Spotlight On: Tim Estes, Commission Chairman, Paulding County
Key points:
- • Paulding County is balancing rapid population growth with economic development.
- • Airport expansion is creating new opportunities for investment and workforce development.
- • Infrastructure investment and strategic planning are supporting long-term growth.
October 2026 — In an interview with Focus:, Tim Estes, commission chairman of Paulding County, discussed the county’s growth, infrastructure, airport development, housing, quality of life, and economic outlook. “The best way to walk through a minefield is to follow someone who has done it successfully,” Estes said.
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What recent milestones have had the greatest impact on Paulding County’s growth?
Our location has enhanced our growth, and we are among Georgia’s five fastest-growing counties. We are working to keep up while creating a better balance between residential and economic growth. We have restructured the county to manage residential development, established a new economic development organization, and hired a new economic development team led by Alex Almodovar. The new team has already helped bring additional activity into the county. We are focused on companies in nine industries interested in coming to Paulding County, and we receive regular inquiries because of our location and available assets.
We recently received a BioReady Silver designation recognizing our zoning practices, infrastructure capacity, and readiness to support biotechnology and life sciences. Several other prospects have also expressed interest because of the assets and location Paulding County offers. Our regional airport is another major asset. It has private and corporate aircraft operations, recently added about 30 T-hangars and box hangars, and is preparing to add 12 corporate hangars, with more expected later.
How are infrastructure investments supporting future growth?
We created a new department focused on grants and loans. About $20 million came to Paulding County last year, and our goal is to double that amount this year. Those resources are allowing us to move projects forward with the Georgia Department of Transportation and other organizations. We meet regularly with our congressional representatives, maintain those relationships, and pursue grants for which the county qualifies rather than leaving available funding unused.
How is the county approaching development decisions as it manages growth?
Our unified development ordinance is supported by a knowledgeable team with experience in building and business. Some board members have owned businesses, so we bring experience from corporate development into county decisions. We also use consultants, including the Association of County Commissioners of Georgia, to strengthen our approach and make more informed decisions.
The best way to walk through a minefield is to follow someone who has done it successfully. We exchange information with surrounding counties about what has worked and what has failed. I serve on the Northwest Georgia Commissioners board, which keeps me in regular contact with other counties. If they have experienced problems, I want to understand them; if they are succeeding, we want to learn from their lead.
What role will the airport play in Paulding County’s economic future?
I expect the airport to become one of the county’s largest revenue generators. One large corporate aircraft there generates more tax revenue than at least 30 residential homes.
Those aircraft travel around the world and are not in the county all the time, so they do not overcrowd schools or place the same pressure on infrastructure. That creates a win-win for the county. We expect to add between 12 and 20 more corporate hangars in the near future, expanding that source of revenue.
The airport has also helped us open a pilot school and provide mechanical training. That workforce capacity is drawing interest from airport-related industries. Advanced manufacturing and logistics companies are also looking at areas around airports. We have land available while other counties have run out of space, and we have a new airport manager who is putting us on the right track. The opportunity is strong, but we need to approach it strategically.
What workforce and industry needs are emerging in the county?
We have a medical corridor anchored by Wellstar Paulding Medical Center, which has doubled its capacity and parking as the county prepares for greater growth. We are also looking at other medical facilities that could strengthen the corridor. In our industrial corridor, we see opportunities from automotive manufacturing in neighboring counties. Automann has already come into Paulding County to manufacture automotive parts. Companies like that allow us to benefit from larger manufacturing facilities nearby and expand the local supplier base.
The broader principle is to put the right people in the right positions. We have brought new team members into economic development and airport management, and that is helping the county pursue opportunities more effectively.
How are you addressing affordable housing while managing residential growth?
We work with our cities. The city of Dallas is revamping areas and adding affordable housing within its limits. Across the county, growth takes different forms. The northern area near Cobb County has more higher-end housing and access to industry. The southern area has more residential land, farmland, and acreage, while the eastern side also has substantial residential development.
We recently met with local builders to discuss how we could support them and respond to current conditions. We are also closely managing large-scale corporate and rental-home development. Different parts of the county have different characteristics, so the goal is to direct growth responsibly rather than applying one approach everywhere.
How do you preserve Paulding County’s quality of life and family-oriented character?
Paulding County has long been considered a bedroom community where people can enjoy a quieter way of life while remaining close to Atlanta. We want to preserve that character. My first goal in office was to increase economic growth while keeping Paulding County family-oriented. I want it to be the best place to do business and the best place to live. Economic expansion should not come at the cost of the community people chose. My second goal was to keep the community safe. We invest significant money, time, and effort in fire and police services, and we have excellent personnel doing that work.
What additional industries or investments would you like to grow?
Tourism is a significant opportunity because of both our location and our existing assets. Paulding County has state parks and locations with substantial history. We want to develop those places for visitors interested in the region’s past. The Silver Comet Trail, which follows a former railroad corridor, already attracts people from many places. The county also has important aviation and military history. We are identifying how those stories and recreational assets can bring additional visitors to Paulding County.
What is your outlook for Paulding County over the next five years?
I think people are going to continue to want to come to Paulding County because it’s one of the best places to live. Our location is an advantage, the people are great, and industry is positioned to grow. The interest we are already seeing shows that businesses and residents recognize those strengths. That growth must be organized and handled properly, and we have a team capable of doing that.
People are already coming to the county in large numbers, which reflects its appeal. The headline I would like to see is Paulding County: best place to live and do business. We want to build on that appeal through organized growth and the work of our team.
Want more? Read the Focus: Atlanta report.
