Where Pittsburgh leaders see the real value in AI

Writer: Melis Turku Topa

Pittsburgh_SkylineNovember 2025 — AI is no longer a tech upgrade, it’s a strategic imperative reshaping how companies operate, lead and grow. Around 75% of organizations globally now use AI in at least one business function, and nearly half deploy it in three or more functions.


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Across Pittsburgh, organizations are building AI-driven corporate strategies that reshape business models, accelerate decision-making, and unlock new forms of value creation. 

As adoption scales, success increasingly depends on responsible implementation. Only 25% of businesses report a fully implemented AI governance program, and those with a formal AI strategy are more than twice as likely (80% vs 37%) to achieve successful adoption. That means effective upskilling, leadership dedication, and governance frameworks — including roles such as Chief AI Officer and Chief Data Officer — are rapidly becoming the key strategic differentiators of modern competitiveness.

Across boardrooms and campuses, executives are shifting the conversation from whether to use AI to how it can be responsibly integrated into long-term strategy. From predictive analytics in healthcare to generative tools in professional services and real estate, AI is not only optimizing operations but also reshaping how organizations think, lead, and compete.

Pittsburgh companies are moving beyond pilot programs toward enterprise-wide adoption. Data-driven decision-making now guides everything, from product design to customer experience and sustainability planning. For many firms, AI has become a foundational element of corporate strategy informing long-term investments and unlocking new growth models.

At K&L Gates LLP, Managing Partner Thomas Ryan noted that the firm’s early adoption of AI has positioned it ahead of the curve. “A significant achievement is being an early adopter for integrating AI across multiple disciplines,” said Ryan, in an interview with Invest:. “We have a firmwide AI industry working group that rolls out tests for new products, works with our clients, and finds ways to continue integrating and pushing our practices forward.”

This proactive approach mirrors a broader shift across Pittsburgh’s professional services landscape, where law firms, consultancies, and financial institutions embed AI into workflows to enhance precision, productivity, and client value.

With innovation comes responsibility. As AI becomes central to business operations, leaders are prioritizing governance, ethics, and workforce readiness. Responsible AI adoption encompassing transparency, fairness, and accountability is increasingly seen as a hallmark of forward-thinking organizations. A recent NTT DATA survey found that over 80% of executives believe leadership, governance, and workforce readiness are lagging behind AI adoption, underscoring a clear gap between technological capability and ethical oversight. As a result, companies that invest in governance frameworks and ethical leadership are distinguishing themselves as trustworthy and resilient in this new era of intelligent business.

In healthcare technology, Perry Genova, senior vice president and chief technology officer at Omnicell, emphasized that innovation must never come at the expense of safety.

“Everyone should be mindful of ethics and safety when discussing innovation, particularly in the case of artificial intelligence solutions,” Genova said. “AI can be extremely powerful and enabling but must be safely harnessed to ensure our customers and patients experience benefits without risk.”

Such a structured approach to AI governance reflects a growing awareness across industries where success depends not only on technological advancement, but also on the ethical frameworks guiding its use.

Beyond corporate settings, Pittsburgh’s academic institutions are at the forefront of preparing the next generation of AI-ready leaders — one of several themes covered at the upcoming Invest: Pittsburgh leadership summit on Feb. 26. Isabelle Bajeux-Besnainou, dean of the Tepper School of Business at Carnegie Mellon University, shared with Invest: how AI is shaping the future of business education.

“We’re expanding access to AI education beyond traditional students. We already work with companies through custom executive programs, but soon we’ll launch an AI for Business online course in partnership with CMU’s School of Computer Science,” she said. “It’s a comprehensive offering with 24 faculty members contributing to teach AI from a business perspective. Across the board  from operations to instruction to outreach AI has become deeply embedded in everything we do.”

By integrating AI across disciplines, CMU and other institutions are ensuring executives and students alike can adapt to a rapidly evolving digital economy — one where human insight and machine intelligence go hand in hand.

For some industries, AI’s potential is transformative, but not absolute. John Bilyak, market leader and principal at Colliers, for example, pointed out that the technology’s promise must be grounded in practicality.

“The key is to ensure technology enhances, rather than hinders, the practical aspects of real estate deals,” said Bilyak. “While AI certainly has its place, its potential might be overblown.”

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San Antonio federal layoffs test economic stability and workforce readiness

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Writer: Andrea Teran

San_AntonioNovember 2025 — A recent wave of layoffs tied to expiring federal contracts is deepening economic uncertainty across San Antonio, with nearly 1,300 job losses statewide anticipated before the end of 2025. In one of the most significant local examples, 279 janitorial and maintenance workers at Brooke Army Medical Center (BAMC) will be laid off after Thanksgiving, following the end of a five-year, $148.8 million contract with CBRE Government & Defense Services.


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CBRE, formerly J&J Maintenance, has operated at BAMC since 2001. While some affected employees may be rehired by the next service provider, the layoffs are expected to be permanent and come with the loss of tenure and benefits, according to the company’s Worker Adjustment and Retraining Notification (WARN) letter submitted to the Texas Workforce Commission.

“These layoffs are expected to be permanent,” wrote Howard Young, the company’s chief people officer, in the letter. “However, there may be an opportunity for the impacted employees to be hired by the new service provider.” Some of the affected workers are represented by the Laborers’ International Union of North America.

These job losses follow earlier cuts by TechWerks, which laid off 87 workers providing IT services to the Defense Health Agency in San Antonio. Combined with layoffs at federal contractors across Texas — including NASA subcontractors, Spirit Airlines, and Texas Instruments — the current cycle reflects a broader shift in federal spending priorities and its cascading effects on regional economies.

Despite recent layoffs, the Dallas Federal Reserve forecasts that Texas will add roughly 180,400 jobs in 2025, a 1.3% increase by year’s end. While employment rose at an annualized rate of 3.2% in August, year-to-date growth remains modest at 1.2%, well below the state’s historical 2% trend. Economists caution that seasonal factors, including school-year hiring, may be inflating recent gains.

Beneath the surface, key sectors are showing signs of strain. In September, the Dallas Fed’s Service Sector Outlook Survey recorded a sharp decline in business conditions, with the employment index falling into negative territory and hours worked contracting. Uncertainty also surged to 22.5, its highest reading since April, reflecting increased caution among employers. Retailers reported even deeper weakness, with sales, staffing levels, and overall business activity all declining. These figures suggest that while headline growth continues, San Antonio’s labor market — particularly in service and consumer-facing sectors — is cooling.

This sentiment is echoed by the National Federation of Independent Business (NFIB), whose Small Business Optimism Index fell to 98.8 in September — the first decline in three months. The Uncertainty Index climbed to 100, one of the highest levels in the NFIB’s 52-year history.

The layoffs come amid broader workforce shifts in San Antonio, where local institutions are expanding support services to manage economic displacement. Workforce Solutions Alamo, the region’s publicly funded workforce agency, continues to offer job search assistance, career training programs, and industry-aligned certifications through its “Ready to Work” initiative and federally supported programs under the Texas Workforce Commission. According to agency data, in-demand fields include health care, manufacturing, and information technology — sectors still experiencing growth despite localized contractions.

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New Jersey county leaders on the power of small business growth

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.

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Spotlight On: Jonathan Hirschfeld, Managing Partner NJ, PwC

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.

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

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

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.

Want more? Read the Invest: Philadelphia report.

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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.

Want more? Read the Invest: Tampa Bay report.

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

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

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.

Want more? Read the Invest: Nashville report.

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Spotlight On: Mark Parthemer, chief wealth strategist of Glenmede

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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