Spotlight On: Jorge Arrizurieta, President & CEO, Coral Gables Chamber of Commerce

Key points:

• • The chamber is focused on strengthening member value, business support, and strategic growth while preserving quality of life.
• • Rising costs and retail vacancies highlight challenges for small businesses, especially in hospitality and along key corridors.
• • Technology, including AI-driven engagement, and strong public-private collaboration are central to future growth.

April 2026 — Invest: Miami spoke with Jorge Arrizurieta, president and CEO of the Coral Gables Chamber of Commerce, about leading the century-old organization into its next phase. “I have said from day one that if you can’t sell Coral Gables, you can’t sell,” Arrizurieta said. He discussed member value, small-business resilience, and balancing growth with quality of life in one of South Florida’s most coveted markets.

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How would you define the chamber’s vision, and what are the top strategic priorities guiding your work in Coral Gables today?

The Coral Gables Chamber of Commerce was founded at the same time as the city itself, the University of Miami, and the Biltmore Hotel. That alignment was intentional. George Merrick believed a great city needed a great university, a landmark hotel, and a strong chamber. Last year, the chamber celebrated its 100th anniversary, which is both a milestone and a responsibility.

My predecessor served for 19 years and did an exemplary job in making the chamber relevant. My responsibility is to assess what I have inherited and take it to the next level. Growth for its own sake is not the objective. The next level means solidifying the chamber’s structure, strengthening its clustering effect around business support, and ensuring that our committees, programming, and events reflect today’s realities.

We host an average of 14 events a month, which speaks to the level of activity and engagement in this community. Coral Gables has an enviable demographic profile, with a strong tax base and a healthy mix of residential and commercial activity. We do not have heavy industry or manufacturing. Our economy centers around retail, food and beverage, professional services, and institutional anchors.

At the same time, success brings challenges. Coral Gables has been recognized nationally as one of the most desirable places to live in the country. But as property values rise, affordability becomes an issue, particularly for the workforce that supports our hospitality and retail sectors. That tension between growth and accessibility is something we must address thoughtfully.

We also face retail vacancies along Miracle Mile that are higher than we would like. That is primarily a function of cost and market dynamics. Supply and demand ultimately regulate these conditions, but as a chamber, we can advocate, convene, and help identify solutions.

At the same time, there are major development successes. The Plaza Coral Gables and surrounding projects are creating what is effectively a second downtown. New hotels, mixed-use developments, and public-space enhancements will generate additional clustering and long-term opportunity. The city is evolving, and the chamber’s role is to help businesses navigate that evolution.

I have said from day one that if you can’t sell Coral Gables, you can’t sell. The attributes that exist in our community are enviable attributes that most cities would love to have, and we have to meet this moment with practical solutions that protect what makes the city special while strengthening the business ecosystem.

We have challenges, but we also have extraordinary fundamentals. My focus is to build on what has worked historically, evaluate what needs updating, and ensure the chamber remains a force for convening, advocacy, and economic vitality.

How is the chamber ensuring that members receive real ROI?

Historically, the chamber has won accolades and awards, and we are proud of that foundation. I came into this role with nearly 40 years of public- and private-sector experience, including business development, fundraising, and governmental work. I was not a career chamber executive, and I viewed that as an advantage. I arrived without internal affiliations or legacy dynamics, which allows me to take an objective approach to what is best for the chamber.

One of my top priorities is member enhancement and retention. In business, it is always more cost-effective to retain a client than to acquire a new one. The same principle applies here. If our current members see measurable value, they become our best ambassadors.

We are developing an AI-driven member-enhancement initiative that will elevate how we connect businesses with one another. AI is only as effective as the data you provide, so we are building a comprehensive database that reflects members’ industries, needs, and capabilities. The objective is to create more intelligent introductions and more strategic networking.

The Chamber has also established a technology committee, something it did not previously have. We are evaluating our own digital infrastructure, including the potential development of an app to better serve members and the broader community. These enhancements are not cosmetic. They are designed to strengthen engagement, improve communication, and increase measurable ROI.

At the same time, we are reviewing our events portfolio to ensure every program serves a strategic purpose. Branding and communications are also central. A chamber of this caliber must present itself in a way that reflects both its history and its ambitions.

What initiatives or resources are in place to help small businesses remain resilient in today’s economic environment?

Small businesses represent the majority of businesses in Coral Gables and across Florida. While it is important to engage major institutions and multinational corporations, we must never lose sight of the small-business community.

Affordability remains one of the most pressing challenges. Workforce housing, rising commercial rents, and increased operating costs are impacting many businesses, particularly in hospitality. Restaurant owners, in particular, are navigating higher food costs and higher real estate costs simultaneously. In many cases, those increases cannot be fully passed on to customers.

We have seen restaurant closures, especially along Miracle Mile, where rising rents have outpaced what some local operators can sustain. At the same time, national brands and financial institutions may have greater capacity to absorb those costs, which can shift the retail mix.

While we welcome all responsible investment, we must consider the ecosystem. Restaurants and retailers rely heavily on foot traffic, including weekend activity. A strong mix of uses is critical to maintaining vibrancy.

The chamber’s role is to convene conversations, advocate where appropriate, and support businesses as they adapt. We cannot control macroeconomic forces, but we can provide guidance, connections, and a platform for collective problem-solving.

How does the chamber balance business advocacy with broader community engagement and quality-of-life initiatives?

The city of Coral Gables is our largest stakeholder, and we maintain a strong, collaborative relationship with city leadership. While there may occasionally be differences of opinion, the environment is broadly pro-business and equally committed to sustainability and quality of life.

Those priorities are not mutually exclusive. A thriving business community depends on a clean, safe, attractive, and sustainable environment. The chamber supports initiatives ranging from sustainability programs to public-space improvements and community events.

This alignment between business vitality and quality of life has been a hallmark of Coral Gables for a century. It is one of the reasons the city continues to attract residents, entrepreneurs, and investors.

Looking ahead, the chamber’s responsibility is to remain forward-thinking while honoring its legacy. That includes embracing technology, supporting small businesses, engaging institutional partners, and maintaining close collaboration with city leadership.

Coral Gables stands at an inflection point, shaped by growth, rising demand, and evolving economic conditions. With a strong foundation and a clear strategic focus, the chamber intends to ensure that this next chapter builds on the strengths that have defined the city for 100 years while positioning it for sustained success in the decades ahead.

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