Rick Alberty, Executive Director, ChamberSOUTH

Invest: spoke with Rick Alberty, executive director of ChamberSOUTH about what small businesses need most right now, how chambers can translate mission into daily value, and why retention matters as much as recruitment. “A chamber is like a gym,” Alberty said. “You can join, but if you do not show up, you cannot expect results.”

How do you translate the Chamber’s mission into day-to-day priorities and long-term strategic initiatives?

Every chamber has a mission and a vision, but the real test is whether that mission creates value for members. If you look at most chambers, whether they have 100 members or 1,000 members, the breakdown is similar. The majority are small business owners, followed by mid-sized businesses, and then larger organizations and anchor employers.

My job is to bring value in multiple ways. Advocacy is one. Helping members expand their networks is another. Creating real connections within the community matters, and so does exposure. Without visibility, it is tough to be a business owner.

A practical example is permitting. Sometimes a business cannot open because a permit gets stuck in the process. Meanwhile, the owner is paying rent month after month with no revenue coming in. I have seen owners paying rent for 10 to 12 months without a single dollar coming in, and some of those businesses never open. One of the most valuable things a chamber can offer is relationships and a channel to help resolve those issues faster. If a member calls with a problem, I want to be able to pick up the phone, reach the right person, and help move it along. That is real, day-to-day value.

What challenges are local small business owners facing today, and how is the Chamber tailoring resources to help them thrive?

Small business owners face challenges every day, and many of them are more intense now. The first challenge is personnel. Finding the right people, training them, and keeping them is difficult. To retain employees, owners need to offer competitive wages, but they also need to offer something more. That could be benefits, culture, flexibility, or opportunity. Retention has become a strategy, not an afterthought.

Rising costs are another challenge. Rent, insurance, supplies, payroll, and operating expenses continue to increase. On top of that, regulations change. Cities adjust rules about signage, storefronts, and compliance, and those changes can be costly and disruptive for small businesses that do not have large compliance teams.

Foot traffic is also a major issue. Some areas are designed for walkability, while others rely heavily on drive-by traffic. If people do not know a business exists, they are not stopping. That is why exposure and marketing matter so much.

Our role is to help members get visibility, expand their networks, and actually use the resources they are paying for. A chamber is like a gym. You can join, but if you do not show up, you cannot expect results. Members need to engage, attend events, and build relationships.

We also focus on practical opportunities. When a business opens, we can do a ribbon cutting, but the next step is promotion. We can help spread the word, create events, and bring people into the business. If I can bring 30 or 40 people into a location who have never been there before, that exposure matters. It strengthens the business and the community.

The Chamber hosts networking events, committees, workshops, and other programs. Which have made the biggest impact on engagement and growth?

We listen closely to our members. Recent survey feedback showed that networking events consistently rank as the most valuable. The reason is simple. Face-to-face interaction builds trust, and trust leads to business.

Digital tools are useful, but sitting across from someone and having a real conversation creates stronger relationships. Networking is not just social. It is business development.

We also encourage members to think of the chamber as an extension of their marketing efforts. Many small business owners spend significant money on advertising across different platforms. Some of it works and some of it does not. The chamber can provide additional promotion at little or no cost, which helps stretch limited marketing budgets.

We also use storytelling. I host podcasts every month, giving business owners a chance to share their story and reach a wider audience. We collaborate with Miami Community News, and we promote the content together. The more people see a business, the more familiar it becomes, and familiarity drives trust.

How do you ensure members are represented in local policy discussions and community planning?

Advocacy is critical, and it requires structure and relationships. Our chamber covers a large area in South Dade, including South Miami, Palmetto Bay, Pinecrest, Cutler Bay, and Greater Kendall. That means staying engaged with multiple municipalities.

I also spearhead a mayor’s coalition that meets every other month and extends down to Homestead. These meetings bring mayors together to discuss what is affecting businesses, what is coming next, and what is in the planning stage.

Those conversations matter because development decisions create opportunity. For example, a newly approved sports complex in Homestead will bring professional women’s soccer teams and create jobs, vendor opportunities, and economic activity. Business owners need to know about projects like that so they can prepare and participate.

We share that information through newsletters and by getting members involved in relevant conversations. We also connect members to programs like Strive 305, which helps small business owners navigate fundamentals such as permits and business planning.

Looking ahead, what strategic priorities will guide the Chamber in supporting resilience and growth?

Information is key. Without timely information, businesses miss opportunities and get caught off guard.

Structurally, we are building capacity. Last year, I added board members and created new committees. Now the focus is on strengthening those committees and elevating our events.

International engagement is a major priority. We are hosting an international-focused event that brings consuls, economic development leaders, and transportation authorities together with our members. That kind of access is rare for small and mid-sized businesses.

Many owners think international business is only for large corporations. That is not true. Miami is uniquely positioned for inbound and outbound opportunities. Many countries are actively seeking partnerships, but business owners need guidance and access. That is where the chamber can help.

How do partnerships with organizations like the Miami-Dade Beacon Council support your work?

I sit on the board of the Miami-Dade Beacon Council, which focuses on attracting investment and businesses to the region. Being part of that organization gives me access to information and relationships that I can share with our members.

We also work closely with local partners like Miami Community News and Strive 305. While local resources are strong, international engagement is an area where we continue to build, which is why our International Relations Committee is so important.

What is the key takeaway you want business leaders and stakeholders to remember?

Retention matters. It applies to chambers, businesses, and communities.

You can add new members or attract new businesses, but if you are losing them just as quickly, something is wrong. Retention is often more important than recruitment.

I would rather focus on keeping businesses open, supporting business owners, and strengthening what already exists than constantly chasing growth while losing stability. That mindset builds stronger chambers, stronger business communities, and stronger regions.