakening the NCAA’s control over athlete compensation, paving the way for the rapid adoption of NIL policies.

Many scholars wrote think-tank papers, but no one really thought that just a few years later we would be in the current space. So, in sports, I would say the biggest changes are in collegiate athletics. Atlanta has also been an excellent host for major events — from the Super Bowl to the Final Four, and the upcoming FIFA World Cup.

Part of the story in sports is the evolving landscape of collegiate athletics, but also Atlanta’s strong track record of hosting global events. The city first stepped onto the world stage with the 1996 Olympics, and since then has been an explosion of global sports activity, with all the accompanying economic development.

I take great pride in having worked on the construction of Mercedes-Benz Stadium during my tenure as Atlanta’s City Attorney, when we successfully led the legal aspects of building a new stadium — taxes, commercial paper, winning litigation defending the issuance of that commercial paper.

What we accomplished with the Atlanta Falcons and the city’s sports community contributed to the growth of the sports ecosystem and all of the economic advantages, incentives, jobs and businesses that have flourished as a result.

On the entertainment side, Atlanta has been a center of music, but we cannot overlook the growth of the film and TV industries. Thanks to our partnership with the state of Georgia, the city’s film office helped drive that expansion. We worked on the legal issues to establish and develop the Atlanta Film Office, securing tax credits and streamlining the permitting process to attract major film productions with years of economic ripple effects. 

This boom has drawn not only productions, but also businesses and people who often decide to stay, raise families, and contribute to our communities. The explosion in film and TV, combined with Atlanta’s established music industry and growing sports presence, has made the city a hub for cultural creation.

On the corporate side, visitors are sometimes surprised at just how many Fortune 100 companies are headquartered here. Most people know about the big ones — Delta Air Lines, Coca-Cola, Home Depot, and UPS, but many others — such as Newell, NCR and Global Payments — are here too.

The growth of Fortune 100 companies based in Atlanta offers more opportunities for law firms to expand from local to regional, national and even global practices. Atlanta has shifted from being “the center of the South” to one of the key business centers of the country — and the world.

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What differentiates your firm from others in the market?

There’s a special place for professional services, and lawyers play a key role in ensuring that clients remain compliant. Of course, there are risks when you’re entering new business areas, but I see our role as partnering with our clients, so the answer isn’t “no,” or the old adage, “it depends,” but rather “yes, and.”

Having that mentality is what distinguishes the Greenspoon Marder family of lawyers; we see ourselves as true partners, working with clients to navigate risks and reach solutions together.

To solve problems effectively, there’s no substitute for knowing a client’s business. The more ingrained you are in a client’s operations, the easier it becomes to proactively spot risks and prevent or mitigate them.

What I’m seeing is more of a partnership with clients, sometimes even through secondments, where firms loan lawyers to work directly with clients. The more you learn about a client’s business, the more effective you become at balancing creativity and innovation with compliance and risk management.

Where do you see the most promising opportunities emerging right now?

One area that has grown in surprising ways is video games. What began as entertainment has now been expanded into E-sports, with Atlanta emerging as a center for E-sports and gaming.

This wasn’t something many could have foreseen. Today, esports is a massive business, especially with virtual play enabling global competition. Another area is content creation. Social media platforms continue to dominate daily life, helping people connect with family and friends, but also play a massive role in branding and business. Sponsors are investing heavily in growing their social media footprint, and influencers have turned influence into an industry of its own. Advising creatives now means thinking not only about what to capture on film, but also how it ismarketed. It’s not just about producing a TV show — it’s about securing streaming rights, managing distribution and product placement.

Do you remember when you’d see something on TV and think, “I wish I could buy that?” Now, with streaming services, you can click and buy instantly. That convergence of entertainment, sports, and retail is an enormous shift, and it’s only going to expand.

How do you protect brand value in an era of remix culture, fan content and marketplaces that move faster than traditional enforcement?

The fundamentals are still the same: trademarks, patents, copyrights, the U.S. Patent and Trademark Office, and the U.S. Copyright Office. Everything you learned in law school about intellectual property hasn’t changed.

What has changed is execution and speed. Online registrations, protections, and social media, now require much faster action.

There used to be a window of opportunity to decide whether to protect your brand. That window no longer exists. The moment you post something, it’s exposed. Ideas, products, and processes all must be protected much sooner. It’s crucial to utilize monitoring tools, platform-specific takedown strategies and NIL contract clauses to ensure brand protection.  

The advice we give our intellectual property clients is simple: the steps remain the same, but the urgency has changed. You move faster to protect your brand in today’s fast-paced environment.

What are your top priorities for your practice areas over the next three to five years?

We are focused on managing growth strategically. At Greenspoon Marder, we’ve been having thoughtful conversations about opportunistic hires — whether individuals or groups — who can strengthen our existing  practices while bringing fresh approaches to client service and outreach.

That requires a clear understanding of what our clients need and what they are asking of us, ensuring our growth aligns with theirs. For that reason, you will see continued expansion in our Atlanta office.

As the city grows and our client base broadens, we will need additional lawyers to grow alongside our clients and serve them in a thoughtful, comprehensive way.

Want more? Read the Focus: Atlanta report.

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Spotlight On: Taneisha Harvey, General Manager, Nashville Municipal Auditorium

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Taneisha_Harvey_Spotlight_OnNovember 2025 — In an interview with Invest:, Taneisha Harvey, general manager of the Nashville Municipal Auditorium, emphasized the venue’s commitment to revitalization and community engagement amid a rapidly evolving event landscape. “We want the community organizers and promoters to know that the Municipal Auditorium is here and available, our doors are open. We are the people’s house,” she said.

What changes over the past year in terms of the market, operations, or community engagement that have had the greatest impact on the auditorium?

Over the past year, one major shift has been an uptick in sporting events. The Municipal Auditorium is known for being the home of the Nashville Kats, a professional arena football team. However, with our strong partnerships with the Mayor’s Office, Sports Authority, and Nashville Convention & Visitors Corp (NCVC), we secured a three-year agreement with Athlete’s Unlimited, which is a professional women’s basketball league. Those partnerships have also led to increased inquiries for other sporting events, ranging from gymnastics to professional fighting. We’ve hosted several concerts and rehearsals throughout the year as well.

We want the community organizers and promoters to know that the Municipal Auditorium is here and available. Our doors are open, and we are the people’s house.

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How has Nashville’s growth in tourism and entertainment influenced the types of events you are able to attract now, compared to previous years?

Nashville’s tourism and entertainment boom has pushed the Municipal Auditorium to reinvent itself. Once the city’s main stage for major performances, it now must compete with newer venues. Rather than competing head-to-head with state-of-the-art arenas, it now attracts mid- sized concerts, cultural gatherings, sporting events, and niche entertainment that align with the city’s diverse visitor base.

What partnerships do you have in place with hotels, restaurants, tourism groups, or others to help strengthen your event pipeline?

We partner with Live Nation as our preferred promoter to bring in concerts and strengthen our entertainment pipeline. In addition, we invest in targeted advertising through local news outlets and the Nashville Business Journal to reach both residents and visitors. We also collaborate with the Nashville Convention and Visitors Corp (NCVC) to align with the city’s broader tourism initiatives, ensuring our events are promoted alongside Nashville’s growing reputation as a premier destination.

How are inflation and rising operational costs impacting your strategy, and how are you navigating those hurdles?

Rising costs have pushed us to be more strategic with our operations and partnerships. We’re streamlining expenses, strengthening relationships, and diversifying our event mix to drive revenue. By working closely with tourism partners and focusing on high-impact events, the auditorium is able to manage inflation while still delivering quality experience for both guests and organizers.

What are your top strategic priorities for expanding the auditorium’s reach and solidifying its role in Nashville over the next three to five years?

Our top priorities over the next three to five years are to broaden the mix of events we host, from concerts to sports and community gatherings. I would like to see more corporate clients while strengthening partnerships with tourism groups and local businesses. We’re focused on upgrading technology, improving guest amenities, and streamlining operations so the Municipal Auditorium continues to be a versatile and culturally significant venue in Nashville.

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Spotlight On: Mark Parthemer, chief wealth strategist of Glenmede

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Mark_Parthemer_Spotlight_OnNovember 2025 — In an interview with Invest:, Mark Parthemer, chief wealth strategist of Glenmede, emphasized the importance of personalized, holistic planning in today’s complex wealth management landscape. “Our goal is to empower clients in shaping their financial futures. That requires a holistic, yet highly customized approach,” he said.

What is Glenmede’s overall wealth management philosophy and how does that distinguish the firm?

At Glenmede, we focus on the idea that every client represents a universe of one. Families, endowments, and foundations all require tailored wealth management solutions. These services span investment advice, philanthropy, next-generation education, trust and estate planning, tax strategies — the full spectrum. Our goal is to empower clients in shaping their financial futures. That requires a holistic, yet highly customized approach.

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Given the current economic climate and fluctuating markets, how has Glenmede adjusted its strategies to help clients protect, project, and grow their wealth?

Much of what we do involves continuous engagement with our clients. We apply robust analytics and perform ongoing assessments of how likely they are to achieve their financial goals, factoring in macroeconomic conditions, taxes, and market volatility. Based on that analysis, we design portfolios that aim to improve the probability of success. It’s an iterative, personalized process. Each client has unique goals, family dynamics, risk tolerance, and perspectives on wealth. We account for those individual factors — alongside current and anticipated economic shifts, like inflation trends or geopolitical risks — and we incorporate them into the strategy we craft. It’s all woven into the framework we build to manage their investments.

How do these tax policies shape your wealth management strategies for clients in the region?

Florida is clearly a tax-favored state. There’s no personal income tax, no estate tax, and no inheritance tax. When you combine that with the climate and a vibrant business environment, it’s an appealing destination for high-net-worth individuals and businesses. However, making the transition requires strategic planning, not just to establish Florida residency but also to sever ties with previous states like New York or Connecticut, which could still claim tax jurisdiction. That process includes lifestyle and legal changes to support residency status. From an investment standpoint, the absence of state income tax opens the door for more favorable investment opportunities. Certain investments become more attractive without the drag of state taxes. Additionally, it’s important to consider where assets like trusts are located. For instance, if a client relocates to Florida but their trust remains domiciled in California or New York, that trust could still be subject to those states’ income taxes. So, changing the situs of a trust can be critical. It’s all part of our effort to ensure a client’s wealth is aligned with the most efficient tax jurisdictions.

How is Glenmede leveraging technology and innovation to enhance the client experience, streamline investment strategies, and provide real-time financial insights?

We’re all seeing the growing presence of artificial intelligence, particularly generative large language models. Glenmede is cautiously optimistic about the efficiencies AI can bring to internal operations, like using AI bots to support business processes. However, we’re very clear that these technologies are not used to provide client advice. Each client’s situation is unique, and personalized advice still requires human judgment. That said, we’re actively integrating technology to better serve clients, whether through remote meetings, document sharing, or data management. We’re also mindful of the risks technology can pose, particularly cybersecurity threats, such as phishing or attempted fraud. We’ve implemented robust cybersecurity policies to protect client assets. It’s an evolving challenge, but one we take very seriously.

How do you approach client education in areas such as investment strategies, market trends, and long-term financial planning?

I’m Glenmede’s national chief wealth strategist and also serve as the Florida regional director. My focus is on tax, estate, and trust planning, not investments. That said, we work closely with clients on structuring their wealth to be protected and transferred effectively. This includes strategies for minimizing taxes, shielding assets from divorce or creditors, and ensuring wealth supports family members without derailing their purpose or productivity in life. So, while I’m not the one providing investment advice, I do educate clients on the broader planning side — how to build a structure that supports their long-term vision and legacy.

How does Glenmede help clients align their wealth strategies with their philanthropic and social impact goals?

Glenmede’s roots are deeply tied to philanthropy. The Pew family, founders of Sun Oil (now Sunoco), established the Pew Charitable Trusts in the 1950s, and Glenmede was created to manage the trusts’ assets. That legacy continues today. We now manage around $8 billion in those trusts and have a dedicated division focused on endowments, foundations, and philanthropic strategy. High-net-worth clients increasingly seek strategic ways to give. Recent tax law changes have added complexity, limiting deductions and adding new requirements, so our role includes helping clients navigate those shifts effectively. We provide structured guidance to ensure their charitable giving is both impactful and tax-efficient.

What strategies do you implement to ensure a smooth wealth transition across generations?

We’re actively involved in what’s often referred to as the “Great Wealth Transfer” as baby boomers pass significant assets to the next generation. Our approach starts by separating the conversation into two parts. First, we ask: What does your estate plan look like? Who gets what, and how? Once those objectives are clear, we explore the tools available to meet them efficiently. These tools include generation-skipping trusts, grantor-retained annuity trusts, spousal lifetime access trusts (SLATs), and others. As a former private practice tax attorney, this is an area I’m passionate about. These structures aren’t one-size-fits-all. They’re matched carefully to each client’s goals. The end result is a strategy that reflects their values and ensures their legacy is protected and passed on as intended.

What are your expectations for the wealth management landscape in Palm Beach over the next few years?

Palm Beach has long been a destination for high-net-worth individuals, and that trend isn’t slowing. The wealth management industry here is thriving, which keeps all of us operating at a high level. I expect that to continue. We’re seeing more top-tier firms and talent establishing a presence here because this is where many key clients reside. A major development to watch is commercial real estate. West Palm Beach, just across the bridge, is experiencing rapid growth in office space development. While costs are rising, the demand indicates confidence in the area’s future. For example, ServiceNow recently announced it would move its headquarters from San Francisco to West Palm, taking over hundreds of thousands of square feet. That’s a powerful sign that the region continues to attract not only wealthy individuals but major companies and talent.

How do you approach crafting individualized strategies for clients, particularly when complex family dynamics or unique financial goals are involved?

It all begins with truly getting to know the client. You can’t walk into a meeting and start recommending solutions without understanding who they are and what matters to them. We ask questions, we listen carefully, and we continue that dialogue throughout the relationship. That insight informs not only portfolio construction but also estate planning, tax strategies, and philanthropic goals. Every aspect of the plan is shaped by what the client has shared as being most important. So, the foundation is always: listen first, then build.

What are your top priorities moving forward?

Glenmede is deeply committed to educating future generations. We’ve been doing this for 65 years, and we know how important it is to prepare children and grandchildren to become responsible stewards of wealth. We offer structured learning modules — both in-person and virtual — on everything from taxes to investing to understanding what it means to be the next generation in a wealthy family. Studies show that families with well-educated heirs have a much higher chance of preserving their wealth. In addition, we have a dedicated sustainable investing division and also offer lifestyle support services. We tailor solutions based on what’s most important to our clients and build a team of experts to meet them at their point of need.

Want more? Read the Invest: Palm Beach report.

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Industry Corner: Scaling digital health: From telemedicine to AI-driven care

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Writer: Mirella Franzese

Industry_CornerIndustry corner is a monthly series on what company leaders believe are the most important best practices in their sector or organization to ensure growth and sustainable success.

November 2025 —  America’s healthcare systems are overburdened. Professional shortages, rising costs, federal funding cuts, the rise of chronic diseases, and an aging population have all strained the industry. As a result, hospitals and health providers are shifting towards digitalized and AI-powered care models to alleviate the burden as automation offers core advantages in treatment efficiency and effectiveness.

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“The global health landscape is on the cusp of a significant transformation, driven by the rapid integration of digital technologies and artificial intelligence (AI),” said Andy Moose, head of health and wellness at the World Economic Forum, in a white paper examining the future of AI-enabled health. “In healthcare, medtech, and pharma, an inflection point has been reached: the choice now lies between transforming systems or continuing down the road of incremental improvement. As this transformation unfolds, it is crucial for addressing the urgency for real, impactful change rather than small, marginal advances.”

According to IBM, AI-driven diagnostics can improve health outcomes by 40% and reduce treatment costs by up to 50%. Similarly, the World Health Organization (WHO) estimates that spending an additional $0.24 per patient per year on digital health interventions could save more than two million lives from non-communicable diseases over the next decade.

The Next Phase of Digital Health

The pandemic accelerated the adoption of telemedicine, but healthcare’s digital phase has now evolved beyond virtual care, which has struggled to scale. This evolution marks an industry-wide shift from basic telehealth toward integrated digital ecosystems linking electronic health records (EHRs), mobile apps, AI algorithms, and workflow automation. In fact, the majority of healthcare leaders (96%) say they are “ready and resourced” to use digital health, according to a newly-released survey report by the MIT Technology Review.

However, most organizations are integrating these tools for operational and administrative efficiency, but grappling with clinical adoption due to regulatory and ethical uncertainties.

“Compared to other industries, healthcare exhibits digital maturity and disruption below the global average, indicating that these sectors have yet to make full use of digital technologies to create significant value,” Moose added. “It is not yet clear whether AI will drive transformation or continue down the current path, with a sole focus on marginal efficiency. So far, many AI developments have been experimental…most of which have yet to be implemented at scale.”

Despite challenges, clinical implementation is slowly gaining momentum. In fact, AI has already been successfully applied to multiple practices within the medical field. For instance, AI agents and assistants are supporting patient triage through advanced monitoring devices. Ambient voice technology is also being leveraged to document physician and patient conversations, allowing clinicians to focus more on patient interaction, according to AdventHealth’s West Florida Division President and CEO David Ottati, who recently spoke with Invest:. In another example, AI also provides capabilities that are considered “rare” for emergency medicine, according to James Fishkin, medical director of Sollis Health, a concierge urgent care provider. As Fishkin noted to Invest:, artificial intelligence enables them to perform advanced procedures that are typically only hospital-based, such as paracentesis and thoracentesis.

The benefits of AI adoption are clear. With the implementation of digital solutions, health systems can scale infrastructure at length and improve patient and data security. Even as labor shortages and rising costs continue to pressure hospitals, digital tools offer both operational relief and measurable improvements in clinical care — ones that are bridging social divides and health gaps.

Smarter Diagnostics and Filling in Care Gaps

According to healthcare experts, AI and medical imaging are being increasingly employed in radiology, dermatology, ophthalmology, pathology, and clinical triage, among other areas, for smarter diagnostics. These tools essentially help physicians interpret scans, identify anomalies, and predict disease progression faster and more accurately, as Ottati notes. Even more importantly, AI-enabled diagnostics expands access to healthcare, making detection easier for remote or underserved patients who are unable to visit physicians in person. 

For instance, Triangulate Labs, a Boca Raton-based technology company, is leveraging AI-powered total body photography (TBP) through its mobile app, Skinmap, to detect skin cancer early when it’s 99% curable, according to CEO and Founder Bill Hall. The Skinmap app captures 300 high-quality images in 60 seconds, while AI maps them onto a 3D body model, comparing prior and current scans to highlight changes. For Hall, this technology isn’t just critical for supporting dermatologists’ accuracy, but also for filling in gaps in access. 

“Of the 110 million high-risk Americans, only 12 million see a dermatologist annually, leaving nearly 100 million without access. Skinmap aims to bridge this gap by extending dermatologists’ reach to primary care providers, specialists, and remote patients, helping filter high-risk cases for early intervention,” Hall told Invest: reporters. 

Beyond dermatology, digital health is being used to help address critical gaps in women’s health, according to a 2025 Boston Consulting Group (BCG) report. In general, women live 25% more of their lives in poor health compared to men, but traditional medical ‘hardware’ fails to consider sex-based differences in treatment. Femtech innovations are therefore expected to transform mechanisms of health, tailoring care towards the female experience, as per BCG. 

For health systems, closing these divides means cutting down costs and operational burdens. AI tools like Skinmap essentially replace existing detection solutions (such as booths) that are economically impractical, and substitute mobile apps, which disrupt clinic workflows. 

So by leveraging these devices at scale, hospitals stand to gain more precise diagnostics and reduced clinician burnout — all of which enhance patient outcomes, mitigate revenue loss, and bolster operational resilience.

Addressing Risks: Ethics, Privacy & Regulation

For most healthcare providers, implementation isn’t the biggest roadblock for broader AI use — it’s regulation and ethics. With greater use of AI and automation comes heightened attention to ethics, data governance, and compliance, as Ben Horner,  managing director and partner at Boston Consulting Group, noted in a WEF report. 

“AI in health faces dual challenges. First, the inherently sensitive nature of health, where the protection of individuals is paramount, leads to a highly risk-averse environment. Second, societal skepticism towards AI, as highlighted by consumer sentiment surveys, presents a hurdle,” said Horner. 

Regulation is critical for security and trust. An American Medical Association (AMA) survey of nearly 1,200 doctors from 2023 to 2024 found that 47% of physicians consider increased oversight as the number one regulatory action needed to increase their confidence in AI tools. They also rated increased feedback, data privacy assurances, seamless workflow integration, and adequate training and education as essentials to scale AI implementation.   

“There remain unresolved physician concerns with the design of health AI and the potential of flawed AI-enabled tools to put privacy at risk, integrate poorly with EHR systems, offer incorrect conclusions or recommendations, and introduce new liability concerns,” explained AMA’s immediate past president Jesse M. Ehrenfeld, MD, MPH, in a report. 

However, healthcare organizations are responding by building in-house AI governance frameworks and transparency protocols to align innovation with both patient and physician trust.  One example is the Healthcare New Jersey Innovation Institute, which is developing its own internal AI governance and compliance tools. 

“We created a governance toolkit that consolidates guidance from providers and associations to help organizations safely deploy AI solutions,” said Jennifer D’Angelo, COO and EVP of Healthcare New Jersey Innovation Institute, in an interview with Invest:. “Internally, we’ve (also) developed a proprietary tool similar to ChatGPT, tailored specifically for NJII. This allows us to manage its learning process in a controlled environment, ensuring data privacy and compliance.”

Future Outlook: Intelligent Care Ecosystems

With greater regulatory frameworks and ethical protections in place, the hospital of the future will not just be connected, but also intelligent. Institutions that balance innovation with ethics and governance will define the next generation of patient-centric care. However, scaling digital transformation in the healthcare sector will require significant training and preparation, according to D’Angelo. 

“As healthcare shifts from manual to digital processes, these programs are crucial. The more we integrate technical solutions, the more we need to invest in training. That includes AI literacy, compliance, security, and privacy. Especially in healthcare, we must be vigilant, maintaining HIPAA (Health Insurance Portability and Accountability Act) compliance and minimizing risk. To do that effectively, we need to ensure our workforce is well-trained,” D’Agenlo told Invest:.

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Leaders discuss shaping the region’s future at Invest: San Antonio Leadership Summit

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Writer: Andrea Teran

November 2025 — San Antonio is growing fast, but regional leaders are not just thinking about expansion — they are focused on doing it the right way. That message came through at the Invest: San Antonio 4th Edition Leadership Summit, hosted by caa at the Tobin Center for the Performing Arts.

More than 250 attendees from across business, government, education and nonprofit sectors came together for a morning of honest conversations about the future of the city. Through keynote insights and three dynamic panels, the event explored how San Antonio can continue to grow while protecting what makes it special — its people, its culture, and its deep sense of place.

Abby Lindenberg, caa founder and CEO, opened the event with a powerful message — not just about the city’s future, but about the 10-year milestone her company is celebrating this year.

“From growing from one market — Miami — to close to 20 today, including San Antonio, it has been a privilege to carve out my own slice of the American Dream,” Lindenberg shared. “The supportive ecosystem here and the focus on innovation resonate with me. I connect easily and feel inspired each and every time I am here. You are creating something so special — something you should all be proud of.”

San Antonio Mayor Gina Ortiz Jones followed with keynote remarks that focused on the city’s momentum and its future. “San Antonio has everything we need to succeed — we have the talent, we have hardworking people, we have rich culture, we have spirit and resilience, and we have incredible growth ahead of us,” Mayor Jones said. “We literally cannot afford business as usual; we need to invest in solutions that strengthen our economic core.”

The first panel of the morning, “Building for Tomorrow: How San Antonio leaders are future-proofing infrastructure strategies while protecting its historical roots,” brought together leaders in energy, construction, aviation, and recycling. Moderated by Rob Killen, partner at Killen, Griffin and Farrimond, the panel featured leaders from CPS Energy, Joeris General Contractors, City of San Antonio Aviation, and Monterrey Metal Recycling Solutions who shared how they are working to ensure the region’s infrastructure keeps pace with demand—without compromising on culture or community.

“We’ve got a big job in San Antonio. Nobody sees the growth that’s coming as far in advance as we do,” said Rudy Garza, CEO of CPS Energy. “And we take that responsibility really seriously. That’s our number one focus — to be the best we can be for you all and do it as affordably as we possibly can.”

Jesus Saenz, director of airports for the City of San Antonio Aviation, spoke about the $1.6 billion terminal expansion underway at San Antonio International Airport. “Right now is the time for us to cook in San Antonio,” he said. “We’re moving more than 11 million passengers — more than ever before — and building a new terminal with 18 gates, 850,000 square feet, and 40,000 square feet of new concessions. We’re making sure people don’t just see San Antonio when they land, but they taste it too.”

Jordan Vexler, CEO of Monterrey Metal Recycling Solutions, added: “Modernization can’t only mean building new. It has to mean reinvesting in older parts of the city, supporting family-owned and small businesses, and making sure that growth benefits everyone.”

The second discussion, “Unity in Progress: Balancing expansion with authenticity through cross-sector collaboration,” focused on partnerships across industries — and how those collaborations are shaping a more inclusive version of growth. Moderated by Mike Koch, regional president of Happy State Bank, the panel featured voices from construction, healthcare, banking, and economic development — all working across sectors to align growth with cultural authenticity.

For Josh Schneuker, executive director of the Seguin Economic Development Corporation, workforce development stood out as a key theme. Just a day before the summit, Texas voters passed Proposition 1, directing $850 million to support technical education across the state.

“Yesterday was not only a great day for the city of San Antonio with Prop A and Prop B, but it was a great day for Seguin and the state of Texas,” Schneuker said. “That’s going to help accelerate the construction of the TSTC campus in Seguin, ensuring our region has the talent in place to remain economically competitive.”

Andro Herrera-Mendoza, senior vice president and chief innovation officer at PAM Health, brought attention to the role healthcare providers play in local culture. “All healthcare is local,” he said. “What works in San Antonio may not work in Harrisburg, PA. We’re designing care systems that meet people where they are — because no one wants to be in the hospital, but they do want to be home.”

On the financial side, Parker Hensley, market president for Bank of Texas, described authentic growth as investment rooted in community: “Authentic growth for San Antonio has always been defined—and will continue to be defined—as capital investment from people who understand our culture, who understand our community, and who are focused on long-term growth.”

Wrapping up the summit, the final panel, “Classrooms and Community: The role of educators in preserving San Antonio’s cultural character amid economic growth,” turned the spotlight to education. Moderated by William Handmaker, head of school at Keystone School, the panel explored how schools and universities are responding to both workforce needs and the responsibility to honor the city’s cultural legacy.

Scott Brown, president and head of school at TMI Episcopal, described how his school is encouraging students to get off campus and into the broader community. “We want our students to know their neighbors,” he said. “It’s easy to stay in your own pocket of the city, but we believe students should experience the full beauty of San Antonio. Our ‘Religion in the San Antonio Context’ class sends them to visit mosques, missions, and local landmarks — not just to study them, but to understand them.”

Our Lady of the Lake University President Abel Chávez emphasized the need for cross-disciplinary and culturally grounded education. “We’re preparing students not only to lead but to lead with awareness,” he said. “They’re tackling real challenges — like housing, energy, and water access on the West Side of San Antonio — and doing so with cultural fluency and lived understanding. That’s how we build community-based problem solvers.”

The event closed with a strong message: San Antonio’s strength comes from its people and its partnerships. The conversations made it clear that while growth is inevitable, it can also be thoughtful — and grounded in the values that have always made San Antonio unique.

“This turnout and the energy in the room speak volumes — not just about the value of business intelligence and smart growth, but about the character of this region,” said Alina Manac, senior executive director at caa. “San Antonio is a community that shows up, leans in, and strives to make things better.”

To read the brand-new Invest: San Antonio 4th Edition report, click here. (Subscription required.)

For conference panel discussions, please subscribe and stay tuned to our YouTube Channel as those videos are released in the coming week.

About caa & Invest: San Antonio

caa is an integrated media platform that produces in-depth business intelligence through its annual print and digital economic reviews, high-impact conferences and events and top-level interviews via its video platform, Invest:Insights.

Invest: San Antonio is an in-depth economic review of the key issues facing the San Antonio economy, featuring the exclusive insights of prominent regional leaders. Invest: San Antonio is produced with two goals in mind: 1) to provide comprehensive investment knowledge on the region for local, national, and international investors, and 2) to promote the region as a place to invest and do business.

The report conducts a deep dive into the top economic sectors in the region, including technology, real estate and construction, infrastructure, banking and finance, healthcare, education, and tourism. The publication is compiled from insights collected from more than 200 economic leaders, sector insiders, political leaders, and heads of important institutions. It analyzes the leading challenges facing the market and uncovers emerging opportunities for investors, entrepreneurs, and innovators.

For more information, please contact:

Alina Manac

Senior Executive Director

305-731-2342

 

 

 

 

 

 

 

 

 

 

 

 

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