Spotlight On: Bill Carroll, Town Manager, Town of Drexel
Key points:
- • Drexel is transforming its former furniture factory site into a new economic engine.
- • Manufacturing, infrastructure, and rail access are key advantages for attracting investment.
- • Regional partnerships are helping position the town for its next phase of growth.
August 2026 — In an interview with Invest:, Bill Carroll, Drexel town manager, discussed the community’s manufacturing legacy, redevelopment of the former Drexel Furniture Factory site, and the partnerships positioning the town for renewed economic growth. “People are ready for that next step, and we are aligned in this mission,” Carroll said.
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How would you describe Drexel’s economic landscape today, and what changes have shaped it?
Drexel is a small town of about 1,800 to 2,000 residents. Historically, the local economy revolved around the Drexel Furniture Factory, which operated internationally and was headquartered in town. In fact, the town itself is named after the factory that was established along the railroad.
For decades, furniture manufacturing was the foundation of the local economy. As the industry changed in the 1990s and early 2000s, the factory was eventually bought out and closed. When that happened, much of the town’s economic activity disappeared with it. The factory sat directly beside downtown, so its closure left a significant void that affected surrounding businesses as well.
Today, Drexel’s economy is more diversified. Healthcare, service-oriented businesses, education, and therapy services play important roles. The town is home to an elementary school and an alternative high school, and those sectors have become increasingly important.
The town is also focused on restoring a manufacturing presence. The former factory property has been demolished, and the town has owned the site for roughly 10 years. Working with funding partners and economic development organizations, we have prepared the property for redevelopment. The goal is to attract new industry and create the kind of economic vitality that manufacturing once brought to the community.
How can communities like Drexel position themselves to attract businesses looking to expand or relocate?
Burke County offers a combination of advantages that are difficult to replicate. The area’s natural amenities, including mountains, trails, and Lake James, provide a quality of life that helps attract and retain talent. While those features may not directly impact production, they matter when companies are recruiting employees and leadership.
The workforce is another strength. Manufacturing remains an important part of the regional economy, and many residents have experience working in those environments. There is a strong culture of making things and producing quality products.
Infrastructure is also a key advantage. Much of the region’s water infrastructure was originally designed to support large textile and furniture operations, so there is significant utility capacity available for future industrial users. Combined with a relatively affordable cost of living, that creates a competitive environment for businesses considering relocation.
Our site also benefits from rail access, which is increasingly rare. Having a rail line adjacent to the property creates opportunities that many industrial sites can no longer offer.
What types of businesses or industries would be the best fit for the former factory site?
The town has intentionally maintained flexibility. We do not want to eliminate opportunities by limiting ourselves to one specific industry.
The property is divided into two sections. The front portion consists of roughly 25 to 30 acres and offers flexibility for a variety of uses, including smaller-scale manufacturing, commercial activity, or other development opportunities.
The rear portion contains approximately 75 acres and has access to the rail line. Because of that asset, we would particularly like to attract a rail user, although it is not a requirement.
We are especially interested in industries such as advanced manufacturing, pharmaceuticals, robotics, automotive production, and similar sectors. Those industries align well with the site’s characteristics and the workforce available in the region.
What infrastructure investments are most critical to support economic development and future growth?
Like many communities across the country, our utility systems require ongoing investment. Much of our water and sewer infrastructure is decades old, so we have adopted a 10-year capital improvement plan focused on replacing and modernizing key components.
We also operate a municipal electric system. As growth occurs, we anticipate the need for additional electrical capacity and continued upgrades to ensure reliable service for both residents and future employers.
Recently, we upgraded our meter technology to advanced metering infrastructure. That investment modernized operations and improved efficiency by eliminating the need for manual meter readings throughout town.
Transportation infrastructure is another priority. Many of the primary roads serving Drexel fall under the North Carolina Department of Transportation, so partnerships with state agencies will remain important. As new employers consider locating here, roadway improvements and interstate access will continue to be areas of focus.
How is Drexel partnering with neighboring communities and regional organizations to support growth?
I strongly believe in partnerships. While communities are sometimes viewed as competitors, most of the time our success is interconnected. A win for Morganton is a win for Drexel, and a win for Burke County benefits all of us.
We maintain strong relationships with neighboring municipalities, county leadership, and regional organizations. Our mayor regularly communicates with other local leaders, and we work closely with county officials on economic development efforts.
We are also active participants in the Western Piedmont Council of Governments. Through that organization, local governments collaborate on planning initiatives, funding opportunities, grant applications, and shared challenges. Those relationships help small communities access expertise and resources that would otherwise be difficult to maintain independently.
Another valuable partner is ElectriCities, which provides technical, legal, analytical, and economic development support. For a town with a relatively small staff, these partnerships allow us to operate more effectively and pursue opportunities that might otherwise be beyond our capacity.
What are your top priorities for the next two to three years, and what is your outlook for Drexel?
Economic development is our top priority. Public safety and core services remain essential, but when we look at Drexel’s future, attracting investment and jobs is the primary focus.
We have completed much of the site preparation work on the former factory property, including grading and due diligence. Now the emphasis is on marketing the site and attracting industries that can help transform the local economy.
Over the next several years, I hope to see significant development occur there. That investment would create positive momentum that extends throughout the community.
As that growth takes place, we will also focus on strengthening downtown, supporting small businesses, expanding recreational opportunities, and continuing to build on the partnerships that have helped position the town for success. Overall, I have a positive outlook and believe the next few years will be transformational for Drexel.
Is there anything else you would like to highlight?
Drexel is a community with a lot of heart and a strong desire to move forward. One example is Grow with Drexel, a nonprofit organization created by community members to promote growth, opportunity, culture, and economic vitality. The fact that residents established that organization speaks to the level of local engagement and commitment.
Another important factor is the alignment that exists across the county. It is not always common for residents, elected officials, management teams, and community leaders to share the same priorities, particularly when economic development can bring change. In Burke County, however, there is broad support for moving forward and creating new opportunities.
As I have often heard and experienced throughout the county, people are ready for that next step, and we are aligned in this mission. That alignment will be critical as we work toward achieving our long-term goals.
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