FDI Alliance International Magazine. Winter 2026 Digital Interactive Issue.

ALLIANCEWINTER INTERACTIVE ISSUE 2026 INTERNATIONALFDIBRIDGING THE GAP BETWEEN ECONOMIC DEVELOPMENT AND SITE SELECTIONEXCLUSIVE INTERVIEW WITHKELLY VIOLETTE - TOMBALL ECONOMIC DEVELOPMENT CORPORATIONTHIS ISSUE IS SPONSORED BY GADSDEN-ETOWAH COUNTY INDUSTRIAL DEVELOPMENT AUTHORITYTHEKEYTOSUCCESSINECONOMICDEVELOPMENTPARTNERSHIPSINFRASTRUCTURE WORKFORCE EDUCATION CONNECTIVITY

CHOOSEWHARTONTEXASFASTPERMITTING AVAILABLEPROPERTIESFRONTINGINTERSTATE69 QUALIFIEDWORKFORCECOMMUNITYAIRPORT LOCAL JUNIORCOLLEGESTARTING LOCATING EXPANDING?2. FDI ALLIANCE INTERNATIONAL

BIG Project?We’ve got aBIG Site958 Contiguous AcresZoned I-2 Heavy IndustrialAccess KY’s Best TalentLexington, Louisville & KY Crossroads RegionThird-Party VerifiedSite Selectors Guild REDI SITECustom Rail Capabilities1.5 Miles of Norfolk Southern FrontageHarrodsburg 2025500+ jobs announced at Earth Breeze,Apple-Corning, & eFusionXHigh-Voltage Infrastructure OnsiteImmediate Access to US127, BG Parkway 10 MilesFast Connection AvailableGreyson Evans, CEcD, [email protected] -Mercer County -KentuckyExplore Drone Footage, Maps, and Planning Documents OnlineThinkBIGGER

10. GADSDEN-ETOWAH COUNTYThe Collaborative Rise of Etowah County12. TOMBALL TEXASFDI Alliance International CEO, Speaks With Kelly Violette14. RONNIE L. BRYANTPartnerships: The Key to Success in Economic Development?16. NATIONAL RURAL ECONOMIC DEVELOPERS ASSOCIATIONNational Rural Connected: Positioning Rural America for Investment and Growth18. INCENTIThe Work Behind the Wins20. DECLAN BARRYEngine of long-term Economic Development Partnerships22. BRUCE TAKEFMANFrom Competition to Collaboration: How Regional Partnerships Win FDI Projects26. WENDY DUPLEYPartnerships as the Engine of Economic Development: Partnerships as the Engine of Economic Development28. ALIA ABBASThe Evolution of the Sister City32. DR. JAGAT SHAHIndia’s Economic Transformation: From Growth Story to Global Pillar of the South Asian Future38. SEAN L. WARDPartnerships as the Operating System42. JACK DYERWhy True Authority Requires Partnership, Not Service46. PATTY WOODEcosystems Win48. KAMAL I. LATHAMPartnership Produces $71 Million in Agfoodtech Investments In Newberry, Fla50. RUTH A. BUCHANANFlorida’s Partnerships are founded on Rock Solid Relationships54. ROB O'BRIANCollaboration is Key in Building Effective Workforce Development Systems56. BOB SAGERTwo Strategies That Will Increase Your Sales58. TRACI WILSON ANDERSONGlobal Partnerships for Economic Growth62. KENTUCKY CABINET FOR ECONOMIC DEVELOPMENTNew Year, Same Historic Momentum for Kentucky’s High-Powered Economy64. RGL REGIONAL AUTHORITY & ROCKCASTLE COUNTY INDUSTRIAL DEVELOPMENT AUTHORITYPartnership in Practice: How Regional Collaboration is powering the Rockcastle Megasite66. BRAD THOMASReaching for the Stars68. KENTUCKY CAPITAL DEVELOPMENT CORPORATIONA New Kentucky Home in Frankfort for Biotech70. HARRODSBURG - MERCER COUNTY INDUSTRIAL DEVELOPMENT AUTHORITYHistorically Big: Explosive Growth and a Megasite in Kentucky’s Most Historic Community74. CUMING COUNTY ECONOMIC DEVELOPMENTCuming County, Nebraska a Connected, Skilled, and Business Friendly Destination78. YORK COUNTY DEVELOPMENT CORPORATIONWhy York County, Nebraska: Infrastructure That Connects. A Community That Performs.80. RICHARD C.D. FLEMINGWith “725,000 sf of digital muscle” - Why the ST. Louis Globe Building is the Ultimate Urban Carrier Hotel82. EDWIN B COHENPartnerships: FDI-LED-RELO86. ERIE COUNTY REDEVELOPMENT AUTHORITYErie County Makes Things Happen88. FDI LIVEThe Alignment Advantage: Partnership as the Operating System of Modern FDI90. BETHANY QUINNThe Digital Bridge: Connecting Talent, Training, and Opportunity through Technology94. MYRTLE BEACHA Community Built For Business: How Partnerships Drive Success in Horry County, South Carolina96. JAN WILLEM GILLEGlobal Capital, Local Silos: Why FDI Keeps Falling Short100. WHARTON ECONOMIC DEVELOPMENT CORPORATIONGrow With Wharton: A Partnership for Your Success102. TODD KUCKKAHNPartnerships Start on The Inside106. KATIE MILTON JORDANThe Partnership No One Saw ComingDAVIDHOOKSTINA MENGINEKELLY VIOLETTECOURTLAND HOLMANJEFFREY VANHOOKKRISTINA SLATTERYTONY BOONEPENNY PEAVLERSANDY DAVISGREYSON EVANSCARTER HENDRICKS LISA HURLEYDAVID BRANCHCONTENTSFDI ALLIANCE INTERNATIONAL FEBRUARY ISSUE 2026

ERIEPENNSYLVANIAWhere opportunity, innovation and connectivity meetErie County Redevelopment Authority1314 Griswold Plaza,100 Suite, Erie, PA 16501ecrda.net | [email protected] | (814) 480-0337CERTIFIEDSITESHIGH QUALITYOF LIFELOW COSTOF LIVINGSTRONGWORKFORCEIN AC$TIV1E INV.E2STMENBTS PIOLWELRINIGOERIE’SNGROWTHWhere Your Business Will ThriveIDEAL LOCATION

MESSAGE FROM OUR CEOFounder \/ Executive PublisherCourtney MargetsonAs the publisher of FDI Alliance International Magazine, I'm extremely proud to share the Winter 2026 issue to the world. I’m honoured to present this issue of the magazine to youFirstly, I would like to recognize and thank our issue sponsor; Gadsden-Etowah Industrial Development Authority led by David Hooks. It has been an absolute pleasure working with you and Malone Johnson on this special issue focusing on Partnerships- The key to success in Economic Development.In this issue we spoke to our longest standing partner of over 10 years, Kelly Violette, Executive Director of Tomball Economic Development Corporation. I would also like to thank Tiffani Wooten for facilitating this international partnership for the last decade.As we approach Q2 of 2026, FDI Alliance International has now partnered with over 265 foreign direct investment communities from across the globe since 2011.FDI Alliance International has successfully built a large world-wide audience including business owners, site selectors, investors, corporate decision makers, and C-level executives. Our magazine is now reaching over 825,000 corporate executives digitally per issue.We have continued to effectively utilize the LinkedIn platform to distribute our magazine digitally focusing on branding, engagement, and lead generation.FDI Alliance International is now the leading digital magazine in this industry sector. Our outreach on LinkedIn and via our international partners including paid targeted advertising is over 2.5 million corporate executives per year. I would like to take a moment to welcome a new partner Incenti, led by Adam Perschke & Danny Chavez. They have a phenomenal Economic Development operating system for the AI era.I would also like to mention Penny Peavler Executive Director of Develop Frankfort. Thank you for choosing to partner with us. We are looking forward to a long-term relationship with you.I would also like to thank and recognize our expert contributors who continue to add priceless value to our platform.In addition, I would like to recognize and thank our creative and production team led by Matthew Emmanuel. Matthew has been an instrumental part of our growth and development over the last decade.I would also like recognise Jacqueline PrietoGreen our Director of Research & Development who has done a fantastic job assisting with key content narrative for this issue.I hope you enjoy this issue focusing on Partnerships - The key to success in Economic Development.FDI Alliance International will continue to serve the foreign direct investment industry and showcase the most lucrative investment locations in the world.Please look out for the FDI Awards launching in 2027.Exciting times aheadAs we grow, you grow...Courtney MargetsonCEO \/ Executive PublisherWE WOULD ALSO LIKE TO THANKLEADERSHIP TEAMMatthew EmmanuelProduction DirectorJacqueline PrietoResearch Development DirectorIan SmithBusiness Development DirectorMichelle GuentherCheif Editor & AdministrationMark Wickersham Huntington County Economic Development Corporation Tina MengineErie CountyRedevelopment Authority Tiffani Wooten Tomball Economic Development Corporation South Western Kentucky Economic Development CouncilCarter Hendricks Kentucky Capital Development Corporation Kristina SlatteryGadsden-Etowah Industrial Development AuthorityDavid HooksMyrtle Beach Regional Economic Development CorporationSandy DavisWharton Economic Development CorporationCourtland Holman Vern MayCity of Wetaskiwin Alberta, CanadaRGL Regional Industrial Development AuthorityJeff VanHook Decatur Economic Development CorporationKevin HolzbogSierra Vista ArizonaTony Boone Kentucky's Touchstones Energy CooperativesBrad ThomasYork County Development CorporationLisa HurleyDavid BranchCuming County Economic DevelopmentHarrodsburg - Mercer County Industrial Development AuthorityGreyson EvansFDI ALLIANCE INTERNATIONAL

DISCOVER WHAT'S NEXT IN7. FDI ALLIANCE INTERNATIONAL

FDIALLIANCEI N T E R N A T I O N A LREACHING OVER8Decisio2n Mak5ersKCorporate ExecutivesSite Selectors & InvestorsAcross the LinkedIn NetworkBehind Investment DecisionsIntelligence NetworkEXPERTCONTRIBUTORSThe GlobalUsing Organic and Paid MediaVia the Meta-Software

CONTRIBUTORS PAGE9. FDI ALLIANCE INTERNATIONAL

The Collaborative Rise of Etowah CountyECONOMIC GROWTH AS A TEAM SPORT“The Gadsden Etowah Industrial Development Authority (IDA) operates under the principle that economic growth is a team sport,\" says David Hooks, Executive Director of the Gadsden-Etowah Industrial Development Authority. “By combining the resources of municipal, county, state, and educational leaders, we create a unified front for site selection and job creation.”To be on the same team, you must understand the strengths of your partners. Etowah County, while being the smallest county by land area in Alabama, is a densely populated region in the northeast quadrant of the state, defined by its vibrant Appalachian landscape and the picturesque Coosa River. Gadsden, the historic county seat and largest city, features a lively, charming downtown and iconic natural landmarks such as Noccalula Falls. To the south, Rainbow City has emerged as a major center for residential and commercial growth, leveraging its prime location to become one of the fastest-growing municipalities in the county. On the west side of Etowah County, Attalla, known as the \"Gateway to Northeast Alabama\", is steeped in history as an early railroad town and the site of the state's first hydroelectric dam built for municipal use which led to the creation of Alabama Power. Together with other communities like Southside, Hokes Bluff, and Glencoe, these municipalities form a collaborative network along with the Etowah County Commission to grow Etowah County into a prime location for economic development in the Southeast and the United States.The power of this partnership can be shown best in the development of shovel-ready sites such as the Northeast Alabama Regional (NEAR) Megasite and other sites in Etowah County. The NEAR Megasite, owned solely by the Etowah County Commission, encompasses 1,250 acres designed to meet the rigorous needs of modern manufacturing. Through shared initiative, these partners have ensured that vital infrastructure is already in place, including a 100-acre shovel-ready, fully graded pad, a power substation, an elevated water tank, and direct access to the Norfolk Southern main rail line and Interstate 59. Similarly, the 25-acre Airport Industrial Park, an Alabama AdvantageSite, represents a localized collaboration with the City of Gadsden and its municipal airport to provide a streamlined location for suppliers and logistics operations. The Rainbow City Commerce Park has just had its first project locate, bringing another steel fabrication operation to the region. Attalla Industrial Park is another premier site that includes a spur onto the Norfolk Southern main line, which was recently upgraded to make logistics a strength for any company needing rail service.The success of these sites depends on dedicated utility partners to provide the necessary power, water, sewer, fiber, and rail services. The NEAR Megasite has amazing infrastructure already in place. Alabama Power has constructed a substation within the site to provide unparalleled reliability for electrical needs. A 500,000-gallon elevated water storage tank is serviced by the Utilities Board of Rainbow City, which is ready to upgrade its production to meet the needs of a large industrial producer. Both Boaz Gas and Spire Energy have gas lines running to the site, providing natural gas from multiple directions. Furthermore, the site’s logistical superiority is anchored by Norfolk Southern. As part of the A-USA 10. FDI ALLIANCE INTERNATIONAL

Corridor, the NEAR Megasite has direct rail access to the port of Mobile for connection to the broader international supply chain. Finally, Alabama Fiber Network provides a node that connects the site with a lightningfast telecommunications network necessary for cutting-edge smart factories. Quality infrastructure is no easy feat, and it is only realized through great relationships with utility partners and collaboration at every level.The development of the NEAR Megasite in Etowah County is a prime example of how state-level incentives and private partnerships accelerate industrial readiness. The Alabama Department of Commerce, Economic Development Association of Alabama and the Economic Development Partnership of Alabama (EDPA) have been central to this progress, providing the strategic framework and certification needed to market the site to global investors. A critical component of this success has been the Growing Alabama Fund, which utilized an $8.7 million investment from Norfolk Southern to finance massive site improvements. These funds facilitated the creation of a 100-acre shovel-ready, fully graded pad, the relocation of natural gas lines, and the construction of a 500,000-gallon elevated water storage tank. Building on this momentum, the site recently secured nearly $8 million in SEEDS (Site Evaluation and Economic Development Strategy) grant funding to finalize critical water and sewer infrastructure, ensuring the site is fully equipped to support a major employer to the region. These state programs have had a critical role in the NEAR Megasite’s ability to be competitive when attracting projects.For any project to come to fruition, there must be a skilled workforce to support it. To achieve this, the Gadsden Etowah IDA aligns with educational and state organizations to build a robust workforce. A cornerstone of this effort is the partnership with Gadsden State Community College, which recently unveiled its 50,000-square-foot Advanced Manufacturing Center (AMC). This state-ofthe-art facility provides immersive training in mechatronics, additive manufacturing, and precision machining, specifically tailored to high-demand careers. This local effort is bolstered by statewide groups like Alabama Industrial Development Training (AIDT) and the Alabama Training Network (ATN), which provide the engineering services and assessment tools necessary to maintain a thriving workforce that serves as the backbone of industry in the region.With all the exciting developments that Etowah County has seen in recent years, it is evident that this success is due to the partnerships forged through a shared vision for the region. All partners see a future for Etowah County as a beacon of economic growth and a destination for companies seeking a strategic location with an inviting business climate. The many industrial sites with robust infrastructure in Etowah County are the result of dedicated people who are collectively committed to generational change.DAVID HOOKSEXECUTIVE DIRECTORGadsden-Etowah County Industrial Development AuthorityM99 East ChestnutGadsden, AL 35903N256-543-9423EDavidHooks@gadsdenida.orgdwww.gadsdenida.org11. FDI ALLIANCE INTERNATIONAL

FDI Alliance InternationalCEO speaks withExecutive Director,Tomball Economic Development CorporationKELLY VIOLETTEKelly, Tomball has become a modern destination with small-town charm for business and commerce. Where is the Tomball Economic Development Corporation located, and what are the top thriving industry sectors in the city? The Tomball Economic Development Corporation is located in the heart of Tomball, just northwest of Houston in one of the region’s fastest-growing corridors. Tomball offers a modern business environment while still preserving the small-town charm and quality of life that make it unique.Our strongest and most thriving industry sectors include advanced manufacturing, healthcare, logistics and distribution, retail and hospitality, and professional services. Tomball’s strategic position near major highways and the broader Houston market makes it an ideal location for both established employers and expanding companies seeking long-term opportunity.Infrastructure is a critical factor for investors. How has Tomball EDC invested in transportation, utilities, and broadband to support current and future business growth?Infrastructure is a critical factor for investors, and Tomball has made it a top priority. The City of Tomball and the Tomball Economic Development Corporation are actively investing in major infrastructure projects to support both current business needs and long-term growth.These investments include roadway expansions and transportation improvements, utility enhancement projects, and significant upgrades to drainage infrastructure to ensure resilience and capacity as the community continues to expand. Together, these efforts strengthen Tomball’s foundation for development and provide businesses with the reliable connectivity and services needed to operate and grow successfully.How does infrastructure, workforce, and a pro-business environment work together to make Tomball an investment-ready location? Tomball’s investment readiness comes from the way infrastructure, workforce, and a probusiness environment work together as an integrated strategy.Strong transportation and utilities create the physical foundation for growth, while workforce partnerships ensure employers have access to skilled talent. At the same time, Tomball’s business-friendly leadership and collaborative culture reduce friction for investors, making the city a place where projects move forward quickly and successfully.Kelly, can you briefly outline what initiatives or policies make Tomball EDC particularly attractive to businesses and investors looking for a supportive and growth-oriented environment? Tomball EDC is particularly attractive because of our responsive approach and commitment to supporting business success at every stage.In an increasingly competitive investment landscape, communities that align strong infrastructure, workforce readiness, and a pro-business environment are the ones that attract lasting growth. Tomball, Texas, has emerged as a city that understands this principle, balancing rapid population growth with strategic planning to create an environment where businesses thrive. In this exclusive interview Kelly Violette of the Tomball Economic Development Corporation shares how Tomball leverages infrastructure, workforce partnerships, and a business-friendly approach to position itself as a compelling destination for site selectors, international investors, and companies seeking long-term growth. Tomball, TexasStrategic Growth and Investment OpportunitiesTOMBALL AT A GLANCE12. FDI ALLIANCE INTERNATIONAL

We offer competitive incentive programs, a streamlined development process, and strong relationships with city leadership and regional partners. In addition, our workforce readiness initiatives have become a key advantage for employers. Programs such as our Summer Youth Employment Program have been extremely attractive to businesses, helping them connect with emerging talent while strengthening the local workforce pipeline.A strong focus on Downtown Tomball—the heart of our community—also sets us apart. By investing in downtown revitalization and actively supporting entrepreneurs and small businesses, we create an environment where local companies can grow while maintaining the unique character that makes Tomball an appealing place to do business and invest.Our policies emphasize long-term, sustainable growth, ensuring that businesses of all sizes find a collaborative, supportive, and growth-oriented environment in Tomball.How does Tomball EDC collaborate with private sector partners to streamline business development, reduce barriers, and accelerate project implementation? Collaboration is central to how we operate. Tomball EDC works closely with private developers, commercial brokers, business owners, and corporate partners to streamline business development and accelerate project implementation.By reducing barriers, supporting site readiness, and maintaining open communication, we help businesses move from planning to execution efficiently. This public-private partnership model ensures that investment projects receive the attention and coordination needed for long-term success.6. Workforce readiness is often a key factor for investors. How does Tomball EDC partner with educational institutions and training programs to ensure a skilled talent pipeline?Workforce readiness is one of the most important factors for today’s businesses, and Tomball is well positioned with access to a highly skilled regional labor pool. Tomball EDC partners with educational institutions, local school districts, community colleges, and workforce training organizations to support career pathways aligned with industry needs. In addition, initiatives such as our Summer Youth Employment Program play an important role in building early workforce connections by giving young talent meaningful experience while helping local businesses meet employment needs.Together, these partnerships and programs ensure that employers in Tomball have access to a strong, reliable talent pipeline both now and in the future. Can you share examples of successful programs or partnerships that have strengthened workforce development in the region? Tomball and the surrounding region have benefited from several impactful workforce development programs that strengthen the talent pipeline for local employers.One strong example is the P-TECH program, which creates a direct connection between education and industry by allowing students to gain both academic credentials and real-world workforce experience in high-demand fields. This program helps prepare students for future careers while ensuring businesses have access to skilled, job-ready talent.In addition, Tomball EDC’s Summer Youth Employment Program has been extremely successful in supporting workforce readiness at the local level. SYEP provides students with meaningful employment opportunities while helping businesses connect with emerging talent, meet seasonal staffing needs, and invest in the next generation of workers.Together, these programs reflect Tomball’s commitment to building a strong workforce ecosystem that supports long-term economic growth and business success. Tomball has experienced significant population growth in recent years. How has this demographic shift influenced economic development and investment opportunities in the city? Tomball has experienced significant population growth in recent years, and this demographic momentum has expanded opportunities across nearly every industry sector. More residents mean increased consumer demand, a growing workforce, and greater interest from retail, housing, healthcare, and commercial developers. This growth has positioned Tomball as an emerging hub for investment within the Greater Houston region.What strategies does Tomball EDC use to balance population growth with sustainable community and business development?Tomball EDC takes a strategic and intentional approach to managing growth. Our efforts are closely aligned with the City of Tomball’s Comprehensive Plan, ensuring that economic development supports the community’s long-term vision for land use, infrastructure, and quality of life.In addition, the Tomball EDC Strategic Plan guides our priorities and decision-making, ensuring that business recruitment, expansion, and investment efforts directly reflect the goals of the City. By coordinating closely with city leadership and planning initiatives, we are able to balance population growth with sustainable community and business development that benefits both residents and employers.Kelly, looking ahead, what trends in population growth, business development, or workforce innovation do you see shaping Tomball’s economic future? Looking forward, Tomball’s future will be shaped by continued population growth, expanding commercial development, and innovation in workforce training.We anticipate increased demand in healthcare, technology-enabled industries, logistics, and advanced manufacturing. At the same time, workforce innovation and regional partnerships will remain essential to ensuring Tomball continues to compete globally for investment and talent.Tomball is positioned not only for growth today, but for long-term economic resilience and opportunity in the decades ahead.KELLY VIOLETTE CECD, PCED, AICPM 29201 Quinn Road, Suite BTomball, TX 77375N (281) 401-4086 | (281) 351-7223E [email protected] tomballtxedc.orgExecutive DirectorTomball Economic Development Corporation13. FDI ALLIANCE INTERNATIONAL

THE KEY TO SUCCESS IN ECONOMIC DEVELOPMENT?PARTNERSHIPSPartnerships have been the constant driver of every meaningful success in my economic development career. Over decades leading organizations in multiple regions, I have learned that communities do not win because of one exceptional leader, a single project, or a clever incentive package. They win when public, private, and institutional partners align around a shared vision and are willing to coordinate investments, messaging, and goals to make that vision real. Infrastructure, a pro-business environment, and workforce development are often discussed as separate pillars. In practice, the regions that thrive are those that treat these as interconnected partnership platforms rather than individual checklists.◼ Building connectivity, not just infrastructureOftentimes in regional economic development organizations, there is an environment where local jurisdictions compete fiercely for projects, even when those projects clearly have regional implications. Counties will often have their own narrative, their own marketing strategy, and their own priorities. What is lacking is a cohesive, regional story grounded in connectivity, e.g. how transportation assets, utilities, talent, and quality of life came together as a unified value proposition.A key mindset I’ve used and continue to promote is one involving a collaborative and holistic approach to economic development in the local, national, and global marketplaces. You must be ready to answer the question: “What is the strategic advantage of your region over others?” Listing individual assets and strengths is not enough. Site selectors and corporate executives want to understand how those assets worked together.In many successful regions, economic development organizations work with airport leadership, state and local transportation officials, utility companies, and private sector logistics and manufacturing executives in joint strategy sessions. Instead of centering the conversation on individual projects, these discussions focus on systems: how goods move through the region, where bottlenecks occur, and how infrastructure investments in one county affect growth opportunities in another. Through this kind of collaboration, regions have been able to reposition themselves as integrated “supply chain hubs” rather than collections of communities that simply happen to have a strong airport nearby.The impact goes well beyond branding. When partners begin to see themselves as part of a shared logistics ecosystem, they are more likely to coordinate infrastructure advocacy and investment priorities. Roadway improvements, once viewed as purely local projects, can be reframed as critical components of an export corridor, and utility investments evaluated not only on near-term load but on their potential to unlock industrial sites across multiple jurisdictions. Over time, this collaborative mindset helps regions compete more effectively for distribution centers and manufacturing facilities that require multilayered connectivity. The core insight is that infrastructure becomes a true competitive advantage only when partners are willing to plan, invest, and market it as a cohesive regional system rather than a set of siloed local assets.A similar lesson applies to technology and data infrastructure. As digital connectivity has become central to business location decisions, leading regions have learned to understand and communicate broadband capacity, data center assets, and cybersecurity resources with the same rigor they apply to roads and runways. Doing so typically requires deliberate partnerships among telecom providers, universities, and private sector technology leaders. By engaging these partners early and consistently, communities put themselves in a stronger position to answer complex questions about redundancy, resilience, and longterm capacity - questions that, if left vague or fragmented, can easily undermine otherwise competitive locations.◼ A pro-business environment as a team sportToo often, communities equate a pro-business environment with a favorable tax structure or flexible regulatory systems. Those factors matter, but in my experience, what truly distinguishes a pro-business region is the behavior of its leaders when the cameras are off. Do elected officials 14. FDI ALLIANCE INTERNATIONAL

and business leaders trust one another enough to solve problems? Do local governments and regional organizations coordinate their responses to opportunities, as well as to crises? Do they resist the temptation to turn every project into a political trophy?In several regions where I served, one of the most valuable things we built was not a program but a culture of collaboration among mayors, county commissioners, corporate executives, and economic development professionals. That culture was built deliberately. We convened regular off-the-record gatherings where leaders could discuss challenges without fear of public posturing. We included business executives on our boards and committees in meaningful roles, not symbolic ones. We prepared jointly for legislative sessions so that our messages to state leaders were aligned and consistent.In many competitive expansion and retention projects, company executives evaluate more than incentive offers; they pay close attention to how community leaders behave when challenges arise. They look for evidence that policy issues, permitting questions, or community concerns can be addressed constructively rather than through public confrontation. When local governments, regional organizations, and employers work through those issues collaboratively, it sends a powerful signal that the region is a reliable long-term partner, not just a place offering a single attractive deal.The broader insight for economic developers is that you cannot “announce” a pro-business environment into existence. It must be demonstrated repeatedly through how leaders handle conflict, share credit, and support one another across jurisdictions and sectors. Economic development organizations play a crucial role here as conveners and translators, helping public and private partners understand one another’s constraints and opportunities.◼ Workforce and education as joint venturesIf infrastructure and the business climate open the door, the workforce is often the make-or-break factor in whether a project walks through it. For the most sophisticated investors, labor availability, skills alignment, and talent pipelines are now the decisive factors. No single institution can deliver that alone. Economic development agencies, K–12 systems, community colleges, universities, and employers must operate as a joint venture.In many regions that prioritize advanced manufacturing and logistics, leaders often find that their paper advantages—technical colleges, engineering programs, and an existing industrial base—are not enough to satisfy employers’ real-world talent needs. Employers frequently report struggling to find workers with the right skills and relevant experience. In response, effective communities focus on building structured partnerships among employers, educational institutions, and workforce agencies. Employers move beyond advisory roles to share detailed job requirements, offer internships and apprenticeships, and open their facilities to educators. Educational institutions, in turn, adjust curricula and expand hands-on learning, while K–12 systems elevate awareness of broad career opportunities through classroom engagement and work-based learning. When this type of collaboration is sustained and well-managed, regions are better positioned to improve program relevance, strengthen job placement, and enhance the long-term perception of careers in manufacturing and logistics, without relying on incentives alone.The key insight is that workforce development cannot be treated as an afterthought once a project is in play. It must be integrated into the region’s long-term economic strategy. That means inviting educators to the table from the beginning, sharing labor market data openly, and creating feedback loops where employers can continuously inform and refine training programs. Economic developers, in turn, must be fluent in both the language of business and the language of education, bridging expectations and timelines that are often very different.◼ Leadership lessons for the next generationOver the arc of my career, one lesson has remained constant: sustainable economic development is ultimately the art of building and sustaining partnerships. The tools will evolve—today’s focus on digital infrastructure, inclusive growth, and innovation ecosystems looks very different from the industrial recruitment models of earlier decades. But the fundamentals endure.For the next generation of economic development professionals and business leaders, I offer three insights shaped by experience:◼ Treat infrastructure as an ecosystem. Do not sell an airport, port, or technology park in isolation. Show how assets connect, how partners collaborate to strengthen them, and how they will adapt as industries change.◼ Build a culture, not just incentives. A pro-business environment is evident in how leaders behave under pressure, share credit, and resolve disagreements. Invest time in relationships before you need them. Build leaders by providing professional development and communication training.◼ Make a strong workforce a shared mission. Engage employers, educators, and workforce agencies as equal partners in designing talent pipelines. Align strategies with targeted industries and measure outcomes over years, not months.In the end, economic development is less about chasing the next announcement and more about building the kind of partnerships that make prosperity durable and sustainable. Projects will come and go, leaders will change, and economic cycles will rise and fall. Regions that understand partnership as their core competency - across infrastructure, business climate, and workforce- will be the ones that not only win investments but also turn them into lasting opportunities for their communities.RONNIE L. BRYANT, CEcD, HLM, FMFOUNDER & LEAD CONSULTANTRONNIE L. BRYANT, LLCN +17043403302E [email protected] www.rlbryantllc.com15. FDI ALLIANCE INTERNATIONAL

NATIONAL RURAL CONNECTEDPOSITIONING RURALAMERICAFOR INVESTMENTAND GROWTHAs we look toward a new year of opportunity and investment in rural America, the National Rural Economic Developers Association (NREDA) remains steadfast in its commitment to advancing rural economic development through education, connectivity, and strategic collaboration. In an era defined by evolving infrastructure demands, workforce challenges, and competitive site selection decisions, rural communities are positioning themselves to meet these realities with intention and readiness.Rural America’s value proposition continues to strengthen. Increasingly, businesses are locating or expanding in rural regions—not only for cost efficiencies, but for access to infrastructure, workforce partnerships, utility collaboration, and community-driven problem solving. Sectors such as advanced manufacturing, logistics, value-added agriculture, and distributed operations are finding opportunities in rural markets where preparedness, responsiveness, and partnership matter.For rural economic developers—and for the investors, site selectors, utilities, and partners who work alongside them—success hinges on alignment across the very themes highlighted in this February issue of FDI Alliance International: Infrastructure & Connectivity, Pro-Business Environment, Workforce & Education, and Population Growth & Market. NREDA exists to help rural communities be ready for those conversations.◼ Education and Training: Building Rural ReadinessAt the heart of NREDA’s mission is equipping rural economic development professionals with practical tools and timely insight. In 2026, NREDA anticipates offering approximately 12 educational webinars focused on the issues most impacting rural competitiveness. Topics include broadband and infrastructure strategy, workforce housing, leadership development, utility partnerships, and economic resilience.These webinars are intentionally designed to be practical, relevant, and grounded in real rural experience. They support both seasoned practitioners and emerging leaders as they navigate increasingly complex development environments. For rural communities seeking to strengthen their pro-business climate, continuous learning is not optional, it is foundational.◼ Convening for Impact: Annual and Regional ConferencesNREDA’s in-person convenings remain a cornerstone of professional growth and collaboration. The 2026 NREDA Annual Conference, taking place November 3–6 in Salt Lake City, Utah, will once again bring together economic developers, utilities, cooperatives, 16. FDI ALLIANCE INTERNATIONAL

state agencies, consultants, site selectors, and private-sector partners from across the country.The Annual Conference creates space for candid dialogue around infrastructure readiness, best and innovative practices, workforce alignment, utility trends and coordination, and investment attraction. Attendees leave with actionable strategies, expanded networks, and a deeper understanding of how rural regions can compete—and collaborate—in today’s market.Complementing the Annual Conference, NREDA’s 2026 Regional Conference, scheduled for June 16–17 in Marysville, Ohio, will focus on Making Regional Impact through Rural Routes. This hands-on workshop emphasizes regional collaboration, helping rural communities connect assets, align partners, and position themselves collectively for growth.◼ Connecting the Dots: Utilities, Economic Developers, and Shared StrategyOne of NREDA’s unique strengths is its ability to foster meaningful connections between economic developers and utilities—a relationship that is foundational to rural success. In many rural communities, utilities are not only service providers, but strategic partners in site readiness, infrastructure planning, workforce initiatives, and long-term growth.Through education, conferences, and peer exchange, NREDA creates space for these partnerships to strengthen. Economic developers and utility leaders collaborate on aligning infrastructure investment with market demand, improving response time for prospects, and ensuring rural communities are operationally prepared to support expansion and investment.◼ Expanding the Conversation: The National Rural Connected PodcastIn February, NREDA will further expand its education and connectivity efforts with the launch of the National Rural Connected Podcast. This new platform is designed to bring rural practices and resources together creating a national platform to showcase what is working in rural economic development and why.The podcast will feature conversations with rural economic developers, utility leaders, policymakers, and private-sector partners, highlighting real-world projects, innovative partnerships, and practical solutions tied directly to infrastructure, workforce, and growth. For site selectors, investors, and partners, the podcast will offer insight into how rural communities are preparing for opportunity. For practitioners, it will serve as another tool for learning, visibility, and shared problem-solving.The National Rural Connected Podcast reinforces NREDA’s role as a convener—connecting people, ideas, and experience across geographies to elevate the rural story and strengthen market readiness.◼ Annual D.C. Fly-In and Rural AdvocacyAdvocacy remains a core function of NREDA’s work. Each year, NREDA Board members and the Rural Issues Committee participate in the organization’s Washington, D.C. Fly-In, meeting directly with partners, federal agencies and policymakers to elevate rural priorities. Where this used to be an every-other-year event, NREDA has decided we need to be in Washington D.C. every spring, and 2026 will allow us to build on conversations from 2025. . This work is supported by NREDA’s Rural Issues Paper, which is currently in development. The paper outlines key policy considerations related to infrastructure investment, workforce development, connectivity, and rural competitiveness. NREDA welcomes member input as this document is shaped, reinforcing the importance of broad rural representation in national policy discussions.◼ Rural Markets and Business ExpansionTrendsNational trends increasingly point to rural regions playing a larger role in business location and expansion strategies. Improvements in connectivity, supply chain realignment, and a focus on operational efficiency have brought rural communities into sharper focus for site selectors and corporate leaders.Rural markets offer advantages when infrastructure, utilities, workforce pipelines, and leadership are aligned. NREDA helps communities prepare for those opportunities by strengthening capacity, improving coordination, and ensuring rural regions can clearly articulate their readiness to engage with investment partners.◼ Thank You to FDI AllianceNREDA extends sincere appreciation to FDI Alliance for its partnership and sponsorship. The newly announced partnership for 2026 between FDI Alliance and the National Rural Economic Developers Association reflects a shared commitment to advancing education, networking, and investment readiness across rural America. This collaboration strengthens connections between rural practitioners and global market leaders, amplifying opportunities for both.◼ An Invitation to Be at the TableAs rural communities continue to navigate growth and change, engagement matters. NREDA invites economic developers, utilities, investors, site selectors, and partners to connect, through educational programming, conferences, advocacy efforts, collaboration, and reaching out to get connected with someone who can help you.We believe rural America is Rural Proud and National Rural Connected, and that rural voices belong at every table where economic decisions are made. Join us as we continue building strong, competitive, and connected rural communities.SYDNEY SPEARSM 400 West Wilson Bridge Road, Ste 120, Worthington, OH 43085N 614-228-4702E [email protected] www.nreda.orgExecutive DirectorNational Rural Economic Developers Association17. FDI ALLIANCE INTERNATIONAL

TheWorkBehind theWinsHow Partnerships Drive Economic DevelopmentEconomic development is often described in terms of wins: projects landed, jobs announced, capital invested. But behind nearly every win is something less visible: a partnership that started with a conversation, grew through trust, and changed the trajectory of a place, a project, or a career.Partnerships are not a nice-to-have in this industry; they are essential. They shape how we solve problems, build credibility, and move from individual effort to collective impact. Careers are built through them. Companies are started because of them. And organizations succeed when they are done well.This has been a consistent theme throughout my own path in the industry, not because partnerships were part of a formal plan or I knew who those partners would be, but because they were often the only way forward when challenges were complex, resources were constrained, and expectations were high. Over time, it becomes clear that partnerships are less about formal agreements and more about alignment across people, organizations, and shared ambition.From Transactions to TrustEarly in my career, I learned that economic development is rarely advanced by individual effort alone. Even the most capable professionals encounter limits when working in isolation. Projects stall. Initiatives get bogged down. Data lives in silos. And well-intentioned strategies struggle under the weight of process and politics.Partnerships change that equation.When trust exists between public and private stakeholders, between organizations and consultants, and between practitioners and technologists, work accelerates. Decisions improve. Risk is shared. And the conversation shifts from “who owns this?” to “how do we solve this together?”That mindset, collaboration over control, is what ultimately led to the creation of Incenti and the Economic Development Operating System (EDOS) software.Building IncentiMany of the operational challenges facing economic development organizations today are not rooted in effort, but in infrastructure. Incenti emerged from years of conversations with economic developers, site selectors, and partners encountering the same friction points: fragmented processes, manual data entry, and outdated workflows.Those conversations revealed a consistent reality: capable teams were constrained by technology and information-gathering processes that had not evolved with the pace of modern economic development. Incenti was built to resolve that gap by automating workflows, saving time and resources, and enabling teams to focus on higher-value strategic work.Rather than solving these challenges in isolation, Incenti was built alongside partners who live this work every day. That collaborative DNA defines the platform, supporting partnerships already happening on the ground.Partnerships That Shape CareersPartnerships do not just build companies. They shape how people grow inside this profession.Many meaningful career moves in economic development do not begin with a job opening. They begin with shared work, mutual respect, and the trust that forms when people are solving real problems together. That was the case with our newest team member, Antoine Long.Antoine and I first connected as economic developers in the Dallas–Fort Worth region, working through the same challenges: how organizations evaluate opportunities, tell their story with data, and move projects forward with clarity. Our early conversations focused on the work itself and how outcomes improved when the right people were aligned.As Antoine puts it, “The most impactful work I’ve been part of didn’t happen because one organization had all the answers. It happened when people with different perspectives trusted each other enough to build something together.”18. FDI ALLIANCE INTERNATIONAL

That shared problem-solving became a formal partnership. Antoine joined Incenti as a Senior Sales Consultant not through a traditional recruiting process, but because the relationship already worked. His experience has strengthened our ability to communicate value, understand client needs, and bridge the gap between technology and practice.His story reflects a broader truth in economic development: careers are rarely linear. They are built through proximity, shared work, and mutual respect. Partnerships create optionality, and optionality creates growth.When Partnerships Multiply ImpactSome partnerships extend beyond individual projects and become force multipliers.Our relationship with Strategic Location Advisors (SLA) is one of those. From the beginning, the partnership was grounded in a shared belief that data, when paired with experience, leads to better decisions. SLA brings deep expertise in site selection and strategic advisory services, while Incenti provides the digital infrastructure to make that expertise more scalable and transparent.As Bryan Farlow, Vice President of Site Selection at SLA, explains, “Partnerships work when everyone understands their role and respects the value others bring to the table. When that happens, you’re not just advising clients, you’re helping them make confident, informed decisions.”Working together, we have explored how technology can enhance the advisory role by reducing administrative friction and allowing advisors to focus on strategic work. Joint research and shared insights allow teams to operate more efficiently without compromising expertise.Winning Projects Through AlignmentProjects are often won long before announcements are made. They are won when partners are aligned, information flows freely, and trust exists across stakeholders. In today’s environment, defined by workforce constraints, infrastructure demands, and rapid technological change, no single organization has all the answers. Organizations that succeed integrate consultants, technology providers, workforce partners, utilities, and state agencies into a coherent ecosystem.Partnerships make that ecosystem possible. They allow teams to respond faster, reduce risk, improve transparency, and maintain continuity across long project timelines. When partnerships function well, complexity becomes manageable and confidence increases on all sides of the table.At Incenti, our role is to support that alignment. By centralizing data, simplifying workflows, and improving collaboration, technology becomes the connective tissue, not the headline.Thought Leadership Is a Team SportThought leadership rarely emerges in isolation. It is sharpened through dialogue, tested through collaboration, and strengthened by shared experience.That has been our experience collaborating with partners across the industry and contributing to platforms like FDI Alliance International. These relationships expand reach and relevance, ensuring ideas remain practical, informed, and grounded in real-world work.Playing the Long GameFor professionals entering economic development, my advice is simple but not always easy: invest in relationships before you need them. Partnerships take time. They require consistency, curiosity, and generosity. Over time, they become career accelerators, opening doors, creating opportunities, and providing support through moments of change.For organizations, the lesson is similar. The most resilient strategies are collaborative. The most scalable solutions are co-created. And the strongest brands are built alongside trusted partners.Looking AheadAs economic development continues to evolve, the importance of partnerships will only increase. Complexity favors collaboration. Speed favors alignment. And long-term impact favors trust.At Incenti, we see ourselves as part of a broader ecosystem committed to helping organizations succeed. Our story is inseparable from the partners who helped shape it and from the belief that better outcomes are achieved together.Partnerships are not just the key to success in economic development. They are the career advantage, the organizational advantage, and the team advantage, quietly powering progress, one relationship at a time.Danny Chavez, Founder & COO of Incenti, is a seasoned economic development practitioner with 12+ years of experience.Incenti is the Economic Development Operating System, built to unify tools, standardize processes, and transform how economic development teams operate.Co-founder & COO at IncentiDANNY CHAVEZd www.incenti.coE [email protected] are less about formal agreements and more about alignment across people, organizations, and shared ambition\"19. FDI ALLIANCE INTERNATIONAL

ENGINE OF LONG-TERM ECONOMIC DEVELOPMENTPARTNERSHIPSEconomic development is often judged by visible outputs. Jobs created, businesses attracted, capital invested. These measures are important, but they are ultimately symptoms rather than causes. The deeper question for any place is whether it has built an economic system capable of sustaining opportunity, resilience, and prosperity over time. Increasingly, the answer lies not in individual interventions, but in the quality of partnerships that underpin the whole ecosystem.For readers of FDI Intelligence, inward investment will always remain part of the conversation. Yet the most successful locations are those that understand FDI as one component of a much broader economic development engine. When that engine is well-designed and wellmaintained, investment flows naturally. When it is not, even the most aggressive attraction strategies struggle to deliver lasting value.◼ Understanding what a place is truly world-class atEvery strong economic development strategy begins with clarity. Not aspirational clarity, but a grounded, evidence-based understanding of what a place genuinely does well. Too many regions stretch their narratives to cover every emerging sector or fashionable theme. The result is confusion, weakened credibility, and fragmented policy.Places that perform well over the long term are more disciplined. They invest time in understanding the intersection between skills, heritage, infrastructure, institutional capability, and culture. From this, a smaller number of authentic strengths emerge. These strengths form the foundation of a credible economic story.Storytelling in this context is not marketing. It is a strategic tool. It aligns universities with employers, helps entrepreneurs see viable futures locally, guides public investment, and gives external partners confidence that a place understands itself. Without this shared narrative, economic development becomes reactive and transactional.A region that is genuinely strong in advanced engineering, for example, should be able to show how its education system feeds that strength, how SMEs participate in supply chains, how research translates into commercial activity, and how policy supports long-term capability building. The same principle applies whether the focus is life sciences, digital industries, agri-food, or clean technologies.◼ Moving from isolation to complementarityEconomic development has historically been framed as a competitive exercise. Cities compete with cities. Regions compete with regions. While some competition is inevitable, this mindset increasingly limits progress. Modern economies are deeply interconnected. Value is created across borders, institutions, and sectors. No single place can excel at every stage of innovation, production, and growth. Recognising this reality opens the door to a more mature model based on complementarity rather than isolation.When regions clearly understand their strengths, they can identify where partnership adds value. One place may specialise in research and earlystage innovation, another in scale-up and manufacturing, and another in market access or logistics. Linked together, they create pathways for businesses to grow without being forced to relocate prematurely or fragment their operations.This approach requires trust. It also requires economic development organisations to see themselves as system builders rather than deal brokers. The objective shifts from winning individual projects to strengthening the flow of activity across an interconnected network of places.20. FDI ALLIANCE INTERNATIONAL

Examples from jurisdictions such as Pennsylvania, USA and Neuchâtel, Switzerland demonstrate how this plays out in practice. Both focus heavily on understanding and reinforcing their core capabilities, while actively building international relationships that complement rather than dilute those strengths. The result is economic development that is more resilient, more selective, and more aligned with community priorities.◼ The economic engine analogyA useful way to conceptualise this system is as an engine. Economic development does not happen through a single component. It depends on how multiple elements interact over time.Skills and education provide the power. Without a workforce that can adapt and progress, growth stalls quickly. Entrepreneurs and small businesses provide momentum. They test ideas, create diversity, and anchor economic activity locally. Exporters extend their reach beyond the local market, bringing external revenue into the system. Funders and venture capital provide fuel, enabling risk-taking and scaling. The government sets the framework, through policy, infrastructure, and regulation, that determines whether the engine runs smoothly or struggles under friction.What makes this engine work in practice is not simply the presence of these components, but the quality of the relationships between them. Strong, positive relationships act as the oil that keeps the system running efficiently. They reduce duplication, enable faster problem solving, and build confidence across the ecosystem.Where relationships are weak, economic development becomes fragmented. Education drifts away from employer needs. Entrepreneurs struggle to access capital. Policy reacts rather than anticipates. Where relationships are strong, alignment emerges naturally. Decisions improve. Trust compounds.◼ Why relationships now matter more than structuresMany places have invested heavily in economic development structures. Agencies, strategies, frameworks, and programmes are all important. Yet structure alone is no longer enough. The pace of economic change has accelerated, and rigid systems struggle to adapt.Skills shortages, technological change, demographic shifts, and global uncertainty all demand closer collaboration across traditional boundaries. Universities must work more closely with industry. Local firms must be better connected to global markets. Investors must engage earlier with ecosystems rather than waiting for fully formed opportunities. Government must act as a convenor as much as a regulator.In this context, relationships become the primary asset. They allow systems to flex without breaking. They enable informal coordination to complement the formal process. They create continuity when political or institutional leadership changes.International relationships play a similar role. When regions trust each other, they can share learning, align programmes, and support business growth in ways that benefit all parties. This is economic development as a positive-sum activity rather than a zero-sum contest.◼ Community development and wealth buildingA partnership-led approach also changes how economic success is distributed. When growth is integrated into the local ecosystem, benefits extend beyond headline investment announcements. Local businesses gain access to new markets and supply chains. Workers see clearer progression pathways. Skills investment aligns with real opportunity.This is how economic development contributes to community wealth building. It is slower than chasing short-term wins, but far more durable. Over time, capital circulates locally. Entrepreneurial capacity deepens. Confidence grows.Importantly, this model strengthens social licence. Communities are more likely to support growth when they can see how it connects to local opportunity rather than displacing it. Strong relationships between institutions, businesses, and communities are essential in maintaining this balance.◼ A long-term disciplinePartnership-based economic development requires patience. Trust cannot be rushed. Alignment takes time. This can sit uneasily with political cycles and short-term performance pressures. Yet the evidence consistently shows that places willing to invest for the long term outperform those that focus narrowly on immediate returns.This does not mean abandoning measurement. It means measuring what truly matters. Depth of collaboration. Repeat engagement. Talent retention. Reinvestment. Reputation. Ultimately, strong economic development is not about chasing outcomes in isolation. It is about building an engine that can keep running through change. Understanding what you are genuinely world-class at. Connecting with complementary partners. Investing in relationships that reduce friction and increase flow.When those elements are in place, inward investment becomes a natural consequence rather than a desperate pursuit. More importantly, prosperity is built with communities, not just delivered to them.DECLAN BARRYN +44 (0) 7545 394694E [email protected] d www.exportexplore.comCEO | MSc, BSc, IoD, CIM, MCIExM ExportExplore Limited, L3VEL, 12-16 Castle Lane, Belfast, BT1 5DA 21. FDI ALLIANCE INTERNATIONAL

HOW REGIONAL PARTNERSHIPS WIN FDI PROJECTSFROM COMPETITION TO COLLABORATIONFor decades, economic development strategies were shaped by competition. Municipalities worked independently to attract investment, highlighting their individual assets, offering incentives, and positioning themselves against neighbouring jurisdictions pursuing similar opportunities. While this approach delivered results in the past, it is increasingly misaligned with how global investors evaluate locations today.In an environment defined by complex supply chains, talent mobility, infrastructure demands, and long-term risk considerations, investors are no longer searching for individual municipalities in isolation. They are searching for regions. This shift has fundamentally changed how places position themselves for foreign direct investment. Increasingly, success depends not on standing alone, but on standing together.Rather than viewing neighbouring jurisdictions as rivals, regions are recognizing the strategic advantage of collaboration. By aligning assets, strategies, and messaging, regional partnerships are redefining competitiveness and reshaping how investment attraction is practiced.Why Smaller Communities Need to Think RegionallySmaller communities face a familiar challenge in economic development. Individually, they may offer competitive land costs, strong local workforces, or sector-specific strengths, but rarely do they possess the full range of assets required to support large-scale investment. Limitations in infrastructure capacity, market access, or international visibility can quickly narrow the scope of opportunities they are able to pursue on their own.At the same time, global investors are prioritizing scale, resilience, and flexibility. They want confidence that a location can support growth over time, absorb supply chain disruptions, and provide access to complementary assets beyond a single site. This expectation places smaller municipalities at a disadvantage when operating independently, regardless of how well-positioned they may be locally.Regional thinking offers a way forward. By aligning with neighbouring communities, smaller jurisdictions can collectively present the scale and diversity that investors seek while retaining their unique local identities. A regional approach allows communities to shift the narrative from what one municipality lacks to what a region, as a whole, can deliver. The Regional Partnership ModelAt its core, regional partnership is about replacing fragmentation with coordination. Rather than competing for attention, municipalities align around shared economic development objectives and work collaboratively to promote the region as a single investment destination.This model requires a shift in mindset. Success must no longer be measured solely by whether an investment lands within municipal boundaries, but by whether it strengthens the regional economy. Regional economic development organizations often play a central role in this process, acting as the voice of collaboration that helps municipalities align strategy, messaging, and outreach.Effective regional partnerships typically focus on a few foundational elements. First, they establish a unified value proposition that clearly communicates how the region’s assets work together to maximize productivity. Second, they coordinate investment promotion efforts to avoid duplication and confusion, presenting investors with a clear and consistent narrative. Finally, they streamline investor engagement by offering a single point of contact that can navigate sites, services, and stakeholders across multiple jurisdictions22. FDI ALLIANCE INTERNATIONAL

Bruce Takefman, Founder & CEO of ResearchFDI is an award-winning, serial entrepreneur and philanthropist.A marketing firm specializing in investment attraction services for economic developers has helped secure over $5 billion USD in new capital investment.President & Founder & at ResearchFDIBRUCE TAKEFMANE [email protected] www.researchfdi.comRegional collaboration does not eliminate local priorities. Instead, it provides a framework within which local strengths can be positioned more effectively.Building Regional Strength Through Shared AssetsInfrastructure, workforce, and market access are central considerations in investment decision-making, and all three are inherently regional in nature. Transportation networks, logistics systems, and digital connectivity rarely align with municipal boundaries. A regional approach allows these shared systems to be positioned as strategic advantages rather than administrative challenges.By collaborating on infrastructure planning and promotion, regions can present connectivity and capacity as collective strengths. This reinforces long-term planning efforts and supports investment readiness across jurisdictions.Workforce considerations follow a similar pattern. Labour markets function regionally, with workers commuting across boundaries for employment, education, and training. Regional collaboration enables municipalities to align workforce strategies, engage educational institutions, and present investors with access to deeper and more adaptable talent pools. This alignment is particularly important in sectors where specialized skills and long-term workforce development are critical.Market access also benefits from a regional perspective. By connecting suppliers, customers, and complementary industries across jurisdictions, regions can present more complete and resilient economic ecosystems. This interconnectedness supports investment decisions focused on growth, adaptability, and continuity.Regional Collaboration in PracticeThrough our work with economic development organizations around the world, ResearchFDI has seen firsthand how regional partnerships strengthen investment attraction and long-term competitiveness. These collaborations succeed by aligning municipalities, institutions, and industry within a shared regional framework that creates clearer value propositions and more compelling investment stories.The Ontario Food Cluster, for instance, demonstrates how sector-based collaboration can unify municipalities, producers, processors, and institutions around a shared economic identity. By focusing on the agrifood sector as a regional strength, the cluster approach highlights the full value chain from primary production to processing and distribution rather than isolated facilities or sites. A similar dynamic is evident in northeastern South Carolina, where the North Eastern Strategic Alliance (NESA) has helped shift economic development from a county-by-county effort to a shared regional strategy. By bringing nine counties together under a single framework, the NESA enables partners to think beyond jurisdictional boundaries and position the region as a connected economic area rather than a collection of individual locations. This collaborative approach allows the region to engage investors with a clearer, more cohesive story about opportunity, capacity, and long-term growth.Together, these examples reflect a common principle: regional collaboration amplifies local strengths by positioning them within a broader, more connected economic ecosystem. When assets are aligned at the regional level, communities are better equipped to tell credible, competitive investment stories that resonate with today’s global investors.Why Investors Respond to Collaborative RegionsFrom an investor perspective, regional collaboration reduces complexity. A unified regional approach simplifies site selection by clarifying how assets, infrastructure, and opportunities are connected. This clarity reduces friction and accelerates decision-making.Collaborative regions also offer flexibility. When assets are distributed across a region, investors gain options to scale operations, diversify locations, or adapt to changing needs over time. This flexibility supports resilience and long-term planning, both of which are increasingly important considerations.Perhaps most importantly, regional partnerships demonstrate alignment and trust among public-sector stakeholders. For investors evaluating long-term commitments, this alignment signals stability and an ability to work collectively in support of growth. It reinforces confidence that challenges will be addressed collaboratively rather than competitively.Competing Regionally in a Global EconomyAs the global investment landscape continues to evolve, regions are increasingly competing as integrated systems rather than individual jurisdictions. Collaboration enables municipalities to align strengths, reduce fragmentation, and present more compelling investment propositions.Regional partnerships are not simply a response to capacity constraints. They reflect a broader shift in how economic development is practiced and how investment decisions are made. By working together, regions are better positioned to attract, support, and retain investment over the long term.23. FDI ALLIANCE INTERNATIONAL

CANADASTATE OFPRIME MINISTER MARK CARNEYAs one of the world’s most stable and resourcerich economies, Canada continues to distinguish itself as a premier destination for international investment. With strong democratic institutions, sound fiscal governance, and a highly skilled workforce, Canada offers investors both predictability and long-term opportunity in an increasingly complex global marketplace. Strategically positioned between the Atlantic and Pacific Oceans and sharing the world’s longest undefended border with the United States, Canada provides unparalleled access to North American and global markets. Through comprehensive trade agreements, including the United States, Mexico, Canada Agreement (USMCA), the Comprehensive Economic and Trade Agreement (CETA) with the European Union, and participation in the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP), Canada serves as a gateway to more than 1.5 billion consumers worldwide. Canada’s economic strength is anchored in diversification. The country is a global leader in natural resources, energy production, mining, forestry, and agriculture, while simultaneously advancing high-growth sectors such as clean technology, artificial intelligence, aerospace, advanced manufacturing, and life sciences. This balanced economic structure provides resilience against global volatility and positions Canada as both a supplier of essential resources and a hub of innovation. Energy remains a defining pillar of Canada’s economic landscape. As one of the largest producers of oil and natural gas, and a growing force in hydroelectric, wind, and solar power generation, Canada plays a central role in global energy security. At the same time, the country has made significant commitments to sustainability and emissions reduction, fostering investment in carbon capture, hydrogen development, and renewable infrastructure. This dual focus on traditional energy leadership and clean innovation enhances Canada’s competitiveness in a rapidly evolving global energy market.Urban innovation corridors in Toronto, Montreal, Vancouver, Calgary, and Ottawa continue to attract global firms and venture capital investment. These metropolitan hubs are recognized for advancements in artificial intelligence research, fintech, biotechnology, aerospace engineering, and digital media. Strong collaboration between universities, research institutions, and private enterprise ensures a continuous pipeline of talent and intellectual capital.Canada’s workforce is among the most educated in the world, supported by world class universities, technical institutes, and progressive immigration policies that attract global talent. This openness to skilled immigration strengthens Canada’s labor market and supports companies seeking multilingual, globally connected professionals.Infrastructure investment also underpins Canada’s growth strategy. Modern ports, rail networks, airports, and digital infrastructure facilitate efficient trade and commerce across provinces and international borders. Public-private partnerships continue to expand transportation, broadband, and energy systems to meet future demand.Beyond economic fundamentals, Canada offers investors political stability, transparent regulatory frameworks, and a strong rule of law factors that are increasingly critical in long-term investment decisions. The country’s commitment to diversity, sustainability, and inclusive growth further enhances its global reputation as a responsible and forward thinking partner. Canada’s provinces and territories highlight their unique opportunities and competitive advantages. Collectively, they showcase a nation that harmonizes resource strength with technological innovation, and global trade connectivity with domestic stability reinforcing Canada’s position as a trusted partner for sustainable international investment. 24. FDI ALLIANCE INTERNATIONAL

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PARTNERSHIPS AS THE ENGINE OFECONOMIC DEVELOPMENTA CANADIAN PERSPECTIVEEconomic development has never been a solo endeavour. In today’s environment—defined by global competition, rapid technological change, workforce disruption, and the imperative for inclusive and sustainable growth—economic development is unequivocally a team sport. Jurisdictions that succeed are those that mobilize partnerships across governments, academia, industry, and community actors, aligning diverse mandates into a shared economic agenda. From a Canadian perspective, partnership-driven economic development is not just best practice; it is a necessity shaped by geography, governance, and economic structure.Canada’s economic development landscape is inherently complex. A vast country with dispersed populations, regionally distinct economies, and a federal system that distributes authority across three orders of government, Canada requires collaboration by design. No single organization, municipality, or ministry has the tools, capital, or jurisdictional reach to deliver economic transformation on its own. Success depends on coordinated action across federal, provincial, and municipal governments, alongside post-secondary institutions, Indigenous governments, the private sector, and civil society.◼ Economic Development as a Team SportAt its core, economic development is about creating the conditions for investment, innovation, and talent to flourish. That requires a mix of policy levers, infrastructure, skills development, financing, land use planning, and market access—none of which sit neatly within one institution. Economic developers increasingly act as conveners and translators, aligning players with different incentives and timelines toward common outcomes.This “team sport” reality is evident in how modern economic development strategies are delivered. Investment attraction depends on municipal readiness, provincial competitiveness frameworks, and federal trade and immigration policies. Sector development requires collaboration between industry leaders, research institutions, workforce agencies, and regulators. Entrepreneurship ecosystems rely on a dense network of accelerators, investors, universities, mentors, and anchor firms. When any one of these players operates in isolation, momentum stalls.Canadian economic developers have become adept at this integrative role. In many communities, economic development organizations function less as standalone delivery agents and more as ecosystem managers—coordinating partners, aligning funding programs, and ensuring that local priorities are reflected in regional, provincial, and national initiatives.◼ Working Across Three Orders of GovernmentCanada’s three-tiered system of government is often characterized as a challenge for economic development, but when aligned effectively, it becomes a strategic advantage. Each order of government brings distinct tools to the table.Municipal governments are closest to the ground. They control land use planning, local infrastructure, business permitting, and placebased investment readiness. Municipal economic development teams understand local assets and constraints and maintain direct relationships with employers and entrepreneurs.26. FDI ALLIANCE INTERNATIONAL

Provincial and territorial governments shape the competitive environment through education and training systems, natural resource management, regional economic strategies, and sector-focused investment programs. They play a critical role in scaling local successes and addressing regional disparities.The federal government brings macroeconomic policy, trade and investment promotion, research funding, immigration pathways, and large-scale infrastructure investment. Federal programs often provide the catalytic capital that enables regional initiatives to move from concept to execution.The most effective economic development outcomes occur when these roles are intentionally aligned. Across Canada, successful initiatives—from advanced manufacturing clusters to agri-food innovation hubs and clean technology corridors—are underpinned by formal and informal intergovernmental partnerships. Shared tables, joint funding agreements, and coordinated policy signals reduce duplication and provide clarity to investors and institutions.◼ Academia as an Anchor PartnerPost-secondary institutions are central players in modern economic development ecosystems. Universities, colleges, and polytechnics are not only talent pipelines; they are engines of research, commercialization, and place-making. In Canada, where many communities are anchored by a major institution, the alignment between academia and economic development is increasingly strategic.Effective partnerships move beyond transactional relationships to long-term collaboration. Applied research aligned with industry needs, co-op and work-integrated learning programs, and joint innovation infrastructure—such as research parks and incubators—create direct economic impact. Colleges and polytechnics, in particular, play a critical role in workforce responsiveness, ensuring that local labour markets can adapt to technological change.Importantly, academic institutions also provide neutral convening power. They can bridge public and private interests, host multi-stakeholder initiatives, and attract global partnerships that elevate regional ecosystems onto the international stage.◼ The Private Sector as Co-Creator, Not Just ClientEconomic development has traditionally viewed the private sector as a target audience—companies to be attracted, retained, or expanded. Increasingly, leading jurisdictions treat businesses as co-creators of economic strategy. Industry partners bring market intelligence, capital, and execution capacity that governments and institutions cannot replicate.In Canada, sector councils, industry-led working groups, and cluster organizations have become critical vehicles for partnership. These platforms enable firms—large and small—to collaborate on shared challenges such as talent shortages, supply chain resilience, and export readiness. Public-sector partners, in turn, can tailor programs and policies that respond to real market conditions.This collaborative approach is especially important in emerging sectors such as clean technology, food innovation, and digital industries, where regulatory frameworks, research investment, and commercialization pathways must evolve in tandem with industry growth.◼ Navigating Complex Stakeholder EcosystemsModern economic development operates within increasingly complex stakeholder ecosystems. Indigenous governments, non-profits, social enterprises, utilities, investors, and community organizations all play roles in shaping inclusive and sustainable economies. In Canada, reconciliation and economic inclusion have rightly become central considerations, requiring new partnership models grounded in respect, shared decision-making, and long-term relationship building.Managing this complexity requires strong governance, clear roles, and a shared vision. Successful partnerships are not accidental; they are designed. They rely on trust, transparency, and consistent communication. Economic developers must invest as much in relationship infrastructure as in physical infrastructure.◼ Partnership as Competitive AdvantageIn a global economy where capital and talent are mobile, partnership capacity is a competitive advantage. Investors and firms are increasingly drawn to jurisdictions where governments speak with one voice, institutions collaborate, and ecosystems are coherent rather than fragmented. Canada’s strength lies not in scale alone, but in its ability to align diverse players around shared outcomes.The future of economic development will belong to those who can convene, connect, and collaborate. It is no longer enough to have a strong strategy or a compelling value proposition. Success depends on who is at the table, how well they work together, and how effectively they translate collective ambition into action.From a Canadian perspective, partnerships are not simply a means to an end—they are the operating system of economic development. In a world of complexity and constraint, teamwork is not optional. It is the path to resilience, competitiveness, and shared prosperity.WENDY DUPLEYN 902.774.3997E [email protected] www.wedu-consulting.caFounder and Principal consultant WeDu Consulting27. FDI ALLIANCE INTERNATIONAL

THE EVOLUTION OF THE SISTER CITYFrom Ceremonial Ribbon-Cutting to Strategic Global Partnerships For decades, the “Sister City” concept has been a cornerstone of municipal diplomacy a wellintentioned world of gift exchanges, youth choir tours, and commemorative plaques. These relationships did not emerge by accident. Sister Cities International was created in 1956 by U.S. President Dwight D. Eisenhower to foster international peace and prosperity through citizen diplomacy. In the aftermath of World War II, the program was designed to build personal, cultural, and economic connections between U.S. cities and foreign communities to prevent future conflict and reduce post-war geopolitical tensions. At its core, the sister city movement was about people and not power. By encouraging direct relationships between citizens, it sought to humanize international relations and reduce the likelihood of future wars. That founding mission remains deeply relevant today. However, the global context that shaped sister cities in 1956 no longer exists. In 2026, cities operate in an environment defined by fragmented supply chains, climate volatility, cyber risk, geopolitical instability, and increasing demands on local governments to contribute to national security and resilience. Municipalities are now frontline actors in economic security, infrastructure protection, emergency preparedness, and workforce readiness. In this reality, the traditional ceremonial model of sister cities is no longer sufficient. To remain relevant, the sister city concept must evolve into an outcomesdriven platform, one capable of supporting not only foreign direct investment (FDI), workforce development, and inclusive growth, but also defense preparedness, civil security, and urban resilience for countries facing heightened risk. 1. Redefining the Purpose: From Symbolic to StrategicThe central weakness of many sister city programs today is stagnation. Agreements are often signed during high-profile mayoral visits, celebrated with media fanfare, and then quietly archived within an international relations office rarely revisited, measured, or activated. A modernized model requires a fundamental reframing. Sister cities must be repositioned as Strategic Global Partnerships (SGPs). The guiding question shifts from “How do we express goodwill?” to “What shared economic or societal challenge are we solving together?” By aligning partnerships with defined strategic priorities such as trade and investment attraction, workforce mobility, climate adaptation, or innovation commercialization cities can convert symbolic relationships 28. FDI ALLIANCE INTERNATIONAL

into targeted tools for economic growth and resilience. This approach transforms a vague diplomatic handshake into a results-oriented collaboration. 2. From City-to-City to Ecosystem-to-Ecosystem Traditional sister city agreements rely on a narrow bridge: one municipal government connecting to another. These relationships are fragile and highly dependent on political leadership. When administrations change, momentum often disappears. The next generation of sister city partnerships must operate at the ecosystem level. Rather than linking city halls alone, partnerships should connect universities, industry clusters, chambers of commerce, research institutions, workforce organizations, and startup ecosystems. This ecosystem-to-ecosystem approach institutionalizes the relationship. It embeds value within the community rather than the mayor’s office, allowing partnerships to survive political cycles. When a biotech cluster in Boston meaningfully collaborates with a peer cluster in Copenhagen through joint research, talent exchange, and commercialization pathways the relationship becomes self-sustaining and economically productive. 3. Introducing Thematic Sister City LanesBroad, generalist Memorandums of Understanding are the enemies of progress. Modern partnerships require focus. This lane-based approach ensures the right actors are at the table. Cities should adopt Thematic Sister City Lanes that reflect their economic strengths and strategic priorities. Examples include: Thematic Lane Focus Area Innovation & Technology Joint R&D, startup soft-landing programs, IP commercialization Resilience & Climate Flood mitigation, disaster recovery protocols, infrastructure adaptation Talent & Workforce Credential recognition, student mobility, applied skills training Supply Chain & Trade SME trade corridors, logistics cooperation, sourcing diversification 29. FDI ALLIANCE INTERNATIONAL

4. Living Agreements with KPIsA modern sister city partnership should be managed with the discipline of a business agreement. Each relationship should include: ◼ Three-Year Action Plans with defined milestones ◼ Annual Work Programs outlining specific joint initiatives ◼ Key Performance Indicators (KPIs) such as joint ventures formed, trade volume generated, students exchanged, or co-published research outputs Partnerships that consistently fail to meet agreed-upon KPIs should be placed on inactive status or formally concluded. This performance-based approach ensures public resources are allocated to relationships that generate tangible returns on investment. 5. Activating Citizens: The Diaspora AdvantagePerhaps the most underutilized asset in sister city relationships is the local diaspora. Immigrant and diaspora communities possess linguistic fluency, cultural intelligence, and transnational business networks that formal institutions often lack. Revitalized programs should establish Diaspora Economic Councils linked to specific sister city relationships. These councils can serve as trusted intermediaries for trade missions, helping local SMEs navigate regulatory, cultural, and market entry barriers. By empowering immigrant entrepreneurs as trade ambassadors, cities democratize globalization extending its benefits beyond boardrooms and into neighborhoods. 6. From Delegations to Co-Production The era of “photo-op diplomacy” is fading. Large mayoral delegations often generate significant travel costs with limited economic outcomes. The future of sister city engagement lies in coproduction, not observation. Examples include: ◼ Joint export-ready programs preparing SMEs in both cities simultaneously ◼ Shared procurement strategies for green technologies to reduce costs ◼ Innovation testbeds where one city pilots’ technology developed in the other Travel should be purposeful and outcome-driven not ceremonial. 30. FDI ALLIANCE INTERNATIONAL

7. The Digital Sister City: Always-On CollaborationPhysical visits should be the culmination of a partnership, not its foundation. Digital infrastructure enables continuous collaboration. A modern digital architecture may include: ◼ B2B matchmaking platforms connecting firms across cities ◼ Shared data dashboards tracking trade flows, workforce demand, and innovation assets ◼ Monthly virtual working groups aligned to thematic lanes This approach lowers barriers to participation, reduces carbon footprints, and enables SMEs and community organizations to engage globally without costly travel. 8. Integration into Local Economic Strategy Sister city programs cannot remain siloed within international relations departments. To deliver value, they must be embedded within Economic Development Organizations (EDOs). Sister cities should directly support investment attraction, export development, workforce strategies, and innovation agendas. When EDO conducts lead generation or sector targeting, sister city partners should be the first point of entry, providing trusted pathways into foreign markets. 9. Tiered Partnership StatusNot every relationship requires the same level of commitment. A tiered framework allows cities to manage global partnerships strategically: ◼ Exploratory Partner (Friendship City): One-to-three-year(s) pilot focused on a single initiative ◼ Strategic Partner: Active projects with defined KPIs ◼ Anchor Partner: Deep, multi-sector integration with shared resources ◼ Crisis & Resilience Partner: Focused on mutual aid and disaster recovery This portfolio approach balances ambition with realism. Conclusion: The New Urban DiplomacyThe world does not need more symbolic keys to the city. It needs access to global markets, coordinated climate solutions, and inclusive pathways for talent and innovation. By transforming sister cities into strategic, datadriven partnerships, municipalities can turn international relations from cost centers into engines of economic resilience and shared prosperity. In the 21st century, the most successful cities will view their “sisters” not merely as friends but as essential partners in a shared global future. ALIA ABBAS, MA, BREP E [email protected] l https:\/\/www.linkedin.com\/in\/04saa21\/ d www.ascendcardinaltrade.com Chief Executive OficerAscend Cardinal Trade 31. FDI ALLIANCE INTERNATIONAL

FROM GROWTH STORY TO GLOBAL PILLAR OF THE SOUTH ASIAN FUTUREINDIA’S ECONOMIC TRANSFORMATIONIn less than a decade, India has transitioned from being viewed as a “high-potential emerging economy” to a central pillar of global economic growth. Crossing the threshold to become the world’s fourthlargest economy is not merely a matter of aggregate GDP numbers, it represents a structural transformation in how India produces, trades, innovates, and integrates with the world.This transformation is neither accidental nor cyclical. It is the outcome of deliberate reforms, demographic advantage, institutional recalibration, and an evolving development philosophy that balances growth with inclusion and sustainability. More importantly, India’s rise carries implications far beyond its borders, particularly for South Asia, a region deeply interlinked through trade, labor, supply chains, and shared ecological challenges.◼ From Controlled Economy to Competitive PowerhouseIndia’s economic journey over the past three decades has been one of progressive liberalisation with indigenous adaptation. The early 1990s reforms dismantled license-raj bottlenecks, opened trade, and invited foreign investment. What followed, however, was not blind globalisation but a calibrated approach, protecting domestic capability while encouraging competitiveness.The post-2014 phase accelerated this transformation. Structural reforms in taxation, insolvency, digital infrastructure, logistics, and manufacturing created a foundation for scale and speed. India began shifting from a consumption-led economy to one that increasingly combines production, productivity, and platform-based growth.Becoming the fourth-largest economy thus reflects not just size, but systemic maturity, where growth is supported by institutions rather than episodic stimulus.◼ Key Success Factors Behind India’s Economic Rise1. Demographic Dividend with Digital LeverageIndia’s young population, over 65% under the age of 35, has been transformed from a demographic statistic into an economic asset through digital public infrastructure. Platforms for identity, payments, and service delivery have reduced friction, expanded formalisation, and lowered the cost of participation for businesses and citizens alike.Unlike earlier industrial revolutions driven by capital-heavy models, India’s growth leverages low-cost digital scalability, enabling millions of small enterprises to integrate into the formal economy.2. The Silent Strength of MSMEsMicro, Small and Medium Enterprises (MSMEs) form the backbone of India’s economy, contributing significantly to employment, exports, and regional development. What has changed is their connectivity to markets, finance, technology, and global value chains.Reforms in credit access, compliance simplification, digital onboarding, and export facilitation have allowed MSMEs to evolve from informal 32. FDI ALLIANCE INTERNATIONAL

survival units into growth-oriented enterprises. This decentralised growth model ensures that prosperity is not confined to a few urban centres but spreads across districts and clusters.3. Manufacturing with Strategic IntentIndia’s manufacturing resurgence is no longer about low-cost labor alone. It is increasingly driven by strategic sectors, electronics, renewables, pharmaceuticals, automotive components, defence production, and specialty chemicals.The focus has shifted from import substitution to export-competitive manufacturing, positioning India as a reliable alternative in global supply chains seeking resilience and diversification.4. Infrastructure as an Economic MultiplierMassive investments in highways, ports, railways, logistics parks, power, and digital connectivity have reduced transaction costs and increased economic velocity. Infrastructure is no longer treated as a public expense but as a productivity multiplier that unlocks private investment.◼ Envisioning India’s Economic FutureIndia’s future growth will be shaped less by scale alone and more by quality of growth. Three trends will define the next phase:◼ Green Growth: Renewable energy, green hydrogen, sustainable mobility, and climate-aligned manufacturing will drive both investment and innovation.◼ Knowledge-Driven Exports: Services, design, engineering, R&D, and creative industries will increasingly complement traditional goods exports.◼ Regional Production Networks: India will act as a hub connecting South Asia, Southeast Asia, the Middle East, and Africa through trade, logistics, and technology.The emphasis will move from being the “fastest-growing economy” to being a system-defining economy, one that sets standards, platforms, and norms.◼ India’s Role in Advancing South Asian Economic SustainabilityIndia’s growth has a natural spillover effect on neighbouring economies. Shared geography, cultural ties, and economic complementarities create opportunities for regional value chains rather than isolated national growth stories.Trade and Market AccessIndia’s expanding consumer market offers immediate opportunities for South Asian producers, particularly in agriculture, textiles, light manufacturing, and services. Deeper integration can help neighbouring countries move up the value chain rather than remain raw-material exporters.Knowledge and Skill TransferIndia’s experience in building digital public goods, MSME ecosystems, and affordable innovation can be adapted across South Asia. Shared learning reduces experimentation costs and accelerates regional development.Infrastructure and ConnectivityCross-border logistics, energy grids, and transport corridors can transform South Asia into a connected economic zone, reducing vulnerability to external shocks and enhancing internal resilience.Climate and Sustainability LeadershipClimate change does not recognise borders. India’s leadership in renewables, climate finance frameworks, and sustainable agriculture can help South Asia collectively address environmental risks while pursuing growth.◼ Challenges on the Road AheadDespite its achievements, India’s economic journey faces structural challenges that will define its credibility as a long-term growth engine.◼ Employment Quality: Generating high-productivity jobs at scale remains a pressing concern.◼ Skill Mismatch: Education and training systems must align faster with industry needs.◼ Urban Stress: Rapid urbanisation requires smarter planning to avoid inequality and congestion.◼ Environmental Constraints: Growth must remain within ecological limits to be sustainable.◼ Global Volatility: Geopolitical tensions, protectionism, and financial instability pose external risks.Addressing these challenges requires not only policy agility but institutional depth and social consensus.◼ Conclusion: From National Growth to Regional LeadershipIndia’s ascent to becoming the fourth-largest economy is not an endpoint, it is a responsibility milestone. The true measure of India’s transformation will lie in its ability to convert growth into resilience, scale into sustainability, and national success into regional progress.For South Asia, India’s rise presents a historic opportunity: to move from fragmented development paths to collaborative prosperity. If leveraged wisely, India’s economic transformation can anchor a more stable, inclusive, and sustainable future for the entire region.In an era of uncertainty, India is not just growing, it is redefining the architecture of development.DR. JAGAT SHAHN +91 9825506441E [email protected] d www.globalnetworkindia.comFounder & CMD Global NetworkMInternational Trade Consulting Firm1001 & 1002, Safal Prelude, Prahladnagar corporate road, Ahmedabad 380015 INDIA33. FDI ALLIANCE INTERNATIONAL

ALABAMASTATE OFGOVERNOR KAY IVEYAs one of the world’s most stable and resourcerich economies, Canada continues to distinguish itself as a premier destination for international investment. With strong democratic institutions, sound fiscal governance, and a highly skilled workforce, Canada offers investors both predictability and long-term opportunity in an increasingly complex global marketplace. Strategically positioned between the Atlantic and Pacific Oceans and sharing the world’s longest undefended border with the United States, Canada provides unparalleled access to North American and global markets. Through comprehensive trade agreements, including the United States, Mexico, Canada Agreement (USMCA), the Comprehensive Economic and Trade Agreement (CETA) with the European Union, and participation in the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP), Canada serves as a gateway to more than 1.5 billion consumers worldwide. Canada’s economic strength is anchored in diversification. The country is a global leader in natural resources, energy production, mining, forestry, and agriculture, while simultaneously advancing high-growth sectors such as clean technology, artificial intelligence, aerospace, advanced manufacturing, and life sciences. This balanced economic structure provides resilience against global volatility and positions Canada as both a supplier of essential resources and a hub of innovation. Energy remains a defining pillar of Canada’s economic landscape. As one of the largest producers of oil and natural gas, and a growing force in hydroelectric, wind, and solar power generation, Canada plays a central role in global energy security. At the same time, the country has made significant commitments to sustainability and emissions reduction, fostering investment in carbon capture, hydrogen development, and renewable infrastructure. This dual focus on traditional energy leadership and clean innovation enhances Canada’s competitiveness in a rapidly evolving global energy market. Urban innovation corridors in Toronto, Montreal, Vancouver, Calgary, and Ottawa continue to attract global firms and venture capital investment. These metropolitan hubs are recognized for advancements in artificial intelligence research, fintech, biotechnology, aerospace engineering, and digital media. Strong collaboration between universities, research institutions, and private enterprise ensures a continuous pipeline of talent and intellectual capital.Canada’s workforce is among the most educated in the world, supported by world class universities, technical institutes, and progressive immigration policies that attract global talent. This openness to skilled immigration strengthens Canada’s labor market and supports companies seeking multilingual, globally connected professionals.Infrastructure investment also underpins Canada’s growth strategy. Modern ports, rail networks, airports, and digital infrastructure facilitate efficient trade and commerce across provinces and international borders. Public-private partnerships continue to expand transportation, broadband, and energy systems to meet future demand.Beyond economic fundamentals, Canada offers investors political stability, transparent regulatory frameworks, and a strong rule of law factors that are increasingly critical in long-term investment decisions. The country’s commitment to diversity, sustainability, and inclusive growth further enhances its global reputation as a responsible and forward thinking partner. Canada’s provinces and territories highlight their unique opportunities and competitive advantages. Collectively, they showcase a nation that harmonizes resource strength with technological innovation, and global trade connectivity with domestic stability reinforcing Canada’s position as a trusted partner for sustainable international investment. 34. FDI ALLIANCE INTERNATIONAL

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PARTNERSHIPS AS THE OPERATING SYSTEMUrban and inner-ring suburbs occupy one of the most complex and misunderstood positions in the modern landscape of economic development. Because they are situated between central business districts and outerring growth markets, these communities often possess enviable assets, including proximity to employment centers, established infrastructure, transit access, and historic neighborhoods. But despite their assets, many struggle to convert those advantages into sustained economic growth.The difference between economic stagnation and economic revitalization in places such as these is rarely geography or ambition. It is partnerships.In urban and inner-ring suburbs, partnerships are not an accessory to economic development strategy; they are the operating system that makes growth possible and sustainable.◼ Why Urban and Inner-Ring Suburbs Are Structurally DifferentUnlike downtown cores, urban and inner-ring suburbs typically lack the scale, density, and market momentum that naturally attract capital. Unlike greenfield suburbs, they cannot rely on inexpensive land, rapid population growth, or low infrastructure costs. Instead, they operate in an environment defined by legacy systems: aging infrastructure, fragmented land ownership, constrained municipal finances, and intense competition from neighboring jurisdictions.These conditions fundamentally limit what local governments can accomplish on their own. Traditional tools such as tax incentives, zoning changes, or marketing campaigns are necessary but insufficient on their own because they do little to address execution risk, capacity gaps, or investor confidence.As a result, urban and inner-ring suburbs must compete differently. Their competitive advantage is not independence, but coordination.◼ The Structural Challenges Partnerships Must OvercomeMany inner-ring suburbs operate with limited fiscal capacity and lean administrative staff. They face higher service demands with fewer resources and must manage complex redevelopment challenges such as environmental remediation, obsolete building stock, and tax-delinquent properties. At the same time, investors and developers can often find similar locational benefits just beyond municipal boundaries without the same perceived risk.This imbalance creates a credibility gap. Even when opportunities exist, capital hesitates if local governance appears unstable, land control is uncertain, or execution capacity is weak. Partnerships function as the 38. FDI ALLIANCE INTERNATIONAL

mechanism to close that gap by sharing risk, pooling expertise, and signaling long-term commitment.◼ Redefining “Partnership” in Economic DevelopmentPublic–Private Partnership Stakeholders as a Condition of Sustainable DevelopmentIn high-performing urban suburbs, partnership does not mean occasional collaboration or ceremonial participation. It refers to institutionalized alignment among public agencies, private capital, nonprofit organizations, anchor institutions, and regional entities.Effective partnerships do three things simultaneously:1. Reduce risk for investors and developers2. Expand capacity beyond what a single municipality can provide3. Create credibility through continuity and shared accountabilityFor international investors and site selectors, these partnerships matter because they indicate whether a location can reliably deliver on multiyear commitments. In practice, partnerships often become the true counterparties, with municipalities serving as one participant among many rather than the sole delivery agent.◼ Partnership Models That Drive ResultsWhile no two communities are identical, several partnership models consistently produce results in urban and inner-ring suburbs.Public–Private Development PartnershipsPublic–private partnerships remain central to redevelopment, particularly for mixed-use projects, infrastructure upgrades, and adaptive reuse. The most effective arrangements clearly allocate risk, align timelines, and integrate public investments such as streets, utilities, or transit with private capital. Importantly, successful public-private partnerships (P3s) in inner-ring suburbs are often narrower in scope but deeper in execution, focusing on specific districts or corridors rather than citywide transformation.Anchor Institution PartnershipsUniversities, hospitals, and major employers play an outsized role in suburban revitalization when engaged strategically. Anchor partnerships are most effective when they move beyond philanthropy and into operations such as workforce pipelines, procurement strategies, employerassisted housing, and coordinated land use. For global investors, anchor alignment signals stability and long-term demand.Community and Nonprofit PartnershipsCommunity-based organizations and mission-driven developers are critical intermediaries, particularly in neighborhoods affected by longterm disinvestment. These partners bring trust, local knowledge, and programmatic capacity that municipalities often lack. Their involvement 39. FDI ALLIANCE INTERNATIONAL

reduces friction, mitigates political risk, and helps ensure that growth is durable rather than extractive.Workforce and Education PartnershipsIn an era of talent scarcity, workforce alignment is a competitive differentiator. Partnerships that connect employers, community colleges, training providers, and workforce agencies allow inner-ring suburbs to compete for investment by offering reliable labor pipelines tied directly to industry needs.Regional and Inter-Jurisdictional PartnershipsPerhaps most importantly, successful suburbs rarely operate alone. Regional transit authorities, county governments, and state agencies provide scale, funding access, and coordination that individual municipalities cannot achieve independently. For international firms, regional partnerships often matter more than municipal boundaries.◼ Geography Matters: Focus Before ScaleA defining characteristic of successful inner-ring suburban revitalization is geographic discipline. Rather than attempting citywide renewal, effective partnerships concentrate resources in defined “development districts” like downtowns, transit nodes, innovation corridors, or anchor-adjacent neighborhoods.This focus reduces uncertainty, accelerates visible wins, and shifts market perception. Once confidence is established, investment can expand outward organically. Without focus, even well-funded initiatives struggle to reach critical mass.◼ Governance, Trust, and ExecutionPartnerships fail most often not because of vision, but because of execution. High-performing communities address this risk directly through governance structures that outlast political cycles.Common features include standing steering committees, clearly defined decision rights, shared performance dashboards, and the use of intermediaries to manage projects and compliance. Transparency and predictability are essential. Investors are far more tolerant of slow progress than of surprises.Trust, both among partners and with residents, is not assumed. It is built through consistent delivery and measurable outcomes.◼ Measuring What MattersSustained partnerships are reinforced by shared metrics. Economic outcomes such as jobs created, tax base growth, and private capital 40. FDI ALLIANCE INTERNATIONAL

is a Senior Project Advisor with Goldstone Consulting Group, an international site selection and economic development firm with representatives in the United States, Canada, and Argentina. With a background in technology, customer contact centers, and corporate location strategy, Sean works with communities and companies to align investment, innovation, and workforce opportunities. His work focuses on helping rural and emerging regions leverage technology and global connectivity to strengthen local economies and attract sustainable business growth.N +1-216-559-1889d goldstoneconsultinggroup.com\/ l https:\/\/www.linkedin.com\/in\/seanlward55E [email protected] remain essential. Equally important are indicators tied to workforce participation, housing stability, and infrastructure performance.For investors, these metrics provide confidence that partnerships are producing tangible results rather than symbolic alignment.◼ Partnerships as Long-Term Civic InfrastructureFor urban and inner-ring suburbs, partnerships are not temporary arrangements designed to close individual deals. They are long-term civic infrastructure systems that enable places to compete in a global economy despite structural constraints.The communities that succeed are those that recognize a simple truth, economic development in these environments is not about doing more alone, but about doing the right things together, consistently, and over time.For policymakers, investors, and global site selectors, the message is clear. In urban and inner-ring suburbs, partnerships are not merely a best practice. They are the difference between potential and performance.Sean L. Ward41. FDI ALLIANCE INTERNATIONAL

WHY TRUE AUTHORITY REQUIRESPARTNERSHIP, NOT SERVICE◼ The global economy doesn't run on services. It runs on trust.Whether it’s a Foreign Direct Investment decision worth hundreds of millions, a cross-border merger, or a critical hire for the C-Suite, capital always follows a leader’s credibility. In the past, credibility was established in boardrooms, on golf courses, and through slow, decades-long networks of \"who knows who\".But in 2026, appearing as a trusted leader online is no longer optional. Investors, clients, and partners alike will always Google you before they meet you, as a first step. The introductory handshake now happens digitally, long before two people ever meet face-to-face.And yet, I see a huge chasm of trust in the market today. I see Presidents, Managing Directors, and CEOs, - Leaders who hold the keys to economic development - operating as ghosts online. They’re respected within their four walls, but invisible to the wider world.At Storytold, my team and I call this the Authority Gap. It’s the distance between a Leader's reputation in real life, and public perception of them from what people can easily find online.When I founded Storytold, I had one fundamental goal. To help leaders who are highly respected in-person, but invisible online, to get their story told. Hence the name. But like with all core beliefs, that’s the tip of the iceberg. The real reason people thrive when they get their story told, is because there’s something deeply resonating, and trust-building, that happens inside us when we read the story of a Leader. And sadly, most leaders are living in the Authority Gap. Their reputation online isn’t doing their real story justice.I realised that closing the gap for them isn’t about ‘shinier marketing’ or PR. It’s a structural issue. And the reason so many Leaders fail to get the opportunities they deserve, is that they’re trying to solve a reputation problem with a vendor mindset.They treat their authority like a utility. Something to be outsourced to a vendor, ticked off a list, and paid for by the hour. But you cannot outsource your legacy to someone who is just trying to sell you \"content\".This is why Storytold exists. We are not a service provider. We are an Authority Partner. When everyone is trying to grab your attention, that distinction is the key to economic success in the Age of AI.◼ The Failure of the \"Service\" EconomyIn the traditional agency model, the incentives are misaligned from day one. A service provider sells inputs: hours, posts, videos, words. Their goal is to maximise the volume of work while minimising the time spent doing it. They’re incentivised to say yes to everything you ask for, even if it’s the wrong strategic move, simply to keep the retainer safe. This transactional approach is disastrous for high-level leadership.42. FDI ALLIANCE INTERNATIONAL

When a CEO hires a Content Agency, they get content. They get noise. They get vanity metrics that look good on a monthly report but do nothing for the bottom line or the valuation of the company.I knew early on that \"delivering services\" is a race to the bottom, and when people try to get the cheapest options, the agencies have no choice but to cut quality to make themselves cheaper. The best Leaders know better. They know that investing in their reputation will always pay dividends. I wanted to help infinite thinkers (the Leaders who build generational wealth). To guide, build, and protect the longevity of their most substantial asset: their personal reputation, and how this translates to their Authority online.I had to create a company that becomes your PARTNER.A partner doesn't sell inputs, they sell outcomes. A partner doesn't just do what you tell them, they tell you what you need to hear. A partner prioritises your assets, not their short-term signoff on deliverables.That’s the foundation Storytold was built on. We don't want everyone to say yes to us. We want the right fit. We learned the hard way that working with someone who wants a vendor is a quick route to burnout. But working with a Leader who wants a partner? That’s where economic magic happens.◼ Why Reputation is Economic DevelopmentWhy does this matter for the readers of FDI Alliance? Because business partnerships are the engine of economic development, and today, those partnerships are forged on reputation.Foreign investment is inherently risky. Investors are constantly looking for signals of stability, competence, and vision. An opaque leadership team is a risk factor. A transparent, authoritative leadership team is less of a risk.When a company has a CEO who commands the digital stage, that company attracts partners. And on a macro scale, when a region or a sector has leaders who are vocal, visible, and articulate about their vision, that region attracts capital. By helping our clients build this authority, we are increasing the trust velocity of business. We are smoothing the friction of trust. We are helping them win deals that create jobs, build infrastructure, and drive growth.That is why we refuse to be a service provider. A service provider changes a website. A partner changes a trajectory.◼ An Invitation to PartnerThe era of the silent CEO is over. Silence is no longer viewed as modesty. It is viewed as a liability. But the era of the hustling CEO who wastes hours writing their own posts should also be over. That’s a waste of high-value time.The future belongs to the Leaders who understand leverage. The ones who realise that they need to control their narrative, but they don't need to execute it by hand.They need a partner.At Storytold, we go above and beyond because your reputation’s success is our success. If you don't feel the leverage working in the background, then we haven't done our job.We’re building infrastructure for the world’s most invisible high-performing leaders. We’re turning invisible leaders into influential titans. And we’re doing it by rejecting the transactional service model, and embracing the infinite power of partnership.Your reputation is the most valuable asset. Stop renting it out to vendors. Start building it with a partner.Let’s get your Storytold. https:\/\/cal.com\/storytold\/private JACK DYERCEO OF STORYTOLD™️N +44 7850 400013E [email protected] www.storytold.co.uk43. FDI ALLIANCE INTERNATIONAL

ARIZONASTATE OFGOVERNOR KATIE HOBBSPositioned in the heart of the American Southwest, Arizona continues to distinguish itself as one of the most dynamic and competitive economic environments in the United States. With strategic access to West Coast ports, proximity to the U.S. Mexico border, and connectivity to major North American markets, Arizona offers a powerful gateway for international trade, advanced manufacturing, and cross border commerce. Over the past year, Arizona has achieved record setting economic milestones, reinforcing its reputation as a premier destination for foreign direct investment. The state has seen historic levels of projected job creation and capital investment, reflecting sustained confidence from global corporations, domestic enterprises, and institutional investors. These achievements are underpinned by sound fiscal management, competitive tax structures, streamlined regulatory processes, and a highly collaborative public-private ecosystem that accelerates business expansion. At the forefront of this momentum is Arizona’s rapidly expanding advanced manufacturing and technology sector. Semiconductor production, aerospace and defense, renewable energy, biosciences, and logistics continue to anchor a diversified and resilient economy. Global supply chain realignment and federal investment in domestic manufacturing have further elevated Arizona’s strategic importance, positioning the state as a critical node in North America’s innovation corridor. Equally significant is the breadth of corporate expansions and relocations occurring across Arizona’s cities and counties. In recent months, major industrial, technology, clean energy, and advanced manufacturing firms have announced new facilities, regional headquarters, and production hubs throughout communities such as Phoenix, Mesa, Tempe, Goodyear, and Surprise. These investments are not only creating thousands of high-quality jobs, but also strengthening localized supplier networks, boosting research and development capacity, and enhancing Arizona’s competitiveness in emerging industries. The result is a statewide growth pattern that is both concentrated in key metropolitan areas and distributed across expanding regional corridors. Population growth continues to fuel this upward trajectory. Arizona remains one of the fastest growing states in the nation, attracting a skilled and diverse workforce drawn by economic opportunity, affordability, quality of life, and a thriving entrepreneurial culture. In response, state and local leaders are making strategic investments in infrastructure, transportation connectivity, water sustainability, and digital readiness to support long-term scalability and resilience. Education and workforce development remain central pillars of Arizona’s economic strategy. Partnerships between industry, universities, community colleges, and technical training institutions ensure that employers have access to talent pipelines aligned with high-growth sectors. This coordinated approach enables companies to scale efficiently while fostering inclusive economic participation across urban and rural communities alike. What distinguishes Arizona is not only the scale of its growth, but the clarity of its vision. The state’s leadership has prioritized innovation, sustainability, and global competitiveness cultivating an environment where businesses can launch, expand, and thrive with confidence. 44. FDI ALLIANCE INTERNATIONAL

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ECOSYSTEMS WINWHY PARTNERSHIPS, STRATEGIC ALIGNMENT, AND STORYTELLING DRIVEECONOMIC DEVELOPMENT SUCCESS AND GLOBAL INVESTMENTIn today’s intensely competitive global environment for foreign direct investment, the question is no longer whether regions possess strong assets. Most do. The question global investors are asking is whether those assets are strategically aligned, accessible, and executable at speed. Increasingly, the true differentiator is not a single incentive, site, or institution, but the strength of partnerships, guided by strategy that binds an economic ecosystem together.From infrastructure to workforce, policy to population growth, partnerships have become the operating model of modern economic development worldwide. But partnerships alone are not enough. Investors are not choosing individual assets; they are choosing ecosystems with a clear sense of direction. They want to understand how infrastructure connects to market access, how workforce pipelines align with growth plans, how policy translates into predictability, and whether the ecosystem can perform under real-world pressure.After decades working across state and regional economic development, industry associations, and the private sector, one lesson has remained constant: no meaningful economic outcome happens in isolation. Every successful project, every major investment win, and every sustained growth story I have been part of was driven by partnerships that were strategically aligned and amplified through clear, consistent messaged storytelling.Partnerships Work Only When the Ecosystem is AlignedThroughout my career, I have seen regions with strong assets still underperform because those assets operated in silos. Infrastructure existed, workforce programs were active, incentives were available, yet investment stalled. What changed outcomes was not adding more programs but aligning partners around a shared strategy and execution model.Strategic alignment brings clarity:◼ A shared understanding of priorities◼ Defined roles across partners◼ Consistent decision-making frameworks◼ Agreed-upon measures of successFrom an investor’s perspective, alignment is experienced in real time:◼ How quickly infrastructure and site-readiness questions are resolved◼ How seamlessly jurisdictions and agencies coordinate◼ How consistently policy, incentives, and process are applied◼ How effectively workforce and education systems respond to employer needsWhen partnerships are aligned around a common strategy, investors experience speed, clarity, and confidence. When they are not, even the strongest markets appear fragmented and risky.This is why partnerships are no longer supportive to economic development, they are foundational. And without strategic alignment, they cannot deliver their full value.One Ecosystem, One Direction, One StoryOne of the most common challenges I have seen is not a lack of partnership, but a lack of alignment around a single direction. Too often, partners work hard toward slightly different goals, messages, or timelines.To a global investor evaluating multiple locations across countries and continents, this fragmentation is immediately visible. Alignment that exists internally does not reduce perceived risk unless it is clearly articulated externally.This is where storytelling becomes decisive.Storytelling is how strategy shows up in the market. It explains how the ecosystem works together, how infrastructure providers coordinate with local governments, how workforce and education partners align with industry demand, how policy decisions reinforce a pro-business environment, and how all of it supports a clear growth vision.Without a cohesive story, partnerships remain disconnected activities. With it, they become a unified value proposition.46. FDI ALLIANCE INTERNATIONAL

Storytelling as a Strategic Imperative in Economic DevelopmentForeign direct investment decisions are driven by analysis, but they are made by people navigating uncertainty, internal capital competition, and compressed timelines. Data establishes legitimacy. Shared storytelling establishes belief and helps build relationships.Across my work representing regions in global markets, supporting investment attraction efforts, and advising organizations on growth and positioning, I have seen how effective storytelling:◼ Simplifies complexity without losing substance◼ Demonstrates execution through real-world outcomes◼ Builds trust before, during, and after investment decisions◼ Enables site selectors and executives to advocate internallyThe regions that compete successfully are those that do not simply list assets but clearly show how their ecosystem functions and where it is going.Giving Partnerships a Shared VoiceStrategic alignment must be reinforced consistently, and this is where marketing plays a critical role.Throughout my career, marketing has been most effective when positioned as a strategic partner, not a downstream function. Economic development storytelling requires orchestration across many voices and discipline to ensure they tell the same story.When marketing is embedded early, it:◼ Aligns partners around a shared narrative and strategic direction◼ Ensures consistency across every investor touchpoint◼ Translates partnership activity into investor-relevant valueWhether building marketing capabilities within economic development organizations, leading regional investment marketing, or working in business environments, the strongest outcomes occurred when marketing connected the dots, turning alignment into confidence.Marketing’s role in the strategic alignment gives partnerships a shared voice. It ensures the ecosystem is experienced as intentional, trusted, prepared, and credible.How Investors Experience an Aligned EcosystemInvestors do not evaluate infrastructure, workforce, market access, or business climate in isolation. They experience them together through the lens of alignment.They experience alignment in:◼ The responsiveness of partners when timelines shift◼ The clarity and consistency of communication across agencies◼ The ease of navigating processes and regulations◼ The confidence that talent pipelines will support growthThe most effective stories I have helped shape were organized around experience: what it is like to invest, operate, and scale within the ecosystem, rather than around categories or checklists.This reflects how global investment decisions are made.Workforce as the Enduring Proof Point of AlignmentAcross every region and sector I have worked in, workforce has ultimately been the determining factor, and workforce success has always been partnership driven.The strongest ecosystems demonstrate how employers, educators, and workforce organizations collaborate around a shared strategy to align training, credentials, and career pathways with real industry needs. Sharing these success stories elevates these partnerships from programs to proof, reinforcing confidence in long-term adaptability.When workforce partnerships are aligned and clearly communicated, investors see not just talent availability but future readiness.Final Thoughts: Partnerships Create Value. Strategic Alignment and Storytelling Create BeliefAfter years working at the intersection of economic development, industry, and business, the conclusion is clear: partnerships drive outcomes, but strategic alignment and cohesive storytelling drive decisions.For regions competing globally, success depends on building ecosystems grounded in shared direction and disciplined execution, and telling that story with clarity, credibility, and purpose. Marketing plays a critical role in ensuring partnerships are not only operationally effective but strategically aligned and globally understood.Because in the end, investors are not choosing assets. They are choosing ecosystems they believe in.True North Strategic Solutions LLC partners with organizations to navigate complexity by bringing strategic direction, alignment, and clarity to their growth ambitions. Working at the intersection of strategy, marketing, branding, and storytelling, the firm aligns vision with execution ensuring organizations and businesses speak with one cohesive voice and move forward with purpose.True North is led by Patty Wood, an experienced strategic marketing and branding executive who blends strategic rigor with storytelling expertise to turn fragmented narratives into market confidence. With decades of experience driving measurable growth across economic development, industry, and business, the work is grounded in data, guided by creativity, and focused on results, proving that strategy can be disciplined without being rigid, and branding can be credible without being boring.E [email protected] https:\/\/www.linkedin.com\/company\/true-north-strategic\/47. FDI ALLIANCE INTERNATIONAL

PARTNERSHIP PRODUCES $71 MILLION IN AGFOODTECHINVESTMENTS IN NEWBERRY, FLAJust ask the City of Newberry in North Central Florida. This rural community with a population of less than 10,000 people recently saw $71 million in agriculture-food-technology (AgFoodTech) investments announced ($66 million in private investment plus $5.6 million in public investment). Public and private sector entities supporting an AgFoodTech innovation park in the city played a key role in facilitating these wins. Newberry is becoming an AgFoodTech innovation hotspot and is collaborating with a leading non-profit organization to promote and showcase AgFoodTech entrepreneurship.Jobs and Leafy Greens: $66 Million Private InvestmentHarvest Singularity (www.harvestsingularity.com) recently announced it will invest $66 million to construct and operate a 325,000 square foot industrial hydroponic greenhouse. This state-of-the-art 100% controlled environment facility on 22-acres is projected to create over 50 full-time direct new jobs paying an average annual wage of USD $91,000. Advanced technologies such as robotics, sensors, automation, and artificial intelligence (AI) will be utilized to produce up to four (4) tons of leafy greens per day. This project will promote food supply chain security in Florida. As populations rise in America and other nations, food security becomes more and more important. Over one billion more people are projected to be on planet earth by 2050, which means food production must significantly increase between now and then. However, there will likely be insufficient arable land and potable water to grow enough food. Advanced technologies are needed to bridge the gap and ensure enough food is produced. Harvest Singularity will collaborate with project partners from the United States and the Netherlands to build multiple controlled environment farms in Florida. The Netherlands (roughly the size of Maryland) is ranked the No. 2 nation in the world for agricultural exports due in large part to its vast network of controlled environment agriculture (CEA) farms. Harvest Singularity’s farm facilities plan to use 94% less land and 95% less water than traditional agriculture, produce multiple harvests per year, reduce transportation costs, and reduce food waste. They plan to have product traceability from seed to plate, eliminate microplastics, and eliminate wastewater runoff. Tomatoes and strawberries are expected to be grown in future facilities in Florida.Partnership Achieved Through a ConsortiumWhat was key to making this economic development win happen in rural America? The answer is one word: partnership. Newberry leads a consortium of over a dozen entities supporting the city’s #1 economic development priority, the F-300 AgFoodTech Innovation Park. The University of Florida Institute of Food and Agricultural Sciences (UF\/IFAS), one of America’s leading agriculture schools, is a consortium member. Its annual agricultural research expenditures are approximately $300 million. The University of Florida (UF) is home to America’s fastest supercomputer in higher education - the HiPerGator - and has hired many faculty to develop artificial intelligence applications in agriculture. The recently unveiled next generation HiPerGator AI supercomputer is powered by 504 of NVIDIA’s Blackwell graphics processing units (GPUs). The HiPerGator was ranked No. 3 in the world for speed. It facilitates generative AI experimentation by offering access to more than 40 large language models.The Florida Business Incubation Association, the Florida Feed Association, Santa Fe College, the Greater Gainesville Chamber, the Newberry Area Chamber, Micro Nano Technologies, Agriculture Intelligence, Inc., and startGNV are also part of the consortium. Several consortium members engaged Harvest Singularity during due diligence site visits to Newberry. 48. FDI ALLIANCE INTERNATIONAL

Voices of SupportIn a press release, Harvest Singularity CEO Charles A. Garza stated, “The AgFoodTech Innovation Park is an ideal location as we will be co-located with the University of Florida Institute of Food and Agricultural Sciences (UF\/IFAS) Alachua County Extension Office. We envision collaborating with UF\/IFAS on projects. Our vision is to build multiple industrial-scale farm facilities in Florida growing organic leafy greens and fruit without pesticides, fungicides, or herbicides.”Dr. J. Scott Angle, University of Florida Senior Vice President for Agriculture and Natural Resources and leader of UF\/IFAS, commented, “Harvest Singularity’s impressive vision will help transform agriculture and promote rural renaissance in Florida. UF\/IFAS conducts exceptional research in greenhouse and hydroponic crops and values collaboration with industry. We are delighted to see Harvest come to Newberry’s F-300 AgFoodTech Innovation Park and contribute to Florida’s agriculture and food technology ecosystem.” Florida Secretary of Commerce J. Alex Kelly stated, “With Harvest Singularity’s investment in the AgTech Innovation Park, Newberry is set to become a hub for AgTech in our state—promoting job growth, economic competitiveness and national security, this is a win for Newberry, for the Free State of Florida and for the nation”.Newberry Mayor Tim Marden noted, “Harvest Singularity’s headquarters will create good jobs, bring capital investment, and expand Newberry’s tax-base. This will benefit our residents and strengthen our City’s economic foundation. I am delighted Harvest chose Newberry.” Road and Utility Infrastructure: $5.6 Million Public InvestmentWithin 10 days of the historic Harvest Singularity announcement, the Governor of Florida awarded Newberry $5.6 million through the Florida Job Growth Grant Fund for roadway and utility infrastructure improvements at the 170-acre F-300 AgFoodTech Innovation Park. The critical infrastructure enhancements will promote economic growth and strengthen the agriculture technology sector, which is a key target industry in the state of Florida.The Florida Job Growth Grant Fund is a successful economic development program facilitating public infrastructure improvements and workforce training across Florida. Over the past 7 years, the Fund has invested $297 million into 84 projects creating nearly 41,000 jobs and 30,000 workforce education opportunities. FloridaCommerce reviews proposals and the Governor chooses the recipients. Multiple AgFoodTech Innovation Park consortium members and elected officials provided letters of support for Newberry’s grant application.National Association for Community College Entrepreneurship (NACCE) CollaborationAn AgFoodTech innovation ecosystem is growing in Newberry. Entrepreneurship facilitates creative thinking and problem-solving. Innovative solutions are needed to increase farmer profits, increase food production, lower production costs, and overcome food supply chain challenges of today and tomorrow. Newberry and the National Association for Community College Entrepreneurship (NACCE) (www.nacce.com) are collaborating to promote and showcase AgFoodTech entrepreneurship through NACCE’s Everyday Entrepreneur Program. NACCE promotes innovative action and an entrepreneurial mindset. It advances entrepreneurship education and programming for community colleges. Its Everyday Entrepreneur Program is in approximately half of America’s states. The network of college partners in the Everyday Entrepreneur Program is broad and deep. It includes Tallahassee State College, Northeast Alabama Community College, Houston Community College, Central Oregon Community College, Embry-Riddle Aeronautical University, Parkersburg West Virginia University, and CT State Community College.The network also includes Northampton Community College, Laramie County Community College, Salt Lake Community College, SUNY Westchester Community College, Red Rocks Community College, San Jacinto College, El Camino College, University of Hawaii Leeward Community College, and other institutions. NACCE selected Newberry as one of only five entities for a pilot program promoting entrepreneurship utilizing an artificial intelligence platform. Newberry’s collaboration with NACCE will result in a pitch competition for AgFoodTech entrepreneurs with cash prizes for the winners. KAMAL I. LATHAM, MPP E [email protected] of GBM Global Solutions, an economic and business development consultancy. He is also Managing Director of the F-300 AgFoodTech Startup Accelerator in Newberry, FL. 49. FDI ALLIANCE INTERNATIONAL

FLORIDA’S PARTNERSHIPS ARE FOUNDEDON ROCK SOLID RELATIONSHIPSFlorida’s business ecosystem has undergone significant change since its early days, when state-run organizations were the primary resources for communities seeking economic prosperity. Over time, a diverse array of sectoral players has emerged, each prioritizing specific initiatives and directing funding and resources accordingly. Today, mapping these partners and their respective specialties creates a vibrant, technicolor landscape, especially when considering the varied needs of entrepreneurs across different geographies, and the diversity of Florida’s metro and micro economies.Our work supporting manufacturing in Florida relies upon collaboration with numerous federal, state, and local partners. This network is essential for serving more than 27,000 manufacturers statewide. The impact we achieve—whether measured in funding, resources, or outcomes—is possible only through these strong partnerships, which help us fulfill our mission and vision as Florida’s Manufacturing Extension Partnership affiliate.A key partner in the delivery of our mission to cultivate the manufacturing sector in Florida is Cyber Florida, which is a state-mandated organization that is hosted by the University of South Florida, dedicated to positioning Florida as a national leader in cybersecurity focusing on education, workforce development, academic research, and outreach to enhance cyber security for citizens, businesses and government agencies. This past year I have had the pleasure of collaborating with this remarkable group, as we help equip Florida’s manufacturers involved in sustaining our industrial defense base. Cybersecurity certification and continuing compliance are critical to the growth and sustainability of the industry and the country’s national security. As a US-based economic development practitioner my work in promoting their programs and initiatives and advancing CMMC Level 2 has proven most gratifying. As a board member of multiple organizations, I enjoy being able to combine my volunteer efforts with my professional ambitions, all aligned with my economic development goals and vision. These roles provide unique opportunities to foster relationships, which propel both personal and community growth.The Women in Rural Economic Development - leaders in Florida’s heartland - represent a formidable group of strong and determined practitioners who strongly advocate for their communities. This group values peer-to-peer learning and sharing, committing to shared ideals and supporting each other on a range of interests. Even complex challenges—such as maintaining Opportunity Zone designations or 50. FDI ALLIANCE INTERNATIONAL