James Tsismanakis, executive director and CEO of Discover DeKalb, spoke with Invest: about preparing for the World Cup and using it as a catalyst for tourism in the region. “The world is looking at us, and the clubs are coming here. It’s about hitting all cylinders now and creating new reasons for people to come here.”

What changes over the past year have most impacted the county and Discover DeKalb?

One of the biggest changes is that we have a new CEO of DeKalb County, who is driven by economic development and quality of life. We are also focusing on Atlanta as a host of the FIFA World Cup in 2026, the FIFA World Cup in summer 2025, and Premier League events. We’re getting the word out internationally about DeKalb County. We are doing special activations in Latin America in Spanish and Portuguese. We are looking at activation in Europe with multiple languages. We are doing other promotions inside the metro area to draw attention to the county. Over the next two years, we’ll be highlighting what makes DeKalb stand out, including our international flair, amazing food, and how close we are to everything in Atlanta, from Mercedes-Benz Stadium to Centennial Park. 

Where do you see the greatest opportunities for growth in the Southeast tourism economy, and how is Discover DeKalb aligning with those trends?

We are working on establishing a new convention center, which is now entering its second phase. We are focusing heavily on sports. We’re increasing our exposure to soccer, rugby, lacrosse, swimming, and several boxing events that will bring in international boxers. Boxing is something we are pushing globally. We are looking at introducing drone soccer during the FIFA events. Our efforts are going toward building a convention center, growing sports, and taking advantage of the opportunity of international exposure to Atlanta during the World Cup. 

In the current economic landscape, what challenges are you facing and what strategies are helping to navigate potential headwinds?

Things have shifted. We used to get a lot of travel tied to the federal government, but that’s not happening as much anymore. Agencies like the CDC were huge for us, and that business is down. We are pivoting toward opportunities with direct bookings through promoting our hotels through a booking agency. We are looking at new creative activations to get internationally capable during the World Cup. We’ve started a podcast studio called “DeKalb Talks Tourism” to help push the message and highlight local events. We’re also going after motor coach groups, leisure travelers, and individuals. We’re working with MARTA to make it easy for people to come to events and stay in DeKalb. It’s about hitting all cylinders now and creating new reasons for people to come here.

How are you navigating the national drop in international travel to the United States?

We’re leaning hard into international because of the World Cup. The world is looking at us, and the clubs are coming here. Another market we are pushing is film. Big movie productions are down, but television and independent films are still strong. We are developing three films of our own, produced by Craig Miller Productions, to be used to advertise DeKalb. One is a documentary about Buford Highway and why it’s our international corridor. We are producing a drama that is based on refugee soccer players in DeKalb and looking to cast a big name to star. It’s a fictionalized story based on DeKalb County’s heritage. The third is a boxing documentary about a local fighter who became a star — we’re using that story to show how boxing helps change lives. We are launching the films in film festivals domestically and internationally, and also releasing shorter versions for wider promotion. 

What investments are being made to improve the visitor experience, infrastructure, digital engagement, or community partnerships?

Our new CEO is working on additional components to the DeKalb Peachtree Airport, the second busiest airport in Georgia. We’re working on improving signage and beautifying the entrances with new landscaping. It’s all part of a larger effort that ties into the convention center conversation. We support those building attractions and make sure we’re involved from the ground up in shaping what’s next.  

How does your organization work with local businesses, hospitality partners, and governments to achieve tourism goals?

We are a nonprofit, but we have contracts with multiple cities in DeKalb County. We work with individual partners on events and marketing individual cities. Our website has landing pages for each city with their events and hotels. We have a new booking engine that we just

launched. We’re working with our hotels, restaurants, and attractions to create packages for guests. Every other month, we bring together our tourism and hospitality partners to share ideas and provide education. We also run a Signature Series and host panels with national experts on key topics. We are working with a local chef and her education company to host a hospitality and culinary symposium to help educate high school students in the culinary departments on career and higher education opportunities. We are very hands-on, whether it’s with cities, hotels, restaurants, or education. We’re always trying to help connect the dots.

Looking ahead, what are your top priorities over the next two to three years?

Our top priority is developing a convention center, which will be a several-year process. We’re always working on new activations using technology or AI development. For example, WhatsApp is hugely popular globally, and we’re looking at how we can use it more in the United States for business communication, especially with international visitors. We are exploring AI as a tool, not a replacement for human contact. Human connection will always be key.

In an interview with Focus:, Hala Moddelmog, president of the Woodruff Arts Center, discussed the institution’s continued growth, focus on access, and community engagement through initiatives like NeuroArts and youth programming. “Art is more than entertainment. It’s not a luxury but an essential part of human well-being,” said Moddelmog.

What key changes over the past year have impacted the Arts Center, and how have those changes shaped your strategy and operations?

Over the past year, there have been some changes in federal funding for the arts. Fortunately, the Woodruff Arts Center receives less than 1% of its funding from government sources, so while we’re disappointed to see reductions in arts funding overall, our operations and mission have remained steady.

We’re proud to be home to the Atlanta Symphony Orchestra, the Alliance Theatre, and the High Museum of Art. Attendance has remained strong across all three. For example, we recently co-produced Fiddler on the Roof with the Atlanta Opera, which became the highest-grossing play in Alliance Theatre’s history. Some people came to see it three times. The Symphony is also having a great year, and the High continues to draw large crowds. For example, the new Viktor&Rolf exhibition curated by our new fashion curator has been especially well received.

Operationally, we’re stable and continue to expand our role as a host for major events. We’ve held Venture Atlanta here for the fourth year and Technology Association of Georgia events for multiple years. We’re also seeing increased interest from national organizations. For instance, a group from Los Angeles and New York is planning a three-day music festival here next May. 

And of course, we’re preparing for FIFA’s arrival next summer, working closely with the Argentinian Consul General and others to plan cultural events around the World Cup. Overall, we’re focused on continuing to grow, host, and collaborate across all our programs.

How is the center preparing to engage the community during the upcoming FIFA World Cup?

We’ve been in conversation with many of Atlanta’s consulates as part of our planning. While final match locations won’t be confirmed until early December, we know that the city will host multiple games, and we’re preparing accordingly.

We’re considering purchasing a license to stream matches across our campus. We have five indoor screening areas and a large outdoor space that can accommodate about 1,000 people on the piazza. Beyond screenings, we’re also working with companies and consulates to host VIP events, media receptions, and special dinners.

During that time, we’ll be showing a new musical, Basura, by Gloria Estefan and her daughter Emily Estefan, which will offer another cultural experience for visitors. The World Cup brings many people who want to be part of the atmosphere, even without tickets, and we see an opportunity to make the Woodruff Arts Center a gathering space for them. With our beautiful campus and range of venues, we’re well positioned to welcome both locals and international visitors.

Can you share more about the NeuroArts Blueprint Initiative and how the Woodruff Arts Center is involved? 

This is an exciting new collaboration. The NeuroArts Blueprint Initiative is a joint effort between Johns Hopkins University School of Medicine’s International Arts + Mind Lab Center for Applied Neuroaesthetics and the Aspen Institute’s Health, Medicine & Society Program. Its goal is to advance scientific research that demonstrates how the arts impact brain health and well-being.

Georgia launched its own community NeuroArts coalition last week, and we were officially announced as part of the new cohort. This builds on three existing pilot programs that have been running for several years.

Our region was selected because of its strong academic base. Between Georgia Institute of Technology, Emory University, Georgia State University, the University of Georgia, Agnes Scott College, Spelman College, Brenau University, Morehouse College, and Morehouse School of Medicine, we have the research infrastructure needed to study how art functions as an intervention. For example, Your Brain on Art, co-authored by Susan Magsamen, co-founder of the NeuroArts Blueprint, explains the science behind this emerging field. She gave the keynote at our launch event.

One new study announced that evening involves The Howard School, a K-12 school for children with language-based neurodiverse needs. In partnership with Georgia Tech and our three resident arts organizations, they will study how artistic engagement can support self-regulation. We also have ongoing studies with the Atlanta Symphony Orchestra and the High Museum of Art working with people living with Alzheimer’s and their and caregivers.

This initiative helps validate what many in the arts already understand: Art is more than entertainment. It’s not a luxury but an essential part of human well-being. We’re wired for art, and this work helps build the scientific foundation for that truth.

How is the center engaging with Atlanta’s creative economy and supporting local talent development?

One strong example involves our collaboration with a group led by the University of Georgia and Georgia Tech’s ATDC, an incubator that serves the entire state. The group brings together a cohort of filmmakers and creative professionals at a time when the film industry in Georgia is facing new challenges.

Georgia has been a major film hub in recent years, but production activity has started shifting as costs rise in the U.S. and other states such as California introduce new tax incentives. Our goal, collectively as part of this cohort, is to help retain creative talent in Georgia and ensure that filmmakers, storytellers, and producers can continue their work here.

At the Woodruff Arts Center, this connects directly to the work we do across our divisions. The Alliance Theatre, for example, employs actors and other performing artists. One of the most meaningful initiatives there is a childcare program designed specifically for actors. Rehearsals happen during the day for about six weeks, and once the show opens, performances run at night. For parents with young children, that schedule makes childcare prohibitively expensive.

The Alliance Theatre developed a program that provides free childcare to actors working with us. The service is led by teaching artists trained to engage children from infancy to age 10 through art-based learning. Although some initial funding for the program was discontinued, the Alliance is committed to raising the resources needed to sustain it. It is a rare model nationally and makes it possible for more artists, especially parents, to continue working in their craft.

How has the center deepened its engagement with the Atlanta community, and what are your goals moving forward?
This is one of our most important priorities. We’ve been working on a major project called the , a $67 million campaign that’s now nearing completion. It will serve as a dedicated stage where the Alliance Theatre and the Atlanta Symphony Orchestra present youth and family programming throughout the year.

Right now, we simply don’t have enough space to meet the demand for children’s programming. Given that Georgia ranks 50th out of 50 states in arts funding, we feel a strong moral obligation to expand access. Schools bring busloads of students here every week, and this new stage will allow us to serve many more.

Alongside that, PNC is sponsoring the new PNC PlaySpace for children ages 0 to 5. It will be open six days a week, free of charge for children and their caregivers. It’s designed as a place for toddlers to engage with art in a joyful, enriching way. Demand is already expected to be so high that we’re planning to issue timed tickets to manage attendance, which is a good problem to have.

We haven’t slowed down our efforts to expand access. The NeuroArts initiative is also part of that mission, as it connects arts participation to mental health, empathy, and cognitive development. Art stimulates the neural pathways that help people learn, read, and connect emotionally. As one filmmaker told us recently, her film’s purpose was to increase empathy, and that’s what art does.

Live events have also played a key role in community engagement. Since the pandemic, there’s been a huge resurgence in demand for live music. People crave shared experiences, whether at the symphony or a popular concert. The sense of community around live art is something truly special, and it continues to grow.

What are your top priorities for the next few years? 

Our focus is to expand access to the arts and ensure that cost is never a barrier. We also want to change the perception that art is a luxury or purely entertainment. Part of our work with the NeuroArts Coalition is about raising awareness that art has measurable effects on health and well-being.

The coalition’s leaders tell us it takes about three years to fully embed this understanding into the community. People need to see the results and believe in the impact. Over that time, we’ll continue to build the research base, increase public awareness, and contribute to the literature on neuro arts.

At the same time, our three resident Art Partners are producing exceptional work. Maintaining that quality and supporting their continued excellence will remain a top priority. We’re in a fortunate position to have such strong leadership and creative talent across all our organizations.

In an interview with Focus:, Joseph Marinelli, CEO of Visit Savannah, discusses how today’s geopolitical climate is affecting international travel, how collaborating with local businesses and engaging in regional partnerships has helped the city flourish economically, and what he believes the future has in store for national and global tourism. “People want to know that they are visiting a city that cares about their residents, as well as their visitors,” said Marinelli.

What changes over the past year have most impacted the organization and in what ways?

Over the last 15 to 20 years, Savannah has continued to grow as a visitor destination both domestically and internationally. As a result, our organization has expanded in staff size, budget, and overall impact in terms of sales and outreach.

What trends are you seeing in today’s leisure travel? 

Today’s geopolitical climate, especially stemming from decisions being made in Washington, D.C., is affecting international travel to the U.S., and that includes Savannah. Organizations like ours must remain nimble and flexible with our marketing strategies to continue reaching audiences regionally, nationally, and globally. We want people to know that Savannah is a great place to visit and do business, and that everyone is welcome. But it’s also true that today’s global realities create concerns we can’t ignore.

How do you balance promoting Savannah’s historic charm with the more modern, elevated visitor experiences?

The natural beauty and historical significance of Savannah remain our core attractions. The city was founded in 1733, and its design is unlike any other in the country. Many other places do not have a city grid layout like ours. This gives us a unique product to offer visitors and something they can’t find anywhere else in the United States. At the same time, we are not a complacent city. Local universities, such as the Savannah College of Art and Design (SCAD) brings vibrancy and a lot of young people to our community. New boutique hotels are emerging, and dynamic restaurants help keep Savannah fresh and modern, while still continuing to respect the historical nature and the natural beauty of our city.

How is Visit Savannah collaborating with local businesses and regional partners to create an economically thriving tourist community?

A great example of collaboration is our partnership with the Savannah Economic Development Authority (SEDA). Over the last two years, we launched a mobile tour promoting Savannah in cities with nonstop flights to our airport — places like Boston, New York, and Chicago. SEDA has joined us on these trips to help market Savannah not just as a tourism destination, but as a great place to live and work. For those tired of the snow, cold, and gray skies up north and looking for a better lifestyle, Savannah offers a strong alternative. We’re promoting tourism, conventions, and economic development, including business and corporate relocations.

What role do digital marketing and social media play in your outreach strategy and how are you leveraging these tools to attract more visitors?

In 2011, we crossed a major threshold: for the first time, we invested more in digital marketing than in print. Since then, our reliance on digital platforms has grown significantly. Today, we focus heavily on content creation, social media, streaming video, and staying up-to-date with modern marketing tools.

As a destination marketing organization, our job still involves traditional marketing methods, but we also have to engage with content creators to reach younger audiences. Our internal structure has changed dramatically. Twenty years ago, our focus was mainly on print advertising and convention sales. Now, we have a 15-person marketing department dedicated to social media and content creation. And with the exploding advent of artificial intelligence (AI), marketing is changing every day.

How have visitor expectations changed in recent years, and how has Visit Savannah been adapting to these evolving preferences?

More than ever, travelers to a destination want to feel welcome and safe. Given the number of tragedies that have occurred both in the U.S. and globally, people are more cautious and deliberate about attending events or traveling, whether that be to a concert or a destination.

Visitors today are looking for destinations that are socially conscious and care about both residents and visitors. Clean hotels, quality food, and good retail matter, but feeling safe and genuinely welcomed matters most. People want to know that they are visiting a city that cares about their residents, as well as their visitors. In Savannah, our elected officials and business and civic leaders recognize how important “welcoming and safe” is to locals and visitors alike.

What are some of the most promising national or global tourism trends that you are seeing? 

Because of what is going on in the world these days, travelers are planning their trips much closer to the date of their visit. The booking window has shortened significantly. Travelers are now planning trips a week in advance, rather than months or a year ahead. Their decisions are often influenced by weather or events and festivals taking place in a given city. This has forced us to shift our marketing efforts. Instead of worrying about what is happening six months from now, we have to be focused on what is happening this weekend.

What are your strategic priorities for Visit Savannah and where do you see the greatest opportunities for growth or reinvention? 

As North America prepares for hosting the World Cup in 2026, with nearby Atlanta set to host eight games, we expect many international visitors to come through Georgia. Our goal is to attract their attention and encourage them to either extend their stay by visiting Savannah, or learn more about our destination for future visits to America. Whether the visitors are coming from Europe, or whether they are coming from South America, we work hard to find ways to get their attention and encourage them to extend their stays or visit us during their next visit to the States. At the same time, America will soon celebrate its 250th anniversary, and we are actively considering what role Savannah can play in that celebration, both domestically and internationally.

At Visit Savannah, our annual business plan is always designed to lay the groundwork this year, while setting the table for the next two years. And in today’s ever-changing climate, that strategy has never been more important.

A heightened atmosphere of political and social division over the past year has spurred the High Museum of Art to rededicate itself as an essential civic space for unity and dialogue in Atlanta, the museum’s Director Rand Suffolk told Focus:. “In a world grappling with division, institutions like ours play a crucial role,” Suffolk said.

What changes or developments over the past year have most influenced the High Museum?

The changing global landscape has dramatically impacted the context of our work, intensifying the urgency and necessity of our mission. While our core purpose remains the same, we are increasingly focused on unifying Atlanta and celebrating diverse perspectives. In a world grappling with division, institutions like ours play a crucial role. We have rededicated ourselves to this purpose, both programmatically and otherwise.

This sentiment resonates with our partners in research, higher education, and the arts. Despite the challenges, there’s a shared belief in the power of these institutions to drive change and foster unity. While challenging, this period presents interesting opportunities.

How has the audience’s demographic profile continued to evolve?

Over the past eight years, the High Museum of Art has significantly increased its young audience. Now, approximately 65% of visitors are under 55, and 51% are under 35, excluding the 40,000 schoolchildren who visit annually. Although we have been successful in attracting younger audiences, the current focus is on reaching other community segments through new programmatic approaches. In the initial six to seven years of my decade-long tenure, the museum concentrated on attraction, aiming to become a different kind of magnet and earn credibility among new visitors.

More recently, over the last two to three years, the museum has transitioned from the “attraction phase” to the “affiliation phase.” This means visitors are not just attending but are actively engaging, becoming members and supporting the institution. Membership numbers reflect this success: from approximately 26,000 member households eight years ago (and a low of 23,000 during the pandemic), the museum reached more than 46,000 member households this past year, a 78% increase. Having successfully navigated the attraction phase, the museum is now deeply entrenched in fostering affiliation.

What do you think is the next target audience for the museum?

We recognized several years ago that empty nesters and retirees represented a significant growth opportunity for us. This demographic is expanding as Atlanta, Georgia, and the country as a whole is aging. Our environmental scan of peer institutions revealed that this demographic was not being consistently and deeply engaged by other museums. To address this, we established a dedicated division within our learning and civic engagement department. This division’s sole focus is to develop a range of sophisticated and engaging programs tailored to serve this growing population in novel and compelling ways.

What role do community partnerships play in shaping the museum’s long-term direction?

Collaboration is a cornerstone of our organization’s identity and a primary ambition. On average, we partner with approximately 30 different nonprofit organizations annually. Our efforts are largely focused in this area, working with a diverse range of nonprofits, not exclusively cultural institutions. This approach offers several benefits: it challenges us to view our mission in innovative ways and connects us with segments of our community that we might not otherwise reach. A recent example of this is our extensive collaboration with local Korean-American organizations. This partnership supported programming for an exhibition showcasing contemporary Korean artist Kim Chong Hak. These initiatives included monthly discussions with spiritual leaders as part of our “Oasis” wellness program, and other events. This is a good illustration of our recent collaborative work.

How are you positioning the museum’s value in conversations with funders, civic stakeholders, and other organizations that could support the museum?

Our unique position allows us to unite people, a capability we’ve consistently demonstrated. We leverage this strength to create a positive, inclusive environment, striving daily to impact Atlanta and our community positively. We recognize the escalating needs within our community, and as an art institution, we must address the perception of being a luxury item. Our goal is to compellingly communicate our daily contributions and the positive change we bring to individuals’ lives and the community. This narrative is crucial for securing the continued support that is vital to our work. Our membership base is fundamental. Each member, regardless of their contribution level, acts as a philanthropist. Securing even a dollar from every household is philosophically and practically significant. We want our community to be proud of our work and our role within it.

What are your organization’s priorities for the next three to five years?

Over the next three to five years, our immediate focus will be on celebrating our centennial next year. We are determining the most appropriate ways to share this milestone with the community. Strategically, we aim to build on the momentum of community engagement, especially given the significant growth in our membership. A key objective is to deepen their connection with us and foster a greater sense of connectivity. This focus will influence how we develop our programming and communicate with our members. This will be a substantial undertaking over the next three years.

In an interview with Focus:, Ivy Mpofu, general manager of the Embassy Suites by Hilton Atlanta at Centennial Olympic Park, is leading with innovation and resilience as the hotel embraces AI to enhance service and efficiency ahead of major events like the World Cup. “Hospitality is one of the few industries where you can work your way up without prior experience or book knowledge. I came in with no background and was welcomed,” Mpofu added.

What major challenges have impacted your hotel?

The biggest challenge has been uncertainty. The decline of the economy and staffing shortages have been a challenge this last year. This same uncertainty has also extended to travelers—both foreign and domestic. Reports of hostility at certain ports of entry, along with rising trade tensions, have contributed to a noticeable decline in international visitors, influencing occupancy rates across the industry.

Currently, at our property, we are preparing for a major renovation. Although planning has been completed, funds allocated, down payments made for furniture, fixtures, and equipment, an unexpected increase in projected costs has created new complications. Uncertainty around tariffs has made it difficult to accurately estimate total expenses. In our line of business—and in most businesses, for that matter — stability and predictability are essential. Any uncertainty presents a significant challenge, especially when it affects nearly every aspect of operations.

How is the hotel adapting to evolving guest expectations in 2025?

Right now, we’re focused on how to stay ahead, especially with high-profile events like the FIFA World Cup coming to town. This is an exciting opportunity to showcase our readiness and ability to provide a world-class experience to guests from all corners of the globe.

One of the key areas shaping our strategy is Artificial Intelligence (AI). As with most companies striving to survive and remain competitive in a rapidly evolving landscape, it’s imperative that we find ways to leverage the benefits of AI to the best of our ability. 

Initially, conversations around AI focused on the sensationalized idea of machines replacing many functions currently performed by humans. There was real fear and apprehension about what that might mean for the future of work, especially in our industry, where there was concern that jobs could be lost. However, today we’re embracing AI as a tool to help us become more efficient and better support our teams, particularly when staffing is limited. Hospitality is about the human touch, and that is not going away. 

Examples of optimization opportunities include enhancing our guest texting systems, improving revenue management, and elevating in-room experiences. 

This is not just about efficiency; it’s about improving the guest experience while easing the burden on our staff. With the right tools, fewer team members can still deliver exceptional service. That’s where our focus is now.

What role does the hotel play in the city’s tourism and events ecosystem?

We like to say we’re a beachfront property right in the heart of downtown Atlanta. There’s no major event in the city that we’re not a part of. We’re within walking distance of 12 key attractions, including Mercedes-Benz Stadium and State Farm Arena.

Events like concerts and conventions drive demand. We recently hosted guests for Beyoncé’s four-night show at Mercedes-Benz Stadium, and it was amazing. Atlanta is considered the capital of the South, and as such, we welcomed guests not only from the city itself but also from many surrounding states. That speaks to the strength of our location and our role in the city’s tourism infrastructure.

What makes Atlanta such a compelling destination to live and do business?

Atlanta stands out because of its diversity and inclusiveness. The city welcomes people from all walks of life. Whether you’re into music, sports, art, culture, or cuisine, Atlanta has something to offer.

It’s also a great place for families. No matter where you live in the metro area, you’ll find high-performing schools, programs, and community services available. From a business perspective, the city is actively investing in state-of-the-art development and competing with other major metros for conventions, talent, and growth.

We’re adding more hotel inventory — around 5,000 additional room keys are on the way — which positions Atlanta to compete with cities like Las Vegas and Dallas in the convention space. And of course, having the world’s busiest airport just minutes away gives Atlanta a major advantage in accessibility. It’s truly a global gateway.

How is the hotel engaging with the local business and community ecosystem?

Hilton, as a brand, places a strong emphasis on community involvement, and we take that commitment seriously at our property. Every quarter, we participate in outreach and service projects, whether it’s volunteering with organizations like Open Hand Atlanta or supporting initiatives through MedShare.

We’re also actively involved in Hilton’s small business initiative. This program helps local businesses, large or small, gain access to corporate rates and benefits. In the past, only major corporations like Coca-Cola or Home Depot could access those perks. Now, even a neighborhood hair salon with just five or six employees can set up a local account and receive the same advantages. It helps them save money, grow their business, and feel more connected to the broader business community.

How are you supporting workforce development, especially with young professionals entering the industry?

We’re working closely with local universities and schools, such as Georgia State University and Kennesaw State University, to engage students before they graduate. We offer internships and entry-level opportunities so they can experience hospitality firsthand and gain a clear understanding of what the industry has to offer.

Beyond that, we’re advocating at the policy level. Every year, I travel to Capitol Hill to meet with senators and representatives. We advocate for reforms that impact staffing in our industry, particularly policies that expand the pool of prospective employees, whether through immigration and visa programs like J-1 and H-2B, or through industry incentives aimed at attracting local talent. These policies have a direct effect on our ability to hire and retain qualified staff, and we want lawmakers to understand the real-world implications of their decisions.

What led you to pursue a career in hospitality, and what makes it such an accessible industry?

Hospitality wasn’t my original path. In university, I majored in chemistry and biochemistry and worked as an analytical chemist for many years. Over time, I found the work too isolating. I’d be in a lab from 8 a.m. to 7 p.m., alone, analyzing materials, with limited interaction with colleagues. Some days, I’d have as few as one or two conversations.

I knew I needed something different, and hospitality offered the human connection I was missing. Once I transitioned into the field, I was able to move up the ranks quickly. My analytical background helped me understand systems and solve problems more efficiently.

Hospitality is one of the few industries where you can work your way up without prior experience or formal education in the field. I came in with no background and was welcomed. Hotels are willing to train committed, passionate individuals. Maturity helped, too; I knew what I wanted. I worked my way up from front desk agent to supervisor, then manager, and eventually director, all in under two years.

I truly love what I do. Hospitality has given me purpose, connection, and a clear path forward. After COVID, many people left the industry, and it’s been a challenge bringing them back. But there are so many opportunities here. This work matters, and there’s a place for anyone who wants to grow.

What are your top priorities for the next few years?

First, stabilizing our workforce. That means gaining a clear understanding of the evolving economic and policy landscape and finding effective ways to attract, develop, and retain the best available talent.

Second, ensuring that our property remains competitive and relevant in a rapidly changing industry. That means adapting to guest expectations and leading through innovation.

We’re already phasing out the traditional front desk. Guests will soon be able to check in using their phones as they walk through the lobby, eliminating lines and streamlining the arrival process. That’s just one example of how we’re working to enhance the guest experience.

We’re also investing in engineering and back-of-house systems that leverage AI to optimize maintenance and efficiency, improving overall responsiveness. Whether it’s operations, guest service, or building management, if there’s a tool that improves performance and elevates the guest experience, we want to be among the first to adopt it.

In an interview with Focus:, Sheffield Hale, president and CEO of Atlanta History Center, discussed the institution’s evolving exhibits and community engagement strategies. “We strive to present history in a straightforward, fact-based manner,” he said, emphasizing the importance of inclusive storytelling supported by innovative technological uses.

What have been the significant milestones and achievements for the Atlanta History Center over the last 12 to 18 months?

One of the most impactful developments has been the opening of the Goizueta Children’s Experience in January 2025. This addition to our campus has been extraordinary, driving membership and visitor growth in a dramatic upward trend. The months of January, February, and March were particularly remarkable in terms of visitor numbers and new memberships. The exhibit has been a tremendous success, offering an engaging and interactive experience for children between the ages from crawlers to eight-year-olds. 

The current theme, Our Great Big City, allows children to explore Atlanta through hands-on activities, including a section featuring the Fox Theater and The Varsity, where they can even smell distinct aromas like French fries or frosted oranges. In May 2026, the exhibit will transition to a new theme, Atlanta Sports, featuring our city’s favorite sports teams, ensuring fresh and relevant content for young learners.

Simultaneously, we are preparing to reimagine our other exhibits in 2026. Our Civil War exhibit closed in May 2025 to make way for a completely redesigned 9,000-square-foot presentation. This new exhibit will expand into an additional 6,000-square-foot gallery called the Goldstein Gallery, showcasing a broader range of artifacts, including uniforms and equipment, to illustrate the Civil War as the first truly industrial conflict. The new exhibit will span from the 1840s through the 1880s, examining the causes, events, and lasting consequences of the war, many of which remain relevant today. In the fall, we are also presenting a new exhibition focused on the forced removal of the Cherokee and Muscogee Nations from Georgia.

What kind of capital campaign is necessary for these exhibit changes, and what progress has been made toward that goal and the milestones anticipated in the coming year?

Thanks to the generosity of the Atlanta community, foundations, corporations and individuals, we are celebrating the conclusion of our Future Atlanta Campaign, raising more than $60 million for key exhibits, special projects, and our endowment.

Next year marks our 100th anniversary, a monumental occasion that will see the entire institution revitalized. The capital campaign supports this transformation, ensuring that our exhibits, facilities, and programming reflect our approach to history as outlined in our Guiding Principles.

How has the role of cultural institutions like the Atlanta History Center evolved in recent years, particularly in a city experiencing rapid growth and demographic shifts?

Several years ago, we adopted guiding principles to broaden our outreach and engagement efforts. In today’s polarized climate, where discourse is often fragmented and contentious, we strive to present history in a straightforward, fact-based manner. Our approach emphasizes evidence-backed narratives, offering perspective without editorializing.

We believe it is essential to bring diverse voices to the table, fostering mutual understanding through shared history. Rather than segmenting history into isolated narratives, we emphasize its interconnectedness, ensuring that all visitors feel seen and represented. This commitment requires careful language and presentation, avoiding inflammatory rhetoric while still addressing difficult truths. In a time of cultural flux, we remain steadfast in our mission to provide a space for dialogue, education, and reflection.

How is Atlanta History Center using technology to ensure people can engage with the center at home or at schools?

Currently, schoolchildren and anyone who is interested can see some of the video from our exhibitions, such as a 12-minute illustration of the Civil War in Georgia. We also released our first podcast as an institution in partnership with local NPR affiliate WABE. The podcast is called 1912: The Forsyth County Expulsion and Its Aftermath and details the history of the expulsion of Black residents from Forsyth County in the early 1900s. It is a fascinating and tragic story, which also myth-busts long-held beliefs about a haunted Lake Lanier. Those are the kinds of things we want to make available to people whether they visit or not, because we think it is important to our mission. Additionally, if they experience it, they might want to come and see the rest of it. We are very excited about this. 

I also visit museums around the world and the country, asking, “What can we do? What is the next thing?” We are not getting rid of the artifacts, that is what we have, but how do we show them more fully? Why are they important? Recently, I went to the Grand Egyptian Museum, which just opened in Cairo, and they have some very impressive interactive exhibits. Our new exhibitions are incorporating similar immersive technologies which make the history even more impactful for visitors.

What role do partnerships play in your success and growth strategy, and how do you leverage them?

There are a couple of ways we do partnerships. Our biggest partnership right now is with an organization called Made By Us, which is actually an LLC operated by Atlanta History Center. It is a cooperative effort with hundreds of history museums around the country. The leadership of this group includes a number of the biggest museums, including the Smithsonian, the National Archives Foundation, History Miami, the New York Historical and the Wright Museum in Detroit. We have a volunteer board running the program, but we are reaching out to hundreds of museums about how to approach the 250th anniversary of the country this year. We are particularly focused on engaging people between 18 and 30 years old, helping them become civically active. This partnership has given us a lot of insight into how to reach that cohort of young adults.

Locally, we work with everybody we can. We collaborate a lot with the National Center for Civil and Human Rights on programming. We have also set up something called the Atlanta Civic Collaboratory, which brings in people from all over the community to explore how we can make Atlanta a better place. We also receive calls from people asking for help with exhibits, archives, or historical documentation.

Looking ahead, what are your top priorities for the Atlanta History Center over the next couple of years?

We want to be in the best fiscal and physical position we have ever been. Attendance has gone up, driven largely by families. We want to continue that and broaden it, reaching more people so they discover what we have here on our 33 acres.

We also reopened the Margaret Mitchell House in Midtown last year with a great exhibit that has received a lot of praise. That was a hard exhibit to do without becoming a target from one side or another. I think we threaded that needle very well, telling that story in an authentic way where people can understand it. We are good at telling difficult history, and we are trying to get better at it because times are more fraught, and it is harder to reach people when they are polarized.

Lastly, one of the key things we are doing, and plan to continue to do, which has nationwide importance, is our approach to history and our methodology. In this time, with people reacting negatively to history or saying they do not want to hear anything unpleasant, the way you tell history is very important. We are going to stay the course and do what we have always done, just trying to do it better. In 2026, when we reopen the other exhibits, they will be of equal quality to the children’s experience, and you will see that come to fruition. We are bringing in children, their parents, caregivers, and grandparents. I have talked to so many grandparents who are thrilled to have this opportunity to take their grandchildren to a place that is a lot of fun. They can also climb on a locomotive and then go outside, see the animals, and run around. It is a best-of-both-worlds opportunity.

Lisa Anders, COO of Explore Gwinnett, spoke with Focus: about adapting to economic changes to elevate the economy in and around Gwinnett County. “The film and television production industry in Georgia is at a crossroads. The next two to three years should be much more stable. We want to ensure that our restaurants, hotels, and film and television productions keep our people employed.”

Since our last conversation, what changes over the past year have impacted Explore Gwinnett, and in what ways?

We’ve had a strong year across several parts of our industry, although the tourism landscape has seen a slowdown in international travel, and Gwinnett was not immune to that shift. Gwinnett is a diverse area that typically attracts a significant amount of international visitors, and we’re eager to see that increase again.

The Gas South District, which includes an arena, theater, and convention center, has completed its first full year of operations. Following the renovation and the addition of the four-star Westin Headquarters Hotel, it has been a game changer for meetings and conventions. These updates are allowing us to draw major regional and national events, including the ACC Women’s Basketball Tournament, which will be hosted in Gwinnett for the first time in 2026. The FIFA World Cup is one of the biggest events we are preparing for, and we are actively working to understand and manage its impact on the Gwinnett community.

Across Metro Atlanta, we’re seeing major investments in sports tourism, culinary destinations, and convention facilities. How is Gwinnett positioned to take advantage of these trends?

Following the Gas South District expansion, the next project will be a $200 million renovation for the Gas South Arena, Gwinnett’s primary venue for sports tournaments, concerts and county-wide conventions. Arena expansion is scheduled to begin in 2026 and will wrap in 2028.

You mentioned launching a hospitality training program to address staffing shortages. What progress has been made, and how has it impacted the workforce pipeline?

The LEAD Program launched in 2025 and provides attendees a comprehensive customer service training tailored for front of house hospitality industry members. Our first cohort certified 30 employees, and we anticipate adding another cohort in 2026.

Explore Gwinnett also runs the Gwinnett Film Office, and one of our training programs is an ongoing workforce development program with Fresh Films. Now in its fourth year, their training program, providing training, internships and hands-on work for budding creatives, is embedded in two Gwinnett County high schools. We also have a second “Accelerated” program serving young adults ages 18-24 which is embedded at Georgia Gwinnett College.

Gwinnett has established itself as a hub for film and television production. What trends are you seeing, and how is Explore Gwinnett positioning the county for the future?

The film and television production industry in Georgia is at a crossroads. Many productions are moving overseas, creating challenges across the state. Gwinnett has remained competitive in location filming, as we are home to three studios and our close proximity to Assembly Studios located in DeKalb County further strengthens our offerings.

We are seeing a significant amount of television production, but fewer feature films. At the same time, a post-COVID trend has reemerged, with growth in commercials, independent projects, student productions, and young content creators. We support these productions the same way we would a major film or television project. SCAD and UGA students frequently complete capstone projects within the destination.

It is a challenging time for the industry overall, and a federal tax credit could provide meaningful support by encouraging more productions to return to the United States from overseas.

What strategies are you prioritizing to ensure Gwinnett remains competitive for both leisure and business travelers?

One of our biggest competitive angles, particularly in the last year, has been food tourism. International cuisine is a major focus of our media strategy, and we’ve generated more than $1 million in unpaid media this year highlighting Gwinnett’s Korean food scene. International cuisine is a significant draw for the county and one area where we truly stand out in Metro Atlanta.

We host the Seoul of the South™ Korean Food Tour, and it sells out every year. This year, to expand our offerings, we introduced nighttime tours featuring alcoholic beverages and karaoke — which also sold out! To continue to feed the demand, we launched the Seoul of the South™ digital pass, a self-guided food tour that offers prizes for visiting participating locations.

As you look toward the next two to three years, what are Explore Gwinnett’s top priorities?

From a tourism and conventions perspective, especially with the upcoming arena renovation, our focus is to become a go-to destination on the conference circuit. Historically, that circuit includes places like Athens, Savannah, Jekyll Island, and Atlanta. We hosted five major conferences this year as part of those rotations, and our goal is to establish Gwinnett as a consistent, top-tier destination.

In the film sector, our priorities include workforce development and attracting more productions. We believe Gwinnett is one of the most film-friendly counties in Georgia, and we want to further distinguish ourselves.

In sports, we are excited to see the impact of the World Cup on Gwinnett County. We’re aspiring to become the permanent home of the ACC Championships, so we’re strategizing activations to amplify the experience for players and fans coming to Gwinnett. 

Tourism and hospitality are cyclical industries, with periods of stability and disruption. The next two to three years should be more stable, and our goal is to ensure that restaurants, hotels, and film and television productions continue to keep our residents employed. 

Focus: sat down with Martin Wormull, general manager of the Phoenix Hotel, to discuss how Atlanta’s newest luxury address will reflect the city’s resilience and character while setting a fresh standard for service. Wormull’s vision is clear: a property grounded in Southern hospitality, infused with local pride and a railroad heritage, and executed with modern efficiency. “We plan to be Atlanta’s favorite hotel, getting better every single day,” Wormull said.

How would you describe the core philosophy that defines the guest experience at the Phoenix Hotel?

Southern hospitality is the foundation. For us, that means warmth, authenticity, and a genuine sense of welcome, delivered with consistency rather than theatrics. The brand story reinforces that approach. Phoenix Hotel is named for Atlanta’s emblem, the phoenix, which symbolizes resilience and rebirth. We’re located at the historic zero milepost of the original rail terminus, so our identity is directly connected to the city’s origins and its constant renewal. That connection to place will be present in the way we greet guests, the stories we tell, and the standards we set every day.

How does the name and the site’s history show up in the experience, not just in the branding?

We’re leaning into the heritage in a subtle, contemporary way. You’ll see respectful nods to the romance of the rails: thoughtful lighting cues, a few lamps inspired by caboose lanterns, and curated works by local artists, including one or two railway-themed pieces. The point isn’t to recreate a museum, it’s to evoke a sense of Atlanta’s past while delivering a modern, uncomplicated guest journey. Clean lines, functional design, and ease — no fuss — will define how the spaces feel and operate.

Atlanta’s hospitality market is competitive. How does the Phoenix Hotel differentiate itself?

We’re bringing a contemporary product in a LEED-certified building with an unmatched location: steps from Mercedes-Benz Stadium, Georgia World Congress Center, State Farm Arena, the Georgia Aquarium, and World of Coca-Cola. Design-wise, the look and feel are bold and local, and our rooftop, with skyline views and a rooftop pool, adds a true destination element. Programming will also set us apart: an immersive minibar featuring items from cities in Atlanta’s sister-city network; for example, Belgian chocolate from Brussels, with rotating picks from places like Olympia (Greece) and Bucharest (Romania). A music program curated by local DJ Empress Ra and doorman uniforms designed by Atlanta fashion designer Arius Juan speak to our commitment to local culture. Ultimately, our edge is simple: inspire the team to make us Atlanta’s favorite hotel.

How will the effort to balance modernity with historical character influence day-to-day operations?

In operations, restraint matters. Design nuances should support, not distract from, service. Our teams will use the physical cues — the lighting, the art, the lines of the spaces — to guide flow and comfort, but we won’t over-theme anything. The daily standard is clarity and ease: intuitive wayfinding, efficient service steps, and spaces that work as well at 7 a.m. for business travelers as they do at 7 p.m. for leisure guests.

Consistency across rooms, suites, and public spaces is hard. How will you maintain it?

By treating consistency as a habit, not a campaign. We’ll push for incremental improvement every day, asking where we can be sharper, faster, or more thoughtful. We’ll actively solicit feedback from guests and from our own team, and then execute on it. The goal is to move guests from satisfied to loyal, and ultimately to being advocates who talk about us unprompted. Many brands achieve loyalty, far fewer earn advocacy. That’s our bar.

Where does technology enhance the luxury experience, and where does it stay out of the way?

We’re using a platform called Nuvola. Nuvola helps us gather guest preferences and allows us to communicate in timely, relevant ways, enhancing personalization without adding friction. Nuvola streamlines coordination across departments so requests are handled quickly and nothing slips. The test for any tool is simple: does it give guests more of their own time and help our team deliver with confidence? If the answer’s yes, it earns its place.

Beyond review scores, what indicators will let you know the hotel is succeeding?

Repeat business. As a new hotel, it takes time to build, but the clearest signal is guests choosing to return and to bring colleagues, clients, friends, and family with them. Sustained word-of-mouth in a positive frame is another indicator. When people feel a sense of place with you, they recommend you and feel they are part of your success story.

How will you ground service in Atlanta through your talent strategy?

We are local by design. We expect roughly 95% of our team to come from Atlanta ZIP codes, and we’re working closely with partners like Westside Works to recruit local talent. Empowerment is the operating model: encourage people to bring their personalities to work, give them clear principles instead of encyclopedic SOPs (standard operating procedures) that sit on a shelf, and put technology in their hands so they can solve problems in real time. When teams feel trusted and equipped, they deliver better service and better ideas.

Every project faces headwinds. How do you approach challenges and turn them into opportunities?

Economic cycles are a given. The differentiator is execution. Lots of organizations make plans; not everyone delivers them. We’re opening with committed investors who believe in the property and its potential. That’s a responsibility I take seriously. Our job is to execute the plan regardless of the backdrop, keep our focus, and make smart adjustments as conditions evolve. Travelers today are eager for experiences. They’ll push through obstacles for value, authenticity, and delivery on promises. That’s where we intend to compete.

Looking ahead, what trends in luxury hospitality will most influence the Phoenix Hotel over the next few years?

Guests want seamless, connected, and flexible experiences. They prefer to curate their own journey rather than follow rigid rules. Time has become the ultimate luxury, so efficiency, quietly enabled by technology, matters more than ever. Our task is to remove friction points, honor individual preferences, and keep the human touch at the center. If we do that consistently, the result is not just satisfaction but advocacy, which brings us back to the core ambition: becoming Atlanta’s favorite hotel.

Leocadia Zak, president of Agnes Scott College, spoke with Focus: about the institution’s role in the future of Atlanta. “We prepare students for change, and teach them how to innovate and evolve as they move forward in their careers. We believe higher education will drive employment and act as an engine for economic development in the city,” Zak said.

What developments or changes over the past year have had the greatest impact on Agnes Scott’s students and the community?

It has been a challenging year nationally; however, for Agnes Scott, it is amazing how the campus continues to come together and work with the community. Our campus is thriving by embracing innovation, strengthening our community connections, and staying true to our mission.

Over the past year, we’ve achieved wonderful milestones. An alumna and her husband provided a transformational gift of $15 million for a new physician assistant program. They believe deeply in Agnes Scott and its future in the community. Our expansion into medical sciences and health is a clear demonstration of our commitment to serving communities, especially underserved neighborhoods. Our goal is to bring students from the community into our graduate programs so they can serve the community. Also, this past year, we were proud to have five Fulbright Scholars, which is a testament to our focus on global learning and leadership development. We prepare our students to become leaders in the community, fanning out across the globe. We are thrilled to see our students prepared to engage the world, ready for their next job, and the ones after that.

What does innovation mean for Agnes Scott College, and how does it translate into experiences for students inside and outside of the classroom?

Innovation is part of our DNA. We have a strong foundation in the liberal arts and believe it is the education for now and for the future. Within the liberal arts, we can innovate and provide experiential learning opportunities that complement the academic curriculum. Through our SUMMIT experience, every first-year student has a faculty-led global trip that prepares them to be global leaders. Every second-year student participates in our Sophomore Class Atlanta Leadership Experience (SCALE), where they have the opportunity to observe leadership in Atlanta. These experiences expose our students to our community, and the community to our students. As a result, our students have the opportunity to see leaders in action and find role models. Students often find internships at these locations, and many will be hired after graduation. It is a broad education focused on the skills of today. We also teach critical thinking, leadership development, and writing skills, giving students the tools to prepare for the careers of the future. We prepare students for change and teach them how to innovate and evolve as they move forward in their careers.

Agnes Scott is a women’s college that has been ranked No. 1 in innovation for the seventh year in a row. We were just ranked No. 2 for students making an impact by The Princeton Review. We are recognized for the impact we have on our students, and the impact our students have on the world.

Agnes Scott is also one of the most diverse colleges in the country. We have no majority on our campus. Everybody is welcome and included. This model is what drives innovation. We have a diversity of cultures, backgrounds, and thoughts, all of which come together to share ideas, have conversations, and build something better. Our campus is a beautiful place to be because of the amazing energy of our students.

How is technology reshaping education, and how are you leveraging technology to address the challenges and opportunities with tools like AI?

Technologies like AI and machine learning are here to stay, and we need to embrace them in a reasonable way. The skills provided in a liberal arts education, like critical thinking and embracing change, will serve our students well in this environment. The technology has to have certain guardrails, including being able to apply technology for ethical and social good. We are currently seeing the benefits of technology, and it is important to be able to step back, look at history, and see how technology is affecting the world. AI can produce and analyze data at speeds we’ve never seen before, but at the same time, we do have to be careful not to lose our creativity to AI and to ensure ethical solutions are in place. There has to be a balance, and we need people to help bring that balance.

Looking ahead, what are your top priorities for Agnes Scott College in the coming years?

We want to continue to meet the needs of our students and the Atlanta community. That means ensuring our undergraduate curriculum continues to be top notch and our graduate programs focused on medical sciences serve a broad community.. We believe higher education drives employment and acts as an engine for economic development in the city.

What do you hope to see in the next generation of Agnes Scott graduates, both as individuals and as citizens?

I see a group of people who are engaged in the world around them, engaged in thought and understanding of other cultures, and who are willing to engage in conversation and think critically. They are willing to take the time to explore and innovate with a willingness to try new things and embrace change.

What are your final thoughts for this discussion?

The key takeaway is the importance of education to the economic development of a community as a whole. Colleges and universities can no longer be ivory towers. They have to be actively engaged in the community, and the community has to be equally engaged. Our SCALE program engages students with for-profits and nonprofits that not only enjoy having our students but also embrace change. Greater engagement and acknowledgement of education as an economic development partner in Atlanta are extremely valuable. Agnes Scott is focused on our students’ success at the college and after they leave. Higher education can’t just be for education’s sake. Students need the skills to succeed and thrive throughout the rest of their lives. With this early exposure, students gain confidence and focus on starting their careers. One-third of our student population is first generation, and many receive Pell Grants. Agnes Scott provides them opportunities they might not have had elsewhere, creating social mobility.

In an interview with Focus:, Ingrid Thompson-Sellers, president of Atlanta Metropolitan State College, discussed strategic growth, workforce-aligned programs, and expanding access through innovation and partnerships. “Education matters, it holds power and continues to change lives,” Thompson-Sellers said.

What major changes have taken place at Atlanta Metropolitan State College (AMSC) over the past year, and how are they shaping the institution’s direction?
Our biggest accomplishment has been launching our 2025–2030 strategic plan, Engaging Minds, Advancing Community. When I arrived in 2023, the previous plan was ending, so I formed a task force to engage the community, gather feedback, and assess whether to change direction. The feedback was mixed, but we chose to move forward.

This plan is truly bottom-up. We held numerous conversations and meetings to ensure every stakeholder had a voice. It’s built on four pillars: telling our story; preparing students and adding value to their degrees; strengthening community ties; and recruiting, developing, and rewarding talent. We can have all the buildings in the world, but if we don’t take care of our people, it’s meaningless.

We’re already seeing progress. We expanded our academic offerings to stay relevant, launching new certificate and degree programs, including a phlebotomy certificate that equips students with job-ready skills. Another milestone is our education degree, set to launch in fall 2026. We’ve worked closely with local school systems to prepare for our first class of paraprofessionals, helping address metro Atlanta’s teacher shortage.

To boost student success, we’ve implemented more targeted support strategies for those facing personal or academic challenges. The data show that these efforts are working — our fall-to-fall retention rate increased by 12.5%.

We’ve also deepened partnerships. For the first time, we signed an MOU with Atlanta Technical College (ATC), with whom we share a campus. This agreement creates a smooth transition for ATC students into one of AMSC’s bachelor’s programs, ensuring their time, effort, and credits continue to count.

How is the college strengthening enrollment efforts to reach its goal of 3,000 students by 2030?
When people think about enrollment, they often focus on recruitment. But the reality is that retention plays just as critical a role. Across higher education, we’re all aware of the demographic cliff and population decline, but not enough attention has been paid to the students we already have.

When we analyzed our data, we found that returning students make up more than 60% of our total enrollment. That means the key to sustainable growth lies in ensuring those students persist and succeed. We’re also reaching out to students who stopped out, encouraging them to return and finish their degrees.

Our enrollment plan for the next five years combines recruitment with retention. We’ve partnered with the National Institute for Student Success at Georgia State University to identify institutional bottlenecks and improve systems through data-informed strategies. Following the diagnostic process, we now have a clear playbook that focuses on four core areas for strengthening retention and student progression.

We’re also expanding recruitment to reach underrepresented groups on our campus, including Latina students and adult learners who haven’t completed higher education.

Our headcount has been growing for three years. This fall, we reached 1,704 students, a 3% year-over-year increase. That’s before our education program students arrive in fall 2026. We’re confident in reaching our 2030 goal, and I’m fully committed to leading that effort with my team.

How is the college partnering with community organizations, employers, and other institutions to align programs with workforce needs?
This semester, we launched the Small Business and Entrepreneurial Center as a hub connecting students with community and business leaders. The goal is to facilitate conversations with local entrepreneurs, helping students learn firsthand how to start and manage a small business. Our first seminar series earlier this semester was a success.

We’re also expanding partnerships in education. We recently signed an MOU with the Atlanta Public Schools System to assist paraprofessionals pursuing degrees at AMSC, covering tuition, fees, and books. This program will help support both paraprofessionals who would like to become certified teachers and to expand the region’s teacher pipeline.

Across all partnerships, we stay close to the table, asking industry and education partners what they need and how we can best support them. As an agile institution, we can respond quickly by developing stackable credentials such as certificates, micro-credentials, and degree pathways that build real-world skills.

For example, we’ve partnered with IBM to train faculty on artificial intelligence tools and applications. Students are already deeply engaged with AI, and this ensures our faculty stay ahead of the curve. We’ve extended the partnership opportunity to AMSC students who can earn digital badges, micro-credentials, and micro-internships that can connect them with employment opportunities.

Higher education is changing fast, and we’re proud to be a responsive institution that adapts in the face of new challenges while producing measurable results.

How is technology being used to improve instruction, engagement, and decision-making at the college?
Across the University System of Georgia, we’re implementing Workday, a new enterprise resource planning system designed to improve efficiency and create a more user-friendly experience in HR, payroll, and finance. Standardizing technology helps deliver a consistent experience for students and staff while reducing costs. Each institution retains some autonomy, but we align with system-wide goals to ensure quality and service.

On our campus, we routinely upgrade our technology infrastructure, including network capacity and bandwidth. These essentials are critical, since an unreliable network can disrupt a student’s academic progress. We’ve expanded cloud storage, we use a learning management system with predictive analytics to flag students needing support, and offer continuous training to ensure effective use of these tools.

In the classrooms, technology enhances learning and engagement. We maintain strong cybersecurity protocols to protect data, and we’re focused on responsible AI use. The system has issued clear guidance, and at AMSC, we prioritize faculty training and helping students use AI tools ethically and effectively. While we’re not a research institution, our students are conducting undergraduate research on topics like AI applications.

Our goal is to integrate technology and data in ways that drive student success, support smart decision-making, and strengthen institutional performance.

As Atlanta continues to expand and diversify, how do you see the college contributing to the region’s educational and economic ecosystem?
Our university system is mission-driven, and so is our institution. Our mission is to educate students from all backgrounds, socioeconomic status, and life circumstances. Whether someone is ready for college or doesn’t yet see themselves as college material, we meet them where they are and show them that education is within reach. We remain committed to that mission.

The flexibility lies in how we deliver it. Our students face increasing financial, social, and personal challenges, and we’ve become creative in finding ways and means to support them. One example is the Reset Scholarship, launched in 2024 for students who previously attempted college without success. Often, a low GPA follows them like a bad credit score, disqualifying them from federal financial aid. If these students maintain at least a 2.5 GPA during their first two semesters with us, we connect them with donors who are ready to invest in their potential.

We’re also firmly committed to affordability. For the past seven years, tuition and fees across our system have seen little or no increases. Atlanta Metro remains one of the most affordable options in metro Atlanta, and we intend to keep it that way. Affordability is central to our mission.

To reduce the cost of course materials, we encourage faculty to use vetted open educational resources. Partners have also stepped in to fund book scholarships and transportation assistance. Something as simple as a MARTA card, gas card, or ride-share voucher can determine whether a student makes it to class. These practical, community-driven solutions help our students stay enrolled and succeed.

What inspires your commitment to higher education and its role in transforming lives?
We’re living in challenging times, both nationally and globally. Still, I believe people always have the opportunity to grow and improve. Higher education remains the most effective game changer for individuals, families, and communities. It’s a powerful investment in society’s future.

Debates about the value of higher education continue, but I speak from personal experience. I was a first-generation student, raised by a single parent in a family of six. Without education, I wouldn’t be where I am today. It transformed my life, and I’ve seen it transform the lives of many students at Atlanta Metropolitan State College. By the time they graduate, they are more confident, capable, and ready to serve and to lead.

That transformation is what fuels my passion. Education matters. It holds power and continues to change lives. That’s why I do this work, why I’m thankful to serve at AMSC, because I believe in our mission.