Spotlight On: Marise Kumar, Chair, Vistage

Key points:

• • Charlotte’s growth depends on talent development, strong infrastructure, and thriving small businesses.
• • Marise Kumar says relationships, trust, and leadership networks remain key drivers of business success.
• • Small business growth is essential to expanding economic opportunity and social mobility across the region.

June 2026 — Invest: sat down with Marise Kumar, chair of executive coaching firm Vistage, to discuss how leadership, small businesses, and community shape Charlotte’s growth. She explained why trust, relationships, and human-centered leadership are not soft ideals, but essential drivers of economic resilience in the region. “If Charlotte is going to continue improving social mobility, it will be because small businesses grow and create opportunity across the workforce,” Kumar added.

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What are the biggest challenges and opportunities CEOs and local leaders face in the Greater Charlotte region?

I’ve been in Charlotte since 2012, and the amount of change since then has been significant. Some of that came from the continued recovery after the 2008 banking crisis, and then, of course, COVID. What I’ve seen is that businesses here have learned how to adapt and pivot to meet the needs of the local community and changing market conditions.

One of the biggest challenges continues to be managing growth, particularly in terms of infrastructure. Charlotte’s momentum is exciting, and it creates constant pressure to keep pace with housing, transportation, and systems that allow the city to scale responsibly.

The most consistent challenge CEOs raise, though, is talent. It’s not just about hiring people, but finding the right people to fill roles that fuel growth and support long-term stability.

What makes Charlotte a smart place to build and grow a company today?

Charlotte is a strong mix of opportunity and accessibility. It’s a large, growing city with the amenities and quality of life that attract talent, while still feeling navigable.

What truly sets it apart is that business here still runs on relationships. It’s a welcoming city, but progress comes from investing in relationships first. Once trust is built, business flows quickly.

Charlotte’s success comes not just from individual relationships but from a network of organizations and communications that intentionally create those relationships.  That trust creates access and accelerates decision-making across networks.

It may take time to build those connections, but the return on that investment is significant. Relationships become a form of infrastructure in their own right.

How do relationships contribute to workforce development and economic mobility in the region?

I’ll start at a micro level. As a Vistage chair, I work with a peer group of local CEOs, many of whom have been in Charlotte for less than a decade. Over the last three years, many of them have experienced consistent double-digit growth.

At the end of 2025, we reflected on that progress as a group, and the pattern was clear. Growth was driven by peer relationships, accountability, and having space to think with other leaders. When leaders have trusted networks, they can move faster and make better decisions.

Charlotte offers access to strong leadership communities, including Vistage and other organizations that create spaces for learning and vulnerability. That matters for small and midsize businesses, which often operate without the resources of large corporations but still need high-quality insight.

This dynamic also supports economic mobility. Small businesses create jobs at all levels, including entry-level and transitional roles. If Charlotte is going to continue improving social mobility, it will be because small businesses grow and create opportunity across the workforce.

How have CEO and member needs changed over the past year?

Technology has become a major focus, and not just AI in isolation. CEOs are asking how technology can improve productivity and create better experiences across the business.

For most leaders, this is not about reducing headcount. It’s about increasing value, improving processes, and building systems that support growth. Small businesses have an advantage here because their operations are visible and adaptable.

The cost of adopting technology has also come down. Tools that once required massive investments are now accessible through off-the-shelf software and cloud-based platforms. That allows smaller organizations to modernize, scale, and build resilience.

How are CEOs approaching workforce planning and retention today?

Post-COVID, people are thinking differently about work. Many employees want to understand how their work connects to a broader purpose and whether their organization aligns with their values.

As a result, CEOs are spending more time on engagement, flexibility, and clarity around how work gets done. One of the most effective engagement strategies I see in Charlotte is community investment.

Many organizations here don’t just donate financially. They volunteer time and expertise, embedding themselves in the community. That creates a sense of belonging and purpose for employees and strengthens retention.

I describe it as being woven into the fabric of the community rather than skimming off the top. When leaders show up consistently, employees notice.

How has the role of the CEO evolved in this environment?

It starts with the leader. CEOs need the mindset and space to lead in a changing environment. Helping leaders understand their purpose is central, not in a performative way, but in a personal one.

While money matters, the level of commitment required to build and scale a business usually comes from something deeper. Leaders are motivated by what they believe in and what gives them energy.

I also learn from the CEOs I work with. There’s a strong sense of purpose in Charlotte’s leadership community, and that connection between business and meaning shapes how leaders operate.

How important is quality of life to Charlotte’s business climate?

Quality of life plays a major role in retaining talent. Charlotte offers a balance that’s increasingly hard to find. Commute times are manageable, and people can engage in activities that support a full life outside of work.

Whether it’s sports, arts, or community-based activities, there are many ways for people to find their place here. Those connections anchor people to the city.

Accessibility matters as well. While the average commute is relatively short, continued investment in transportation is essential to ensure growth remains inclusive.

What are your priorities over the next two to three years, and how do leaders view the region’s outlook?

The outlook remains strong. Talent will continue to be the primary focus, particularly around upskilling and developing talent locally rather than relying solely on importing it.

One area I’m focused on is improving visibility within the small business ecosystem. Better data and understanding at a granular level can help align workforce development with real business needs. Ultimately, I’d like to see a more comprehensive understanding of the small business ecosystem- who they are, what talent they need, and where growth opportunities exist. With better visibility, we can build an access layer that more effectively connects job seekers, training providers, and employers. 

This kind of foundational work isn’t glamorous, but it’s essential. When you understand the small business landscape, you can strengthen the backbone of the economy more effectively.

How would you describe Charlotte to someone outside the market?

We often show Charlotte’s skyline, but the real story is below it. The people, small businesses, and communities are what truly drive growth. That vibrancy is the foundation.

When I first moved here, I was used to fast-paced, large-city environments. I was constantly busy. One day, my son’s tennis coach looked at me and said, “We may be slow, but we get it done.”

That stuck with me. This isn’t a market built on flash without substance. Fundamentals matter. Who you are matters. Kindness still has value here.

If there’s one common trait among the CEOs I work with, it’s that they’re about more than the bottom line. They play a role in the community, and that mindset is one of Charlotte’s greatest advantages.

Want more? Read the Invest: Charlotte report.