strategizing for vital industrial parcels—become more manageable through this collaborative approach.Members actively assist each other, especially newcomers needing guidance, by sharing resources, contacts, and successful initiatives. This spirit of selfless sharing empowers all members, fostering collective growth and enabling regional partnerships to address common needs. Boundaries become secondary as the group’s shared prosperity lifts all involved.The group’s impact is already visible: Highlands County’s downtown is thriving thanks to a unified community vision. One notable example is a local coffee maker, Steve Slatbaugh of Strangely Warmed Coffee Co., who was supported by the local economic development organization and college business students. Steve is now cultivating the county’s first coffee plants—playfully named Adam, Eve, and a third yet-to-be-named baby tree—showcasing innovation and collaboration at work. When successful, this could spur an aggrotech sector in Florida’s heartland with the continuing support of the scientists at University of Florida’s Institute of Food and Agricultural Sciences. Already there is talk to leverage the state’s push for a rural renaissance to accelerate the growth of this sector. “Florida’s Heartland is wonderfully situated in the middle of the state amidst orange groves and cattle ranches. Yet we are not isolated. In fact, we pride ourselves in being in the center of everything—equidistant to most of the state’s major metros and amenities yet indulged by small town charm and a quality of life second to none. We offer an environment where finding the feeling of home is easy—both businesses and families thrive here.” - Sarah Beth Murphy, Highlands County Business and Economic Development I am also privileged to serve on the board of the Tampa Bay Organization of Women in International Trade, a group united by the belief that supporting global trade from a solid local foundation leads to broad prosperity. My own experiences living in four countries across three continents have shown the value of such connections. Florida, as a central economic hub in the Americas, plays a key role in global trade, which brings widespread prosperity.Recently, new officers were sworn in at a luncheon celebrating international students and interns. The event brought together the City of Tampa, surrounding counties, and sectoral leaders to commemorate another year of progress and collaboration.The incoming President of TBOWIT, Samantha Tallyn, shared an uplifting message during the luncheon which was well attended by Tampa’s leaders and stakeholders: “This year promises to be filled with growth and opportunity, as we continue to provide meaningful connections, expertise, and leadership for our members and community. We look forward to continuing the partnerships with the women in international trade to promote Tampa as a global economy even as it continues to shine as one of the best places in the world to live and to do business.” Reflecting on these partnerships, I have been struck by the depth of expertise and organizational strength represented by my collaborators. Florida’s trade generates substantial economic value and supports many jobs and rural communities likewise contribute significant revenue and employment. With continued capital investment and new companies choosing Florida, the potential for additional growth through these partnerships is immense.Ultimately, as emphasized by my friend and fellow collaborator Kevin Crowder, Founder of BusinessFlare®, “true collaboration stems from deep relationships. Outcomes are realized not just through strategic planning, but by understanding why talent stays and thrives—through genuine, shared efforts and mutual understanding. This is the essence of partnership-driven economic development.”Finally, according to the Office of the United States Trade Representative, there are at least 55,000 companies, which exported from Florida in 2023, with a record $72.2 billion in value. These companies support over 2 million jobs, roughly 1 in every 5 jobs in the state. As for economic activity within the defense sector, there are 865,000 jobs statewide supported by defense-related activity with approximately $65 billion injected into the state by direct defense spending. While smaller in magnitude, Florida’s rural communities’ impact continues to grow as well. Traditional agricultural jobs, such as field and row crops activity as well as nursery and floriculture, support about 100,000 jobs while food distribution operations support over 2 million jobs, which is about equal to the jobs which rely on international trade. This is significant and is continuing to grow. As I reflect on these partnerships, I am comforted knowing that my efforts, no matter how small, eventually contribute to the lion’s share of the state’s output and job creation, which summarizes the wisdom and the joy of parlaying partnerships. Together the sum of all our efforts will be exponential. RUTH A. BUCHANAN, MBA, CECD Ruth is a recognized growth strategist and manufacturing champion who is an internationally certified economic developer with more than two decades of experience helping companies grow and communities prosper. A multi-awarded professional, she enjoys sharing her business insights through her writings, teaching, and hosting webinars that help manufacturers achieve technology-led growth and improved productivity. E [email protected] linkedin.com\/in\/ruthbuchananfl\/ 51. FDI ALLIANCE INTERNATIONAL
INDIANASTATE OFGOVERNOR MIKE BRAUNNestled in the heart of the Midwest, Indiana has become a central hub for industrial excellence, technological innovation, and global investment. With its strategic location along major interstate corridors and rail networks, coupled with access to the Great Lakes and nearby international ports, Indiana offers businesses unparalleled connectivity to both national and international markets. Over the past year, Indiana has strengthened its reputation as a business-friendly state with a thriving and diversified economy. Key sectors such as advanced manufacturing, logistics, automotive, life sciences, agriculture technology, and information technology continue to flourish, providing a solid foundation for companies seeking growth and resilience. State and local economic development agencies have actively fostered this growth through incentive programs, workforce partnerships, and initiatives that accelerate business expansion. Indiana’s manufacturing sector remains a defining pillar of its economic identity. The state is home to global leaders in automotive and aerospace production, advanced materials, and industrial equipment. Indiana’s commitment to modernizing its industrial base with automation, robotics, and smart manufacturing technologies has positioned the state at the forefront of the Fourth Industrial Revolution in the United States. These innovations not only enhance productivity but also create high-value employment opportunities across the region. Beyond manufacturing, Indiana is cultivating a dynamic technology ecosystem. From life sciences research and biotechnology to software development and data analytics, the state supports companies seeking innovative solutions and scalable growth. Collaboration between universities, research institutions, and private enterprises ensures that Indiana maintains a steady flow of talent capable of meeting the demands of advanced industries. Corporate expansions across cities such as Indianapolis, Fort Wayne, Evansville, Bloomington, and South Bend continue to highlight the state’s investment appeal. New headquarters, manufacturing facilities, and logistics centers are emerging, drawing both national and international companies. These expansions not only generate thousands of skilled jobs but also strengthen Indiana’s regional economies and enhance the state’s global competitiveness. Workforce development remains a top priority. Indiana’s educational institutions and technical training programs are closely aligned with the needs of local industries, providing a pipeline of skilled professionals in advanced manufacturing, engineering, healthcare, and technology. This ensures that companies can scale operations efficiently while maintaining a high-quality talent base. Infrastructure and connectivity form another cornerstone of Indiana’s appeal. Investments in highways, rail systems, ports, broadband, and energy infrastructure support efficient commerce and enable businesses to operate seamlessly within and beyond state borders. The state’s strategic location combined with these enhancements allows Indiana to serve as a launchpad for companies targeting the Midwest and national markets. Indiana’s growth is not just economic it is strategic. The state balances tradition and innovation, offering companies a stable regulatory environment, competitive operating costs, and proactive partnerships with local leadership. Investors benefit from an ecosystem where innovation meets industrial strength, creating opportunities that are both forward-looking and sustainable. 52. FDI ALLIANCE INTERNATIONAL
COLLABORATION IS KEY IN BUILDINGEFFECTIVE WORKFORCE DEVELOPMENT SYSTEMSThe old adage that \"economic development is a team sport\" is a true statement. But in my years in the economic development arena, I would say that building a strong workforce system that benefits employers, workers and the broad community is, when done right, not just a team sport but a multi-team effort that requires strong collaboration to be successful. A strong workforce development ecosystem does not emerge by accident. It must be built intentionally through collaboration among education systems, workforce agencies, employers, nonprofit organizations, economic development organizations, local and state government and community partners. And to be effective, those players must also have their own internal teams aligned around the mission. In an era marked by rapid technological change, demographic shifts, and evolving labor market demands, no single institution can independently prepare workers or meet employer needs. Collaboration is not just beneficial, it’s essential to creating sustainable pathways to employment, economic mobility, and local, regional and state competitiveness. Effective workforce development ecosystems align talent supply with labor market demand while ensuring access for individuals who have historically been disconnected from education and employment. These ecosystems function best when partners share data, coordinate services, align incentives, and maintain a common vision for economic opportunity. Central to this collaborative framework are Workforce Investment Boards (WIBs), supportive employers, strong With a background in WIOA and workforce development from her role in Mississippi’s workforce development initiative, Accelerate MS, Boone notes that collaboration leading to stronger alignment of programs and services is critical “By aligning training with industry needs, pathways are created that help students, jobseekers and returning individuals move into employment while giving employers access to a skilled, reliable workforce”, Boone adds. Workforce Investment Boards also play a critical role in breaking down silos. By serving as neutral conveners, they help partners overcome institutional barriers, align performance metrics, and coordinate services for job seekers adds Boone. Creating Educational AlignmentOne of the most impactful ways to develop collaboration is through sector partnerships. These partnerships bring together employers within a specific industry to collectively identify skill gaps and workforce challenges and then work with education and training organizations education systems, evidence-based credentialing systems such as ACT Work Ready, and targeted programs that engage non-traditional and nonparticipating populations, including individuals living in poverty.The Role of Workforce Investment BoardsWorkforce Investment Boards, often referred to as Workforce Development Boards, serve as a major hub of collaborative workforce ecosystems. Established under the Workforce Innovation and Opportunity Act (WIOA), these boards operate at both state and regional levels to coordinate workforce strategies, allocate funding, and convene stakeholders across sectors.“State and regional Workforce Investment Boards play a critical role in connecting education, employers and communities across counties, especially important since for most places workforce is regional and not just local,” says Yoland Boone, Founder and Executive Director of Innovative Solutions, a firm specializing in managing federally funded grant programs around workforce development. 54. FDI ALLIANCE INTERNATIONAL
to address the needs. Rather than responding to employer needs on a one-off basis, sector partnerships allow for coordinated, scalable solutions from education and other stakeholders.For many communities, these sector partnerships revolve around manufacturing, but that is not the only sector benefiting from collaborations. For example, healthcare sector partnerships may involve hospitals, long-term care facilities, community colleges, and workforce agencies working together to address shortages in nursing, medical assisting, or allied health occupations. A good example of the evolution of such partnerships is found at Kansas City, MO based Kansas City University, the fourth largest medical school in the U.S.When KCU opened its second medical school campus in Joplin, MO in 2017, it developed a relationship with local Missouri Southern State University that already had pre-med programs. KCU and MSSU developed a pathway enabling those considering becoming a doctor to go to MSSU for three years, then move to the KCU campus, becoming doctors in seven years instead of eight. This program was replicated when KCU opened its dental school a few years later. In 2025, KCU accelerated efforts to improve that pathway for rural students with the Rural Scholars program. This program gives students in rural areas in Missouri, Kansas, Oklahoma and Arkansas a start “close to home” at one of eight community colleges, which already have links to high schools in their respective areas. Students then move to MSSU or Pittsburg State University and then to KCU. The end goal is to meet the needs of rural hospitals and clinics where the lack of medical staff is acute. “With this multi-institution, multi-state collaboration, we’re expanding opportunity through a pipeline for students with rural backgrounds, students who are well-positioned to serve in rural areas and help close critical care gaps,” says Dr. Richard Schooler, Vice-president of KCU’s Joplin campus. Ensuring Skills with Collaborative CredentialingFor students, those already in the workforce and those who are considering coming back to a job, establishing that they have the skills to meet employer needs can help them get hired and accelerate growth within a company. Organizations such as ACT Work Ready play a vital role in strengthening workforce development systems by providing standardized, evidencebased tools that are recognized by both employers and educators. The ACT Work Ready National Career Readiness Certificate (NCRC) offers a common language for describing foundational workplace skills, including applied math, understanding workplace documents and manuals, and graphic literacy. Righ now, there are nearly 600 Work Ready communities across 30 states. Nearly 30,000 employers utilize ACT Work Ready assessments for hiring and promotion and more than 6,000,000 people hold ACT NCRC certification. The value of ACT Work Ready lies in its ability to bridge gaps between education, workforce systems, and employers, according to ACT Work Ready Communities and Workforce Solutions Program Director Jasen Jones. “Through collaboration across education, workforce and industry partners, Work Ready Communities turn skills into measurable assets, supporting students and workers while giving employers the assurance they need to invest and expand.” NCRC certification validates skills levels for thousands of occupations across any business sector. For employers, the credential provides a reliable indicator of job readiness, reducing uncertainty in hiring decisions. For educators and training providers, it offers a framework for aligning instruction with real-world workplace expectations. For job seekers, it provides a portable credential that signals competency across industries and regions.Engaging Non-Traditional and NonParticipating PopulationsA truly effective workforce development ecosystem must be inclusive. This means intentionally designing programs that serve individuals who are not currently participating in the labor force, including people living in poverty, long-term unemployed individuals, disconnected youth, individuals with disabilities, and those with limited formal education.For individuals in poverty, barriers to employment often extend far beyond skills deficits. Challenges such as transportation, childcare, housing instability, health issues, and lack of social capital can prevent participation in training or work. The Bridges Out of Poverty approach, used in more than 300 communities across 35 states, is one way those challenges are being addressed. “When individuals have access to stable housing, education, health care and opportunity, they are better equipped to contribute to the community around them,” notes Mary Cacioppi, Founder and CEO of Bridges to Prosperity Northern Illinois in Rockford. “The more resourced individuals are, the more resilient, economically stable, and connected the community becomes as a whole which, in turn creates a stronger more resilient workforce and stronger businesses,” Cacioppi adds. Programs like Bridges are more impactful and effective when they are part of an overall workforce development effort that engages high levels of collaboration, says Cacioppi. “The Bridges Out of Poverty framework demonstrates that when systems work together, communities see higher earnings, lower turnover, and stronger returns on public and private investment.” When collaboration is intentional and inclusive, workforce development becomes more than a collection of programs, it becomes a system that supports individuals, strengthens employers, and drives long-term economic resilience. In an increasingly complex labor market, collaboration is not optional; it is the foundation upon which successful workforce ecosystems are built.ROB O'BRIANRob O'Brian served as president of the Joplin Area Chamber of Commerce for twenty-three years. Rob founded O'Brian and Associates in early 2018 to advise and assist communities on economic and workforce development. In particular, Rob assists communities in conducting workforce assessments, identifying strengths and gaps, and recommending programs to meet employer needs. CEcD O'Brian & Associates.N 417.438.0100 E [email protected] D www.obrianassociates.com55. FDI ALLIANCE INTERNATIONAL
TWO STRATEGIES THAT WILL INCREASEYOUR SALESIn the first part of this article, you will discover an idea to help you tap into an emotion that spurs purchases. In the second part, I share a way to keep your offering top of mind.Let’s dive right in!“The villain drives the plot.” – Gayle LyndsYears ago, comedian Jeff Foxworthy had a bit in his comedy routine about NASCAR. He said, \"Every NASCAR fan has that one driver they LOVE and that one driver they HATE.\"At the time this was part of Foxworthy’s show, the two drivers that were most loved or hated were Jeff Gordon and Dale Earnhardt. When Gordon became a driver in the NASCAR Cup Series, Earnhardt was already an established star. And, though he was viewed by some as a villain for the unapologetically tough way he drove, Earnhardt had legions of fans because he won a lot!Seemingly out of nowhere, Gordon comes along and starts winning races immediately. Not only was he beating the rest of the field, but he was also beating Earnhardt; the driver known as The Intimidator.At first, Earnhardt was incredulous and did everything he could to put ‘the kid’ in his place and remind him who ruled the roost in that sport. But Gordon kept winning.There were plenty of things about the two of them that made them natural rivals. In many ways, they were opposites. ◼ Earnhardt was from Kannapolis, North Carolina. So, he spoke like a good-ole-boy. ◼ Gordon was from Southern California. And, as Foxworthy joked in his bit, one of the reasons so many NASCAR fans hated him was that ‘he enunciated’ his words. ◼ Gordon was green and Earnhardt was seasoned.There is an object lesson here. Just because someone speaks with a good-ole-boy accent does not mean they don’t understand people and are not business savvy. Proof of this is that Earnhardt realized what many in sports, entertainment and politics have understood for a long time.You cannot be a hero unless there is a villain.Earnhardt recognized that there was lots of money to be made from merchandise sales. If people hated your rival, they would buy more of YOUR merchandise to publicly demonstrate whose side they were on. So, even though their on-track rivalry was completely legitimate and they did all they could to beat one another there, he and Gordon collaborated off-track to feed the rivalry. As a result, both of them sold massive amounts of merchandise.The Raiders of the National Football League have mastered this, too. They understand 56. FDI ALLIANCE INTERNATIONAL
some people will hate their 'just win baby' (by any means) reputation. But they have legions of fans nationwide.Steve Jobs did this, too, only from an opposite stance. He positioned Apple as the antiestablishment ‘good guys’ to establishment IBM’s ‘bad guys’. He recognized that people who saw themselves as the kind of person who bucked the status quo would be inclined to purchase an Apple product.One of the most iconic commercials of all-time is the 1984 ad Apple ran during the Super Bowl of that year. Without saying their name, it demonized IBM and positioned Apple as the savior.Darth Vader vs. Luke SkywalkerHarry Potter vs VoldemortRivalries and having people choose sides plays into human nature. Understanding this has made Vince McMahon of WWE fame a multi-billionaire.So, how can YOU utilize this in your business?Can you position yourself as the good vs. evil? Or vice-versa?Can you follow the example of Earnhardt and Gordon and collaborate with a competitor?In what ways might you capitalize on that rivalry? Could you do interviews together?Make public appearances together?Can you sell merchandise that lets people proudly proclaim who they are for?This might not be a strategy that is for you. And, that is okay. But, understand that people LOVE to pick sides. It gives them a rooting interest; something to identify with and be part of. In that way, it makes them feel important. And, if you can make people feel important, you have done something that matters. \"From the sublime to the ridiculous there is but one step.\" - Bernard Le Bovier de Fontenelle If the quote above is accurate, and I have found it to be so, then it stands to reason that there is also but one step from the ridiculous to the sublime.In doing research for his book, Contagious: Why Things Catch On, Wharton marketing professor Jonah Berger discovered that behavioral science can indeed explain why some things generate buzz and others just fizzle. In the book he proffered a memorable acronym that defined the ways in which things catch on: The acronym is STEPPSOne fascinating example from the book that falls into the T from Berger's acronym was the 2012 song Friday by Rebecca Black. Despite the fact that some have labeled it the worst song ever, the original video for Friday on YouTube has piled up 164,000,000 views and counting. That song is relevant because the T in Berger's acronym stands for Trigger(s). The research showed that, of those millions of views, a majority of them occurred on one particular day of the week. You guessed it; Friday.P.T. Barnum once said, \"Any publicity is good publicity.\" So, even if something is talked about as being absolutely awful, it is still being talked about - and remains top of mind. Staying Top of Mind: A Spammy IdeaWhen people complain about unsolicited and unwanted emails they call them spam. I’m quite sure that the makers of SPAM, Hormel Foods, love that! While the use of the word spam in the context of email is negative, it keeps the SPAM brand in the forefront of people’s awareness. There is a rumor, which seems likely true, that the impetus for using the word spam to refer to junk emails came from an early 1970's skit on the comedy show Monty Python's Flying Circus. Fifty odd years later that skit is still talked about. From the ridiculous to the sublime, indeed.Just like every Friday is a trigger for the Rebecca Black song Friday, the use of the word spam is a trigger for the SPAM product. Perhaps the folks at Hormel should send the Python troop royalty checks? While the boost Hormel continues to get from the use of their product's name was\/is unintentional, you can be intentional in boosting yours.Ask yourself, ‘In what ways could we be purposeful in starting conversations about our brand?’One way to do this would be to emulate Monty Python and hire a comedian or comedians to lampoon your brand.Here is why you should seriously consider that. In Berger's acronym, the E stands for emotional. In his research, he discovered that when something is fun or funny people are highly likely to share it and talk with others about it. Utilizing this principle and tapping into the positive emotions that come from fun and funny, indirectly poking fun at your own brand can keep it top of mind and be a boon to your business.BOB SAGERE [email protected] www.spearpointonline.comFOUNDER, SPEARPOINT SOLUTIONS, LLCAuthor of 101 Freaking Brilliant Business Ideas: And Ten Ways YOU Can Create Your Own Creator, What's The BIG Idea?People LOVE to pick sides. It gives them a rooting interest; something to identify with and be part of.57. FDI ALLIANCE INTERNATIONAL
GLOBAL PARTNERSHIPS FOR ECONOMIC GROWTHIn today’s globalized economy, international business is no longer a peripheral strategy reserved for multinational giants - it is a central pillar of competitiveness for organizations of all sizes, making Foreign Direct Investment (FDI) one of the most competitive eras in modern history. Nations, regions, and cities are no longer simply marketing land, incentives, and workforce—they are competing on ecosystems, relationships, and credibility. As companies expand across borders, they encounter new markets, new regulatory environments, new cultural landscapes, and new competitive pressures. Navigating this complexity requires more than capital and ambition; it requires collaboration. International companies are increasingly prioritizing locations that demonstrate not only economic potential but also collaborative capacity: the ability of governments, institutions, and private-sector partners to work together seamlessly.Whether through joint ventures, strategic alliances, distribution agreements, licensing, or cross-sector collaborations, partnerships allow firms to combine complementary strengths and overcome barriers that would be insurmountable alone. Partnerships have emerged as one of the most powerful mechanisms for enabling international growth, reducing risk, accelerating innovation, and building sustainable competitive advantage. They shape how communities attract investment, how they recruit international companies, and how they sustain long-term economic growth. Partnerships reduce risk, accelerate innovation, expand global reach, and create the trust necessary for companies to commit capital across borders.◼ The Strategic Imperative of Partnerships in a Global EconomyGlobalization has shifted the rules of investment. Globalization has created a world where markets, supply chains, and technologies are deeply interconnected. No company, regardless of size or resources, can fully internalize all capabilities needed to compete internationally. International recruitment is no longer just a transactional process. Companies are navigating geopolitical uncertainty, supply chain restructuring, labor shortages, sustainability requirements, digital transformation, and rising operational costs. To mitigate these risks, companies seek locations with a strong network of partners -universities, workforce boards, utilities, chambers, industry associations, and government agencies. These types of partnerships can collectively deliver stability and long-term value.International partnerships also help cities diversify their economies and access global markets, which strengthens resilience during economic shocks. Companies that embrace collaborative models are better positioned to adapt to global complexity.Investors want confidence, not promises. A city or region can offer incentives such as tax breaks, grants, or infrastructure support to attract global investment, but these are ultimately promises—they signal intent, not capacity. What truly convinces international companies to commit is a demonstrable workforce pipeline: partnerships with universities, vocational institutions, and industry networks that produce skilled, jobready talent. Investors evaluate locations not just on financial perks, but on the availability of people who can sustain operations at scale; incentives may open doors, but only verified, adaptable workforce partnerships ensure those doors remain open and that growth can thrive across borders.By fostering collaboration between local institutions and global industry needs, communities signal that they are not only business-friendly but also capable of delivering the human capital necessary for long-term, sustainable growth. That type of partnership will turn incentives from mere promises into tangible opportunities for international success.Quality partnerships can reduce risks to both parties. For companies, partnerships provide local market intelligence, cultural and regulatory navigation, access to talent, supply chain integration, and community acceptance. For communities, partnerships distribute financial and operational risk, strengthen institutional capacity, expand global networks, improve project success rates, and increase long-term retention. This 58. FDI ALLIANCE INTERNATIONAL
mutual risk reduction is one reason global development organizations emphasize partnership-centered models as the most cost-effective way to drive inclusive economic growth.Speed to Market. Entering a foreign market independently can take years of research, regulatory approvals, infrastructure development, and brand building. Speed is a decisive factor in global competition, and partnerships provide the acceleration needed to capture early market share.Competitive Positioning. In many industries — technology, pharmaceuticals, energy, automotive, and consumer goods — competition is global and fierce. Partnerships allow companies to strengthen their competitive position by combining strengths, sharing R&D costs, coordinating strategies, expanding product portfolios, and even potentially preventing competitors from gaining exclusive access to key resources or markets.◼ The Partnership Ecosystem: Who Matters and WhyInternational recruitment requires a coordinated ecosystem. The most successful regions build partnerships across six domains:Government-to-Government Partnerships: Foreign markets often present barriers, such as complex regulatory requirements, cultural differences, language barriers, local business norms, and political sensitivities. Government partnerships, which include national and regional trade offices, consulates and embassies, sister-city agreements, bilateral economic councils, and international development agencies, provide legitimacy, open diplomatic channels, and help companies navigate barriers.Higher Education and Research Institutions: Universities are often the most influential partners in international recruitment because they provide talent pipelines, research collaboration, innovation ecosystems, global alumni networks, and international student communities. Cities with strong university partnerships attract more global companies and have more vibrant innovation economies.Workforce and Talent Organizations: Workforce boards, training providers, and apprenticeship programs demonstrate a community’s ability to deliver customized training, upskilling and reskilling, industry-aligned curriculum, and rapid talent deployment. International companies consistently rank workforce readiness as a top decision factor.Utilities and Infrastructure Partners: Utilities are often the hidden powerhouses of international recruitment. Their partnerships ensure reliable energy, water, and wastewater capacity, broadband and digital infrastructure, renewable energy options, and fast-track engineering reviews. Partnerships also with port authorities, airports, and regional planning organizations ensure that infrastructure promises are realistic and deliverable. These partners can make or break a project.Private-Sector and Industry Partners: Local companies help international investors understand supply chain opportunities, market conditions, industry culture, regulatory expectations, and real-world operating costs. 59. FDI ALLIANCE INTERNATIONAL
They also serve as peer validators - one of the most trusted forms of due diligence.Community and Cultural Partners: International companies increasingly evaluate quality of life, cultural openness, diversity and inclusion, international schools, and housing availability. Partnerships with cultural organizations, immigrant communities, and civic groups help create a welcoming environment for global talent.Partnerships with international universities, companies, and organizations give cities access to new markets and ideas, positioning them as dynamic global players. These relationships open doors to new investor networks, support trade missions, facilitate cross-border innovation, strengthen diplomatic ties, and increase visibility in global rankings.A city’s global brand is stronger when partners amplify the message. Joint marketing efforts like international trade missions, global conferences, shared promotional materials, and co-branded investment campaigns create a consistent narrative about the region’s strengths.In many countries, foreign companies face skepticism or resistance. Trust is the most valuable asset in international recruitment. When a company sees multiple partners aligned around a common vision, confidence increases. Stability, transparency, and long-term commitment are all demonstrated. This trust and credibility can be the difference between success and failure, especially in markets where relationships and reputation carry significant weight.◼ Shared Investment & Shared CostEconomic development projects often require significant financial investment in site preparation. From grading and utilities to environmental remediation and infrastructure improvements, these upfront costs are essential to make a site viable for business operations and attract longterm investment, reducing financial exposure for the city and increasing the feasibility of large-scale international projects.These investments are more than just construction costs—they are signals to investors. A well-prepared site demonstrates that a community is serious about attracting and supporting business, reducing risk for companies considering expansion. Investors gain confidence knowing that the foundational work has been completed, timelines are realistic, and operational disruptions are minimized.Site preparation also plays a key role in workforce and operational planning. By ensuring infrastructure, transportation access, and utilities are in place, communities enable companies to integrate smoothly into the local economy. Combined with strategic workforce partnerships, these efforts create an environment where businesses can scale efficiently, supporting both short-term growth and long-term sustainability.Communities can partner to share the cost burden of site preparation. By collaborating with regional authorities, utility providers, or private developers, municipalities can leverage joint funding, grants, or publicprivate partnerships to reduce upfront expenses. These collaborations not only make projects more financially feasible but also demonstrate a shared commitment to attracting and supporting new investment.Foreign companies often encounter significant challenges when entering a new market. Some of those challenges can include language barriers, unfamiliar permitting processes, environmental regulations, differing tax structures, and local labor laws. These hurdles can slow investment timelines, increase costs, and create uncertainty if not properly managed, making regulatory clarity a critical factor in site selection and expansion decisions.60. FDI ALLIANCE INTERNATIONAL
Strategic partnerships with state agencies, legal experts, and regulatory bodies help streamline compliance and provide a clear roadmap for doing business. By offering coordinated guidance and proactive support, communities reduce risk for international investors, improve project certainty, and shorten time to market—turning regulatory navigation into a competitive advantage rather than a barrier to entry.Local partners are one of the most valuable assets in international business. They offer direct insight into local business norms, community expectations, political dynamics, and market conditions. They understand pricing, labor availability, and cultural preferences that are often overlooked by outside investors. This local knowledge reduces the risk of misalignment and costly mistakes. It helps international companies adapt more quickly, build trust with stakeholders, and integrate smoothly into the market.◼ Partnerships ChallengesWhile partnerships offer significant benefits, they also present challenges that must be managed carefully.There can be cultural misalignments in communication styles, decisionmaking processes, leadership expectations, and work culture. These issues may create friction and difficulties in the project. Successful partnerships require cultural intelligence and mutual respect. To ensure that international partnerships overcome these barriers, organizations must invest in cross-cultural training, establish clear channels for feedback, and practice adaptive management that accommodates diverse viewpoints. Open dialogue about expectations and ongoing evaluation of partnership dynamics can help preempt misunderstandings, enabling teams to build resilient and productive relationships. As governance and control issues inevitably arise, having clear governance structures, transparent communication, and agreed-upon frameworks for decision-making and dispute resolution are crucial for maintaining momentum and trust among stakeholders.In some markets, intellectual property theft or weak legal protections present significant risks for companies operating internationally. Inadequate enforcement mechanisms, inconsistent legal frameworks, or limited recourse in the event of infringement can expose proprietary technologies, processes, and data to misuse, potentially undermining a company’s competitive position.To mitigate these risks, companies must take a proactive and strategic approach to IP protection. This includes implementing strong contractual safeguards, limiting access to sensitive information, segmenting critical technologies, and establishing monitoring and compliance mechanisms. When paired with trusted local partners and legal counsel, these measures help reduce exposure and ensure intellectual property remains secure while operating in global markets.◼ Partnership Models That WorkInnovation Districts in Global Cities - Cities with strong international partnerships, such as Toronto, Singapore, and Amsterdam, have built innovation districts anchored by universities, startups, and multinational firms. These districts thrive because of shared governance, joint investment, cross-sector collaboration, and global research networks.Sister-City Economic Alliances - Cities like Austin–Adelaide and Seattle–Chongqing, and even counties like Williamson County (TX)-Yongin City (South Korea) have leveraged sister-city relationships to attract foreign companies. They have supported trade missions, expanded cultural exchange, and strengthened diplomatic ties. These partnerships create long-term pipelines for investment and talent.Local Economic Development Alliances - Economic development organizations, such as the Williamson County Economic Development Partnership (WilCo EDP) in Central Texas, were established through collaboration between local economic development leaders from each city within the county to promote and facilitate economic growth. With prominent global corporations like Samsung expanding into Williamson County, the demand for suppliers to relocate to Central Texas significantly increased. Recognizing this opportunity, WilCo EDP strategically opened an office in Seoul, South Korea, to establish a direct local presence. This proactive approach has contributed to numerous companies relocating their supply chains, headquarters, and other operations to Williamson County.Partnerships are not merely an optional strategy for international business; they are a fundamental requirement for success in a complex, interconnected world. They enable companies to overcome market barriers, accelerate growth, share risks, innovate collaboratively, and build sustainable global value.In an era defined by rapid technological change, geopolitical uncertainty, and evolving consumer expectations, no company can thrive alone. Partnerships provide the agility, resilience, and strategic depth needed to compete and succeed on the world stage.In short, partnerships can turn a community from a single actor into a coordinated economic engine capable of competing on the global stageIs the Manager of Consulting Services with Goldstone Consulting Group, specializing in site selection, foreign direct investment, and global economic development. She works at the intersection of international investors and local communities to support strategic, long-term growth.Traci Wilson Anderson, CEcD, MEDPN +1-210-387-0902d goldstoneconsultinggroup.com\/l https:\/\/www.linkedin.com\/in\/traci-anderson-cecd-medp-423a19a\/E [email protected]. FDI ALLIANCE INTERNATIONAL
NEW YEAR, SAME HISTORIC MOMENTUMFOR KENTUCKY’S HIGH-POWERED ECONOMYThe commonwealth’s surging economy eclipsed yet another milestone as the calendar turned to 2026, as the best stretch of economic growth in state history has now reached five years. Under Gov. Andy Beshear’s administration, Kentucky has reached new economic heights and continues to raise the bar, adding quality job opportunities, raising wages and building a better future for communities in every corner of the state.Last year, Kentucky announced the second-best year on record for new investments within the private sector, with $10.5 billion in projects announced, which means the top three years for growth – and four of the top five – have occurred over the last six years. The strong year of new investment resulted from 185 new-location and expansion announcements that are projected to create nearly 9,600 full-time jobs. Adding to the commonwealth’s continued economic growth are rising wages across the state as the average incentivized hourly wage was $29.58 in 2025, the highest on record. Since 2022, the average incentivized hourly wage has now topped $26 in four consecutive years for the first time.“Our goal will always be to build a better Kentucky for everyone, and 2025 was another step forward in creating that brighter future,” said Gov. Beshear. “These results would not be possible without our hardworking business owners, our talented workforce, and our dedicated local and state officials. While other states saw a slow down or even moved into recession last year, in Kentucky we’ve continued our unprecedented economic momentum, and I look forward to the many successes that 2026 will bring.”Since the beginning of his administration, Gov. Beshear has announced more than 1,300 private-sector new-location and expansion project totaling over $45 billion in announced investments, creating more than 68,000 jobs. This is the highest Major announcements and industry growth power the second-highest mark for announced private sector investment in state historyinvestment figure secured during the tenure of any governor in the commonwealth’s history and $24 billion more than the next highest total. Major announcements throughout the commonwealth led the way for another banner year of economic success in 2025. In August, Gov. Beshear joined executives from General Matter to celebrate a major milestone in the company’s project toward establishing a $1.5 billion, 140-job uranium enrichment facility in McCracken County, which will be the largest economic development project in Western Kentucky history. The company recently signed a lease with the U.S. Department of Energy (DOE) for the former Paducah Gaseous Diffusion Plant, which paves the way for the company to seek the necessary permitting, licensing and contractual terms with the DOE to move the project forward.A week later, Apple and Corning Inc. announced plans for a $2.5 billion investment in Corning’s $10.5BAnnounced privatesector investment185New-location &expansion project9,600Projectedfull-time jobs62. FDI ALLIANCE INTERNATIONAL
KRISTINA SLATTERYCommissionerKentucky Cabinet for Economic DevelopmentM500 Mero Street, 5th Floor Frankfort, Ky 40601N502-564-7670EKristina.Slattery@ky.govdwww.newkentuckyhome.ky.govMercer County facility to produce 100% of the cover glass used in iPhone and Apple Watch units. Leadership at Apple indicated the project will help increase Corning’s manufacturing and engineering workforce by 50% in Kentucky.These and other manufacturing projects were a significant driver of a successful year, with nearly $9.5 billion in announcements contributing to nearly 7,600 announced jobs. Other notable manufacturing projects include Tate Inc., which will invest $61.2 million and create 400 jobs in Glasgow, representing the largest job-creation announcement in Barren County in 18 years, and GE Appliances investing $490 million and creating 800 jobs at its global corporate headquarters in Louisville to reshore laundry production from China.Kentucky’s nation-leading automotive industry was an integral part of this year’s growth as well, with 35 announcements leading to $2.7 billion in new investments and more than 1,400 announced jobs. The industry was led by a monumental announcement from Ford for a nearly $2 billion investment in the Louisville Assembly Plant to introduce an innovative manufacturing process that will serve as the platform for an all-new, electric mid-size pickup truck. The project also secures 2,200 jobs at the facility and introduces an “assembly tree” approach to the production process, which will increase efficiency, ergonomics and affordability.Other notable automotive projects of 2025 include:◼ Toyota’s announcement of a $204.4 million investment creating 82 jobs to boost hybrid production at the company’s largest manufacturing operation in the world in Georgetown.◼ Sumitomo Electric Wiring System’s $17 million expansion in Simpson County creating 76 new jobs.◼ The grand opening of Toyota Boshoku’s brand new, state-of-the-art “smart plant” in Hopkinsville, a $225 million investment creating 157 full-time jobs. National Recognition for Kentucky’s Surging Economy In 2025, Site Selection magazine ranked Kentucky in the top five overall and second in the South Central region for economic development projects per capita in its 2024 Governor’s Cup rankings, a placement the state has held during all five years of this administration.In July, the commonwealth was recognized with four counties landing in the top 20 per capita in Site Selection magazine’s America’s Best Counties ranking, more counties represented on the list than any other state. In October, the national recognition continued for the state’s economic growth and future preparedness as Kentucky placed 8th in Site Selection magazine’s 2025 Global Groundwork Index, which is based on capital investment and jobs announcements paired with infrastructure funding data. The placement represents the fourth consecutive year the commonwealth has placed in the top 10 of the ranking.State Programs Laying Groundwork for Future SuccessTeam Kentucky has continued its mission of developing, maintaining and retaining its world-class, versatile workforce, further supporting Kentucky’s thriving economy. In fiscal year 2025, the Bluegrass State Skills Corp. (BSSC) board of directors approved more than $9.5 million in training funds and credits for over 30,600 trainees across 115 Kentucky facilities.Aiding the state’s recent growth and sustained economic momentum has been the continued investment in site development initiatives. Last year, the commonwealth continued its aggressive approach to the growing speedto-market demand. Twenty-five counties were approved for site and development upgrades through the state’s Kentucky Product Development Initiative (KPDI) and Build-Ready program, setting these communities up for future economic success and job creation. These sites are paving the way for companies to locate and begin operations throughout the commonwealth quickly and efficiently, creating quality jobs and spurring further economic development. To date, 51 companies that have located on a PDI or KPDI-funded site, representing $5.7 million in capital investment and over 7,400 new jobs. And of Kentucky’s 28 available Build-Ready locations, 12 sites have been selected by companies for new location and expansion projects.These programs and partnerships are building on Kentucky’s track record of success and setting the foundation for even more economic growth in the years ahead.Stay up to date on the latest news in your New Kentucky Home at NewKentuckyHome.ky.gov.63. FDI ALLIANCE INTERNATIONAL
PARTNERSHIP IN PRACTICEHOW REGIONAL COLLABORATION IS POWERING THE ROCKCASTLE MEGASITEIn today’s highly competitive landscape for business attraction and industrial growth, economic development success is rarely the result of a single organization acting alone. Instead, it emerges from intentional partnerships. Alliances that are built without lines between counties, educational systems, utilities, workforce leaders, and private industry. The Rockcastle Megasite stands as a compelling example of how regional collaboration can transform a rural opportunity into an internationally competitive product.At the center of this effort is RGL Regional IDA: an organization created with a clear understanding that modern economic development demands scale, readiness, and unity. Rather than competing against one another, neighboring communities chose cooperation. That decision is now positioning the region as a serious contender for advanced manufacturing and global investment.◼ Regional Vision from Day OneLarge-scale employers are not simply searching for available land; they are looking for certainty. They want infrastructure capacity, workforce pipelines, community support, and partners who can execute quickly. Recognizing these realities, local leaders formed a regional authority to reduce fragmentation and present a unified vision for growth.The Rockcastle Megasite reflects that philosophy. With expansive, highly visible acreage and terrain graded flat enough to see for over a mile, the property offers the type of physical readiness that site selectors prioritize, as confirmed by receiving designations with Site Selector Guild RediSites and CSX Select Site. Yet what truly differentiates the Megasite is not just the land - it is the partnership structure behind it.Multiple counties aligned leadership, resources, and long-term planning to support a project larger than any single jurisdiction could realistically undertake. This approach signals to investors that the region understands the demands of modern industry and is prepared to meet them collaboratively.◼ Strategic Designations Build CredibilityPreparation is the currency of economic development, and third-party validation matters. The Rockcastle Megasite has earned respected industry designations that communicate readiness to investors before the first conversation even begins. These recognitions demonstrate that the site has undergone rigorous evaluation related to infrastructure feasibility, development timelines, and industrial suitability.For corporate decision-makers, such credentials reduce uncertainty and may accelerate a site’s position from longlist to shortlist.But designations alone do not close deals. Partnerships do.◼ Workforce AlignmentPerhaps the most powerful regional advantage is the alignment between education and industry needs. RGL’s Rockcastle Megasite is supported by a network of Area Technology Centers, community and technical colleges, and four-year universities that collectively create a layered workforce pipeline.This ecosystem is strengthened through active collaboration rather than passive proximity. Education leaders maintain ongoing dialogue with economic developers to anticipate skill demands and adjust programming accordingly. Employers increasingly expect this type of adaptability, particularly in sectors such as advanced manufacturing, metals, aerospace, automotive, and defense.A notable example is the region’s engagement with Partners for Rural Impact, a national organization focused on cradle-to-career pathways. Through this partnership, the area is advancing workforce innovation strategies that begin long before a hiring announcement is made by introducing students to technical careers, supporting credential attainment, and aligning training with future industry.Leadership integration further reinforces this approach. With workforce board representation connected to major employers and educational administrators participating in regional planning, decisions are informed by real-time labor insights rather than projections alone.64. FDI ALLIANCE INTERNATIONAL
The result is a workforce strategy that moves beyond recruitment toward sustainability.◼ Infrastructure as a Collaborative CommitmentMajor industrial projects demand resilient infrastructure, and delivering it requires strong, coordinated partnerships. Across the Rockcastle Megasite effort, regional stakeholders have demonstrated a shared commitment to building long-term capacity—particularly in utility readiness and system reliability. Key partners such as Delta Natural Gas and Touchstone Energy Cooperatives play a critical role in this foundation, providing the expertise, investment, and service stability that modern industry expects. The region also brought together eight small water districts to form the 150 Water Commission to own and operate a water distribution line that will provide reliability and redundancy throughout the region, improving both quality of life and provide for economic growth. The engagement of these partners reflects a broader regional understanding that utility partners are not simply service providers, but essential collaborators in economic growth. By approaching infrastructure through a regional lens, communities strengthen reliability not only for future employers but also for existing residents. Investments designed to support industrial growth frequently enhance everyday quality of life, improving service continuity and supporting population stability This dual benefit underscores an important truth: economic development infrastructure is community infrastructure◼ Telling the Regional Story That Investors UnderstandIn economic development, data may open the door, but story brings a region to life. The Rockcastle Megasite is grounded in a narrative of cooperation, preparedness, and shared ambition. Neighboring counties made the uncommon choice to collaborate rather than compete, defining partnership by creating unity rather than fragmentation.Investors are not simply selecting land; they are selecting partners. When education leaders, utilities, workforce organizations, and elected officials speak with one voice, it reflects organizational maturity and long-term readiness. Rather than imitating metropolitan areas, the region leans into authentic strengths: accessible leadership, responsive communities, and a culture built on relationships.The RGL story ultimately conveys confidence: a coalition thinking beyond borders, prepared to support industry for decades and committed to shaping a prosperous future together.◼ Leadership that Prioritizes ExecutionVision alone does not drive economic transformation. Execution does. Across the Rockcastle Megasite initiative, RGL Regional IDA and its partners have demonstrated a leadership model grounded in action, accountability, and regional trust. Public officials, private-sector leaders, educators, and utility partners have aligned around a shared understanding: opportunities of this scale demand timely decisions and coordinated follow-through.This execution-focused mindset is evident in the region’s proactive approach to site readiness, infrastructure planning, and workforce alignment. Rather than waiting for a prospect to surface, partners have invested early in advancing due diligence, strengthening utility capacity, and building educational pathways that anticipate industry needs. Such preparation signals reliability to investors, who increasingly prioritize communities capable of delivering on commitments.Equally important is the culture behind the work. Regional leaders have chosen collaboration over individual recognition, understanding that long-term economic vitality depends on collective success. Although the Megasite is located in Rockcastle County, County Judge Executives and Magistrates from both Garrard and Lincoln Counties fully supported forming RGL. On a state level, Kentucky House Representatives David Meade and Josh Bray saw no district boundaries when championing funding for the site to be purchased. This level of trust accelerates progress, reduces barriers, and allows the region to respond with agility when opportunities arise.Leadership here is defined not by rhetoric, but by results. By pairing strategic vision with disciplined execution, RGL and its partners are positioning the region for sustainable growth, demonstrating that when leadership moves decisively and together, transformational projects become achievable realities.◼ A Model for Rural CompetitivenessThe lesson emerging from the Rockcastle Megasite is both simple and profound: scale is achievable when communities collaborate intentionally.Rural regions cannot always outspend larger markets, but they can out-partner them.By aligning strategy, integrating education, investing in infrastructure, and presenting a unified voice, RGL Regional IDA and its partners have created more than a site - they have built a platform for generational growth.As companies search for locations capable of supporting advanced operations, regions that demonstrate cohesion will continue to rise above the noise. Partnerships are no longer a supplemental strategy in economic development.It is the strategy.And in the case of the Rockcastle Megasite, it is already reshaping what is possible for rural America. JEFFREY L. VANHOOKCEO\/EXECUTIVE DIRECTORRGL Regional Authority & Rockcastle County Industrial Development Authority(RCIDA)MPO Box 592 Mt. Vernon,KY 40456N(606) [email protected]. FDI ALLIANCE INTERNATIONAL
REACHING FOR THE STARSGrowing up in rural Kentucky, the clear, star-filled summer night skies bring the cosmos almost to your fingertips. All you have to do is look up. Kids lie on their backs in Kentucky’s famous bluegrass looking toward the heavens. They can see stars, planets and even man-made items like the international space station, as well as low-earth orbiting satellites without issues of light pollution that inhibit this stellar view in more urban settings. Kentucky is known around the world for bourbon and thoroughbred racehorses. However, most people—including many Kentuckians—do not realize the contributions of our state in the quest to understand the universe around us. The aerospace industry maintains a high profile across our state. From the pieces and parts made for airplanes, to engine components, brake assemblies and landing gears, if you take off or land on an airport runaway around the globe, you can thank a Kentuckian. Aerospace products represent Kentucky’s top global export over the past decade, eclipsing $20 billion (USD) for the first time in 2025. That is five times the amount of the next largest export category of industrial machinery and finished automobiles and parts. Kentucky ships aerospace products to 94 countries around the world annually, with the top locations including France, United Kingdom, China and Brazil.More than 100 manufacturing facilities employing more than 23,000 people across the aerospace, military and deep space exploration industries call Kentucky home. Over the last decade, 73 new or expanded aerospace facilities have announced investments. The aerospace industry in some way or another impacts almost every community and family in Kentucky. The industry certainly has touched my family and me in a personal way. My now-21-year-old son Canyon Thomas is a junior at Morehead State University. Canyon’s love of space started at an early age. His precocious nature in kindergarten and early grade school led to his own independent research on numerous subjects including Hot Wheels, Legos, super heroes, and dinosaurs. But his first love was always space exploration. He wanted to read one more book or watch one more program to feed his thirst for knowledge about the universe around him. His mother and I, determined to challenge him academically, began looking for opportunities to keep Canyon focused as his summer breaks from school enabled.In a previous job, I participated in a panel discussion about Kentucky’s aerospace industry; I was introduced to Dr. Benjamin Malphrus, who is the Executive Director of Morehead State University’s (MSU) Space Science Center. He often is referred to as the “Father of Kentucky Space Science”. Ben is one of the foremost authorities in the world in regards to cube satellites as well as radio astronomy through the MSU Space Science Center’s 13- and 21-meter radio telescopes, as well as working on countless projects for NASA, JPL and other space-related companies. Upon first meeting Ben, I told him I could not wait to introduce him to my then eight-year-old son Canyon who was enamored with space. Ben recommended that we come visit him at the Space Science Center and he would give us a tour.From the moment Canyon met Ben, he found someone whose passion for knowledge about space was equal to his own. The two hit it off immediately. Ben showed him the Space Science Center’s labs, clean room, anechoic chamber, planetarium, radio telescopes, control and communications center, and so much more. He even let Canyon hold a real-life cube satellite destined for space. Ben introduced his new, 66. FDI ALLIANCE INTERNATIONAL
much younger friend to the staff, professors and students at the center. Canyon soaked in everything he could.Dr. Malphrus recalled one of his first encounters with young Canyon, “I was drinking water out of a cup that had a complex mathematical theory printed on the side of it. I asked Canyon if he knew what it was. Sure enough, he recited what it was and explained the theory in detail. That is not something most elementary school students would recognize or even understand, but Canyon was always exhibiting his knowledge in interesting ways.” Upon returning home from this first meeting with Ben, Canyon kept asking when he would get a chance to visit with his new friend again. He recalled that Ben had mentioned how the university would set up camps during the summer for middle and high school students to learn more about space. I started making the calls to sign Canyon up for the summer camps but I found out that he was technically too young to attend since he was in fifth grade and not yet in middle school. I reached out to Ben to tell him we would have to wait until Canyon was older to sign him up for summer camp. Ben responded that he would reach out to the camp director and see if they could make an exception for Canyon. Ben’s request was granted and Canyon was on his way to his first summer camp.Jennifer Carter, Director of the Center for STEM+eXcellence housed at the Space Science Center and the person responsible for the annual summer camps said, “Canyon was always very inquisitive and constantly asking questions. He excelled in our project-focused camp, and the hands on construction of small satellites. He was exposed to everything a space system engineer would encounter, from physics and dynamics to programing Arduino boards and soldering circuits.” Carter would go on to see Canyon summer after summer through his middle and high school years. These camps allowed him to develop skills in concept development, engineering, construction and testing associated with the space industry. Later, he even assisted in running the camps.After his sophomore year of high school, which was in the height of the COVID pandemic, Canyon was named as one of 60 students from across the state to live on a college campus and participate in college classes while simultaneously pursuing their high school diploma. The Craft Academy is funded by an endowment established by Joseph Craft, CEO of Alliance Resource Partners and his wife, Kelly Craft, former U.S. ambassador to the United Nations. The Craft Academy seeks the best and brightest from Kentucky to jumpstart their academic journey with exposure to unique social and cultural experiences while pursuing their STEM (science, technology, engineering and math) degree at no cost to the students. The prestigious program has grown to 150 students annually and provides a springboard for technical careers. Graduates from the program can receive scholarships to continue their academic pursuits at Morehead State University or other schools and programs across the country. Canyon utilized his time at the academy to begin working toward a degree from Morehead State University’s space sciences program. From the moment Canyon first met Ben and then enrolled in the summer camps, little did he know he would be attending Morehead State University to become a Space Systems Engineer. Through his early years, Canyon found his hero and someone who would be a mentor, steering him on his space journey for many years to come.Canyon’s story is not unique. More and more Kentuckians are working to develop their own pathway to an aerospace career. Programs like the ones Canyon participated in are shaping opportunities that will not only influence career pathways but will also change Kentucky’s economic trajectory.Through Dr. Malphrus’ and others efforts, Morehead State University has become a household name at NASA. Malphrus states, “When we started the Space Science Center, we knew we were starting something unique, especially here in Kentucky. Little did I realize how far into the heavens our efforts would reach. I look at what our students have accomplished and I stand in awe, as so many have left their mark and fingerprints in space for all of mankind.”The space science program continues to contribute to NASA and commercial space missions, and to prepare students for tomorrow's aerospace jobs. The space science center is currently working with NASA as part of the Artemis program exploring the Moon with the goal to reach Mars. Every day, the space science students and staff are part of the discussions and solutions to exploring our closest celestial neighbors as the first non-NASA node on NASA's Deep Space Network (DSN-17). With recent upgrades, the space science center will also provide lunar tracking services as one of NASA’s Lunar Exploration Ground Stations (LEGS) for the newly developed Near Space Network Services (NSNS). NSNS will service NASA and commercial missions on the Moon and out to 2 million kilometers or about 1,242,742 miles. As humankind strives to understand more about the universe around us, Kentucky’s reach is impressive. It is truly amazing to know that a group of students led by some of the brightest minds in the space industry are steering many of those efforts, from right here in Morehead, Kentucky. For Kentucky, the sky is no longer the limit to what we can accomplish. Kentucky is actually reaching the stars. BRAD THOMASECONOMIC DEVELOPMENT KENTUCKY’S TOUCHSTONE ENERGY COOPERATIVESM 4775 Lexington Road 40391 P.O. Box 707, Winchester,KY 40392-0707N 859 595 6251E [email protected] d www.DataIsPower.orgDr. Benjamin Malphrus and Canyon Thomas sharing a laugh at the Morehead State University’s Space Science Center67. FDI ALLIANCE INTERNATIONAL
A NEW KENTUCKY HOME IN FRANKFORTFOR BIOTECHIdeally situated in the middle of the United States, Frankfort, Kentucky is a new home for the ag-tech and biotech industries. In July, Meridian Biotech announced it would invest $40 million and attract 35 high wage jobs in a new state-of-the-art facility to repurpose Bourbon distilled byproducts in Frankfort. The project is part of a partnership with Buffalo Trace Distillery.“We are proud to welcome Meridian to Frankfort with this incredible investment that will create high-quality jobs, strengthen our economic future and continue to grow Kentucky’s iconic bourbon industry,” Gov. Andy Beshear said. “It’s partnerships like these that prove we can honor tradition while embracing transformation and that Kentucky can be a leading force in the biotech industry.”The new state-of-the-art Meridian facility will convert byproduct from the distilling process into proteins that can be used for aquaculture products, pet foods and organic fertilizer. Meridian is the first biotech company to locate in Franklin County. Meridian also plans to work with Kentucky State University (KSU), a historically Black college and university, to offer internships and to collaborate with the school’s engineering department.“By reimagining distillery stillage as a resource rather than a byproduct, we’re pioneering new pathways in biotechnology that have the potential to transform the spirits industry,” said Brandon Corace, president of Meridian Biotech. Founded in 2017, the company develops sustainable biotechnological innovations to overcome the food challenge faced by the growing global population. In 2021, Meridian was selected to present its innovative technology during the Distillers Grain Reverse Pitch Competition, which was hosted through a partnership between the Distillers Grains Technology Council, the James B. Beam Institute for Kentucky Spirits, Awesome Inc., the Energy and Environment Cabinet and KY Innovation, within the Kentucky Cabinet for Economic Development, with support from the Kentucky Distillers’ Association.Franklin County Judge\/Executive Michael Mueller said the company aligns with the local leadership’s vision for the community: “We thank Meridian Biotech for their catalytic investment in Franklin County. Their commitment to sustainable and transformative technologies are a great match with our aspirations. Buffalo Trace Distillery continues to invest in being a model environmental steward. These two companies together demonstrate how bright the future is.”Frankfort Mayor Layne Wilkerson noted the collaboration required to make the project possible: “We’re thrilled to welcome Meridian Biotech to Frankfort, the result of a strategic effort to attract investment in the growing biotech sector and another sign of our city’s economic momentum. Their groundbreaking approach to repurposing distillery byproducts complements Frankfort’s commitment to innovation, our deep bourbon heritage and Buffalo Trace Distillery’s dedication to excellence. Having spent time with Meridian’s leadership, I’m confident their presence will significantly boost our community and demonstrate to other innovative companies that Frankfort is the right place for business.”The collaboration between Meridian Biotech and Buffalo Trace builds on the best five-year period for economic growth in state history.Site selector and economic development expert, Jay Garner, of Garner Economics in Atlanta, created a new economic development strategic action plan for Frankfort which leans in to the community’s strengths as a great place to live and raise a family with outdoor recreation, strong schools, and a passionate citizenry committed to the region. The Plan calls for advanced production, food processing and ag tech as targeted industries for current and future job growth. A new Franklin Anderson Commerce and Technology District set aside nearly 200 acres for development at the recently rezoned site along US 127 South adjacent to interstates I-64 and I-75.Frankfort’s success as part of a Top 10 Tier 2 Metro (as designated by Site Selection Magazine) is driven by a strong commitment to regionalism, a principle that Frankfort and its location in the Greater Lexington region continue to embrace through its Regional Competitiveness Plan. Since 2022, leaders from both the private and public sectors across the nine-county area have collaborated to implement action items outlined in the plan, aimed at enhancing the region’s ability to 68. FDI ALLIANCE INTERNATIONAL
attract jobs and talent while fostering a vibrant economic environment.“The collaborative spirit of our region has been pivotal in achieving recognition as a Top 10 Tier 2 Metro,” stated Gina Greathouse, Economic Development Executive Vice President, of Commerce Lexington, herself a native of Frankfort. “By working together, we are enhancing our region’s reputation as a prime business location while creating a sustainable environment for our workforce and residents.”Greater Lexington, Kentucky, is a rapidly growing biotech hub anchored by the University of Kentucky (UK), featuring over 100 specialized companies and the Coldstream Research Campus. Key sectors include pharmaceutical manufacturing, equine health, and AgTech, bolstered by a 17% workforce concentration in health\/bioscience and major expansions from firms like Piramal Pharma Solutions.Access to world-class and innovative resources for advances in biotech and pharma is crucial to site selection decisions.With the Universities of Kentucky, Louisville, and Cincinnati within a 100-mile radius of Frankfort, engineering talent is readily available. Kentucky State University (KSU), a historically Black college and university and a land grant college, offers specialized, handson engineering and technology programs that focus on application through its College of Business, Engineering, and Technology (CBET) to prepare students for technical careers. Core programs include a Bachelor of Science in Manufacturing Engineering Technology and a Bachelor of Science\/Master of Science in Biological and Agricultural Engineering. The School of Engineering and Technology emphasizes labs, and real-world solutions:◼ Workforce Development: Programs are designed to meet industry needs with a focus on producing industry-ready graduates.◼ Partnerships: The school leverages industry partnerships for internships and practical experience. Chair Dr Jyotica Batra noted, “The School of Engineering & Technology is dedicated to preparing the next generation of innovators, problem-solvers, and leaders in a rapidly evolving technological world. Through a blend of rigorous academics, hands-on learning, and cutting-edge research, we equip students with the technical skills, creative thinking, and ethical grounding necessary to drive progress across industries. Our programs span core engineering disciplines and emerging fields, supported by state-ofthe-art labs, industry partnerships, and a vibrant academic community.”For more information on opportunities in Frankfort, Kentucky, the Commonwealth’s Capital, contact Develop Frankfort at www.developfrankfort.orgPENNY PEAVLEREXECUTIVE DIRECTOR Capital Community Economic\/Industrial Development Authority, Inc. DBA Develop FrankfortM PO Box 1173 Frankfort,KY 40602.N502-275-6648Eppeavler@developfrankfort.orgdwww.developfrankfort.orgGene Burch of Gene Burch PhotographyStudents at Kentucky State University69. FDI ALLIANCE INTERNATIONAL
HISTORICALLY BIGEXPLOSIVEGROWTHANDAMEGASITEINKENTUCKY’SMOSTHISTORICCOMMUNITYHarrodsburg, Kentucky wears its history with pride. American flags, beautifully preserved 200 year-old homes, stone walls, and Old Fort Harrod frame the streets of Kentucky’s oldest town (est. 1774) and America’s oldest permanent settlement west of the Allegheny Mountains. Though charming and rural, the story unfolding there today is unmistakably forward-looking. Harrodsburg and Mercer County are gaining international attention for how they play into the future: as a serious destination for large-scale industrial investment.At the center of this momentum sits the Bluegrass Innovation Gateway (formerly known as the Wilkinson Farm Megasite), a massive, development-ready rail site backed not only by local leadership, but by a clear legislative mandate from the Commonwealth of Kentucky to bring industry to the site.Rooted in the Past and Betting “BIG” on the FutureHarrodsburg’s historic identity is not a constraint; it is a foundation. Community leaders have leveraged the town’s unique sense of place to attract families, while aggressively pursuing modern economic growth. The results speak for themselves. In 2025, Harrodsburg secured transformative investments that underscore its evolution from historic outpost to manufacturing hub, and those coming to the community are choosing to put down roots in the community as well.Earth Breeze announced a new manufacturing operation bringing more than 226+ jobs, sustainability, and a nationally recognized consumer brand to Mercer County. eFusionX, an aviation innovator focused on electrification and UAV’s\/drones, selected Harrodsburg for its growing operations. Most notably, Apple in partnership with Corning made headlines around the world with a $2.5 Billion commitment to expand iPhone and Apple Watch cover-glass production at Corning’s Harrodsburg facility, cementing the community’s role in global supply chains, consumer electronics, and advanced materials manufacturing.These announcements reflect not only 500 new jobs, but growing confidence in Harrodsburg’s workforce, infrastructure, and ability to deliver on complex industrial projects. On the back side of these announcements, the community’s unique charm and livability led to substantial housing growth, with more than double the number of residential building permits (for both single-family and multi-family) approved year over year. Mercer County offers a compelling quality of life proposition for relocating employees and executives alike, with the chance to live in the pristine Bluegrass Countryside while being only a 30-mile trip from the amenities, higher education, healthcare, and conveniences of Lexington and within 15 minutes of Danville, Lawrenceburg, and Nicholasville. This location allows companies to access a highly educated workforce comparable to that which they’d find in metropolitan areas (a population of about 800,000 within a 60 minute commute) while offering lower housing costs, no traffic, and a laid-back country lifestyle — a competitive advantage in today’s talent-driven economy. What’s more, the community has a long manufacturing history, and is already home to skilled auto workers and suppliers, paper makers, engineers, and more. In spite of all of the recent growth, the community is still a daily “exporter” of 2,500 full time workers making their commute elsewhere each day, signaling an opportunity for manufacturers to secure local talent with ease. 70. FDI ALLIANCE INTERNATIONAL
The Bluegrass Innovation Gateway: Scale, Speed, State-Backed CertaintyThe Bluegrass Innovation Gateway is the linchpin of Harrodsburg’s long-term industrial strategy. Encompassing approximately 958 contiguous acres of primarily flat, clear, heavyindustrial-zoned land, the site is capable of supporting campus-scale projects across advanced manufacturing, automotive and EV supply chains, energy, aviation, tech, healthcare\/pharmaceuticals, food processing, and more.What truly differentiates the site is not just its physical attributes, but the extraordinary level of commitment behind it.In 2024, the site was selected for $11.5 million in funding through Kentucky House Bill 1 and has since received continued funding from the Kentucky Cabinet for Economic Development, evidence of a state-level mandate from both the legislative and the executive branches and from both sides of the aisle to develop the Bluegrass Innovation Gateway for industrial use. These funds are dedicated specifically to extending project-ready water and sewer infrastructure to the site. For the next couple of years, this infrastructure can be customized to support the right mega-project at the right time — reducing risk, shortening timelines, and ensuring that infrastructure investment aligns directly with end-user needs with support from STV Engineers.This state-backed investment signals to industry that the Gateway is not speculative; it is a top-priority site for Kentucky.Key competitive features include:◼ Rail access: Approximately 1.5 miles of Norfolk Southern mainline rail adjancency, with the ability to develop on-site rail infrastructure for heavy industrial users and to accommodate unit trains if necessary. NS has already put together numerous possible configurations for the site. ◼ Highway connectivity: Immediate access to US-127 and rapid connectivity to the Bluegrass Parkway, Interstate 75, and Interstate 64.◼ Robust Electricity, Fast: Electric service from both Kentucky’s Touchstone Energy Cooperatives\/Blue Grass Energy and LG&E\/KU, and providing both serious existing capacity and redundancy for high-load industrial users, with a substation already under construction and an existing transmission connection to the EW Brown Power Plant less than 5 miles away, eliminating right-ofway and planning challenges if and when upgrades are needed.◼ Zoning Certainty & Public Ownership: Heavy industrial zoning across the entire site eliminates entitlement risk and accelerates development schedules. Exhaustive due diligence is complete, and the site is owned publicly by the Harrodsburg Mercer County Industrial Development Authority (HMCIDA).Further strengthening its credibility, the Bluegrass Innovation Gateway has been announced as a Site Selectors Guild “REDI Site”, with formal designation expected in early 2026. This recognition places the site among a select group of sites nationally that have undergone rigorous due diligence and have already been vetted by the best in the field of site selection.Partnership-Driven REDI-nessThe attractiveness of the Bluegrass Innovation Gateway megasite is the result of coordinated partnerships at every level. This new-to-market site is the product of 5+ years of planning and collaboration that has taken place behind the scenes. The Kentucky Cabinet for Economic Development has worked closely with local leaders to align incentives, infrastructure planning, and workforce strategy. Norfolk Southern Railroad has been an engaged partner in evaluating rail service options and long-term logistics potential. Utility partners — including LG&E\/KU and Kentucky’s Touchstone Energy Cooperatives — are actively involved in planning scalable, resilient energy solutions tailored to megaproject requirements.Companies evaluating “BIG” will encounter a solution-oriented and aggressive team ready to act fast rather than fragmented stakeholders. This team has rallied financial resources, utilities infrastructure, and workforce capabilities around one shared objective: making the site one of the best in the nation and a place where large projects can find stability and certainty. A community positioned for its next centuryHarrodsburg’s story is no longer just about where Kentucky began. It is the epicenter of where Kentucky’s economy is headed. Historic Harrodsburg offers exactly what companies and site selectors need: an ongoing economic development winning streak, REDI Site designation, and deep public-private partnerships, Harrodsburg offers something rare in today’s site selection environment: authenticity paired with execution certainty and low risk.For companies seeking scale, rail access, speed to market, Harrodsburg is a community with both heritage and “BIG” ambition that stands “REDI”… not someday, but now.GREYSON EVANS, CECD, MPAChief Executive OfficerHarrodsburg - Mercer County Industrial Development AuthorityM488 Price Avenue, Suite 3Harrodsburg, KY 40330N [email protected]. FDI ALLIANCE INTERNATIONAL
NEBRASKASTATE OFGOVERNOR JIM PILLENLocated at the geographic center of the United States, Nebraska offers a powerful combination of economic stability, strategic connectivity, and forward-looking innovation. Often recognized for its deep agricultural roots, Nebraska has evolved into a diversified and resilient economy that supports advanced manufacturing, food processing, logistics, financial services, renewable energy, and technology-driven industries. Nebraska’s central location provides a logistical advantage that few states can match. Major interstate highways, Class I railroads, and air cargo infrastructure enable efficient access to both coasts and international markets. For companies focused on supply chain optimization and distribution efficiency, Nebraska serves as a natural hub within North America’s transportation network. Agriculture remains foundational to Nebraska’s identity, but today it is powered by advanced technology, data analytics, and sustainable practices. The state is a leader in agribusiness, food production, and agricultural innovation, attracting investment in precision agriculture, biofuels, and value-added food processing. This modernization of traditional industries reflects Nebraska’s ability to blend heritage with innovation. Manufacturing continues to play a critical role in the state’s economic growth. Producers of machinery, transportation equipment, fabricated metals, chemicals, and consumer goods benefit from competitive operating costs, reliable energy infrastructure, and a skilled workforce. Over the past year, expansions in advanced manufacturing and food processing facilities have reinforced Nebraska’s reputation as a dependable, production-driven economy capable of scaling efficiently. Financial services and insurance also contribute significantly to Nebraska’s diversified economy. Cities such as Omaha and Lincoln have developed strong reputations as centers for banking, fintech, and corporate headquarters operations. This sector diversity strengthens economic resilience and offers investors confidence in the state’s balanced growth model. Workforce development is central to Nebraska’s long-term strategy. Partnerships between industry, community colleges, universities, and technical institutions ensure alignment between employer needs and talent preparation. Apprenticeship programs, workforce retraining initiatives, and targeted education investments support both established industries and emerging sectors. Nebraska’s strong work ethic and low unemployment rates further enhance its appeal to employers seeking reliable and committed talent. Infrastructure investment remains a priority, with continued improvements to highways, broadband connectivity, and energy systems. The state’s leadership recognizes that modern infrastructure underpins economic competitiveness, particularly as industries adopt automation, digital platforms, and data-driven operations. Nebraska also distinguishes itself through fiscal responsibility and a stable regulatory environment. Conservative financial management, probusiness policies, and collaborative state-local partnerships provide predictability for investors. Companies operating in Nebraska often cite the accessibility of leadership and the efficiency of regulatory processes as key advantages. Beyond economic metrics, Nebraska offers a high quality of life marked by affordable living, safe communities, and strong civic engagement. This stability contributes to workforce retention and long-term business continuity — factors increasingly valued by global companies evaluating expansion locations. 72. FDI ALLIANCE INTERNATIONAL
CUMING COUNTY, NEBRASKAA CONNECTED, SKILLED, AND BUSINESS FRIENDLY DESTINATIONA Prime Location for GrowthIn the heart of northeast Nebraska, Cuming County stands out as a thriving hub where tradition and innovation meet. For companies seeking a connected, cost efficient, and workforce ready location; Cuming County offers the ideal foundation to start, expand, and succeed. With deep agricultural roots and a growing industrial base, it’s a county where business and community move forward together.Infrastructure and ConnectivityCuming County’s strategic location connects businesses easily with larger regional markets. U.S. Highways 275 and 77 provide direct access to major trade routes and nearby urban hubs like Omaha and Sioux City. Reliable broadband, modern utilities, and an efficient transportation network make the county equally well suited for manufacturing, logistics, and agricultural enterprises.Recent infrastructure investments have strengthened everything from freight movement to digital connectivity, ensuring businesses operate smoothly in both physical and digital marketplaces.Agricultural Strength and Industry LeadershipAgriculture is the backbone of the local economy and Cuming County leads the nation in scale and productivity. It is the number one county in the United States for cattle on feed, a distinction that underscores the depth of its agri business ecosystem.From livestock production to feed manufacturing, food processing, equipment fabrication, and transportation services, this concentration of agricultural activity creates an unmatched network of suppliers, expertise, and opportunity. For companies in food processing, ag tech, and renewable energy, Cuming County represents both a strong market and an ideal supply chain location.Workforce & EducationA county’s success depends on its people, and Cuming County’s workforce embodies Nebraska’s hallmark work ethic. Local schools and training partners, including Northeast Community College and area universities, align programs with employer needs in 74. FDI ALLIANCE INTERNATIONAL
precision agriculture, skilled trades, healthcare, and advanced manufacturing.That commitment to education ensures a talent pipeline ready to fill the needs of today’s industries and tomorrow’s innovations.Population Growth, Housing & Market PotentialCuming County continues to attract families and professionals who want the benefits of a rural lifestyle without sacrificing opportunity. The communities of Bancroft, Beemer, West Point, and Wisner are seeing strong residential growth, each featuring new housing developments designed for modern living and workforce needs.These projects are helping meet growing demand from both new residents and returning Nebraskans who value safe neighborhoods, quality schools, and short commutes. Combined with investments in recreation, healthcare, and local business, these housing expansions reflect a dynamic county planning for a bright future.A Pro Business EnvironmentEntrepreneurship thrives in Cuming County. Local leadership and the Cuming County Economic Development Board, in partnership with state agencies, streamline permitting, offer competitive incentives, and connect new and expanding businesses with vital resources.Nebraska’s low tax burden, stable economy, and central location enhance the county’s already strong business climate making it a smart, strategic choice for investment.Invest in Cuming County — Where Business, Agriculture, and Community Grow TogetherWith national leading agricultural resources, connected infrastructure, skilled talent, modern housing, and a welcoming business environment, Cuming County, Nebraska, stands ready to help businesses of every scale grow and succeed.Discover more about opportunities in Cuming County at SweetHomeCumingCounty.comDAVID BRANCHEXECUTIVE DIRECTORCUMING COUNTY ECONOMIC DEVELOPMENTM200 S. Lincoln St, West Point, NE 68788N402-372-6001Ecceddirector@cumingcounty.ne.govdwww.cumingcounty.ne.gov dwww.sweethomecumingcounty.com75. FDI ALLIANCE INTERNATIONAL
Centralized Logistics Hub | Skilled WorkforceHigh Quality of Life | Competitive Business EnvironmentCost-Effective Operations | Stress Free Driving200 S. Lincoln St, West Point, NE 68788 | [email protected] | www.sweethomecumingcounty.comCUMING COUNTY ECONOMIC DEVELOPMENTWELCOMETOCUMINGCOUNTYNEBRASKA
WHY YORK COUNTY, NEBRASKAINFRASTRUCTURETHATCONNECTS.ACOMMUNITYTHATPERFORMS.In today’s site selection environment, competitive advantage is built at the intersection of infrastructure, workforce readiness, market stability, and execution certainty. Companies are no longer choosing between connectivity and community as they expect both.York County, Nebraska delivers on that expectation. Centrally located and supported by a pro-business culture grounded in collaboration, York County offers nationalscale logistics, intentional workforce development, and a quality of life that supports long-term talent retention and population stability.◼ Infrastructure & Connectivity Built for PerformanceYork County’s geographic position is one of its strongest assets. Located at the crossroads of Interstate 80 and four-lane U.S. Highway 81, the county provides direct north–south and east–west access across the Midwest. From York, companies can reach major regional markets within a single day’s drive—while operating in a community designed for efficiency and responsiveness.That connectivity anchors the 200-acre Northwest York Industrial Park, the City of York’s third industrial park and its most strategically planned. Divided by Highway 81, the site offers dual frontage, immediate interstate access, and flexibility for manufacturing, logistics, and distribution operations at scale. There are 112.88 acres left on the east side of Highway 81. York County’s approach is deliberate: industrial sites are not merely zoned—they are master planned, extensive due diligence has been completed and positioned to move quickly from concept to construction.Infrastructure readiness extends beyond transportation. York County’s utility systems are built to support industrial growth with reliability and scalability in mind. Power is provided through a stable regional network with capacity to support energyintensive manufacturing operations, while water and wastewater infrastructure are planned in coordination with industrial development to ensure adequate volume and pressure for current and future users. Broadband availability continues to expand, supporting modern manufacturing, logistics, and data-driven operations that rely on connectivity as much as physical access.What distinguishes York County is not simply the presence of infrastructure, but the certainty around it. Utility providers, city leadership, and York County Development Corporation (YCDC) coordinate early in the site-selection process to confirm capacity, timelines, and costs; reducing risk and allowing companies to plan with confidence.For site selectors, that level of coordination translates into fewer unknowns and faster paths from decision to operation.◼ Rail, Air & Multimodal AdvantageThe BNSF Railway mainline runs along the east side of the Northwest York Industrial Park. Conceptual engineering for a mainline switch and internal spur is already complete, allowing BNSF to work directly with an end user to construct rail service aligned with operational requirements. This forward planning reduces uncertainty and accelerates project timelines.On the west side of the park sits York Municipal Airport, supporting private general-aviation access for corporate and technical users. While not a commercial facility, it provides flexibility and convenience that decisionmakers value.Together, interstate, highway, rail, and privateair access create a multimodal logistics network rarely found in communities of comparable size—delivering reach without congestion and access without excess cost.78. FDI ALLIANCE INTERNATIONAL
◼ A Pro-Business Environment That DeliversInfrastructure alone does not drive success—alignment does. York County’s business environment is defined by coordination, clarity, and a shared commitment to execution.YCDC works closely with the City of York, utilities, education partners, and state agencies to streamline development from first conversation through long-term operation. At the Northwest York Industrial Park, full due diligence is already complete, reducing risk and providing site selectors with the confidence to move forward decisively.That collaboration is intentional and embedded in local leadership.As York Mayor Barry Redfern shared on YCDC’s 17-County podcast: “What makes York County special isn’t just where we are on a map, it’s how we work together to move projects forward for business and community.”For companies evaluating locations, that alignment translates into predictable timelines, responsive partners, and fewer surprises.◼ Workforce & Education: Talent by DesignA strong infrastructure strategy must be matched by a strong workforce system. York County’s talent approach is built on early exposure, practical training, and long-term retention.Local public and private K–12 schools partner with employers to introduce students to career pathways in manufacturing, healthcare, business, and technology—creating awareness and alignment early in the talent pipeline.That pipeline is reinforced by two key postsecondary assets:◼ Southeast Community College’s York Learning Center, providing workforce training, continuing education, and customized programs developed in partnership with industry.◼ York University, a four-year private institution recognized for academic excellence, leadership development, and civic engagement; producing graduates who contribute meaningfully to the regional economy.Together, these institutions support both immediate workforce needs and long-term leadership development, strengthening the region’s labor market resilience.◼ Population Growth, Quality of Life & Market ConfidenceYork County continues to attract residents seeking opportunities without sacrificing affordability or connection. Families are drawn by strong schools, safe neighborhoods, modern healthcare, and a sense of belonging that supports long-term commitment.The York Creative District, approved by the Nebraska Arts Council, adds cultural vitality through art, design, and locally driven placemaking. Outdoor recreation, community events like Yorkfest, trails, golf, and nearby lakes enhance daily life and support workforce retention.Importantly, York County’s proximity to Lincoln (45 minutes) and Omaha (90 minutes) provides access to larger labor sheds, commercial air service, and urban amenities—without the cost structure or congestion of metro locations.York County also benefits from its position within Nebraska’s broader manufacturing and logistics ecosystem. The region supports a diverse mix of advanced manufacturing, agriculture-related processing, and distribution operations, creating supply-chain synergies and a resilient economic base.Companies locating in York County gain access not only to the local workforce, but to a broader regional labor shed spanning central and eastern Nebraska. This connectivity supports growth without the volatility often associated with larger metropolitan labor markets.Nebraska’s reputation for consistency; regulatory, fiscal, and operational, further reinforces market confidence. For international firms entering or expanding within the U.S., York County offers a stable platform: predictable costs, strong work ethic, and a location well-positioned to serve both domestic and global markets.As Rick Pfeifer, longtime York County journalist and community leader, shared on the 17-County podcast: “When people understand the story of a place, they’re more willing to invest their time, talent, and resources into its future.”That investment—by residents, employers, and partners; is visible across York County’s continued growth.◼ Built on Partnership, Positioned for What’s NextYork County’s momentum is the result of consistent collaboration across public, private, and educational sectors. Its industrial parks host established employers who continue to invest and expand, supported by a community that understands the importance of planning for long-term success.The Northwest York Industrial Park builds on that legacy by offering flexibility for single large users or multiple complementary tenants, supported by infrastructure designed for scalability and certainty.◼ Rise Above the OrdinaryFor executives evaluating U.S. locations, York County offers a compelling proposition: national connectivity, a pro-business environment, intentional workforce development, and a community positioned for sustainable growth.Here, infrastructure performs, partnerships matter, and people choose to stay.To learn more about opportunities at the Northwest York Industrial Park and how your company can rise above the ordinary, visit www.yorkdevco.com.LISA HURLEY, CECD, MEDPEXECUTIVE DIRECTORYORK COUNTY DEVELOPMENT CORPORATIONM601 N Lincoln Avenue York, NE 68467 N402-362-3333 | 402-326-1125Elhurley@yorkdevco.comdwww.YorkDevCo.comdwww.WhyYorkCounty.com79. 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WITH “725,000 SF OF DIGITAL MUSCLE” - WHY THE ST. LOUISGLOBE BUILDING IS THE ULTIMATE URBAN CARRIER HOTELIn the heart of St. Louis, a city historically defined by its role as the \"Gateway to the West,\" a new kind of frontier is being settled. It isn't measured in miles of railroad track or river tonnage, but in petabytes, milliseconds, and megawatts. Standing as a monolith of this digital age is The Globe Building, a 725,000-square-foot Art Deco fortress that has been meticulously reimagined for the 21st century.Known colloquially as the \"High-Tech Castle,\" The Globe Building is far more than a high-tech historic landmark renovation. It has evolved into a unique, urban carrier-class data center hotel, specifically engineered for the high-intensity demands of Artificial Intelligence (AI) mission workloads. With a rare synergy of massive physical infrastructure, unallocated power reserves, and a nationally-significant secure intelligence footprint --- The Globe is repositioning St. Louis as a primary hub for the Global Geospatial Intelligence (GEOINT) and AI sectors.The Globe Building in St. LouisTo understand why The Globe Building is being dubbed a \"High-Tech Castle,\" one must look at the anatomy and the three foundational pillars that define its utility: Big Space, Big Power, and Big Fiber. In the world of data centers, these are the “holy trinity of infrastructure,” and The Globe offers them at a scale that few urban facilities in North America can match:1. BIG SPACE: The building’s origins as a 1930s railroad terminal give it an architectural \"over-engineering\" that modern developers only dream of. The floor loads are massive, easily capable of supporting the heavy loads of UPS systems and other high-density infrastructure required for AI models.Within its 725,000 square feet, the building currently houses 150,000 square feet of carrier-class data centers. For AI firms, this isn't just about floor space; it’s about the \"Mission-Ready\" capability of the building to scale horizontally and vertically; 2. BIG POWER FUELING THE AI ENGINE: If “space is the body, then power is the blood.” AI workloads—particularly those involving Large Language Models (LLMs) and neural networks—requiring substantial predictable power. While many urban centers are currently \"powerconstrained,\" The Globe Building is in an enviable position of surplus.The building has recently added 10 MW of unallocated utility power, specifically set aside for new tenants and expansion. Looking ahead, an additional 20 MW of power online in 2027. This roadmap provides a rare level of certainty for firms that need to know their \"High-Tech Castle\" won't run out of fuel as their AI mission workloads grow.3. BIG FIBER - THE CARRIER-NEUTRAL HOTEL: As an Urban Carrier Hotel, The Globe Building serves as a critical intersection for the fiberoptic \"highways\" of the Midwest. It features a robust Meet-Me-Room (MMR) where more than 12 major fiber providers converge. This carrier neutrality allows tenants to cross-connect with minimal latency.The Globe combines a 705-compliant, 465 seat, multi-tenant SCIF with 150,000 SF of adjacent carrier-class data centers within the same facility. Classified ops, unclassified collaboration, and in-building compute under one roof in downtown St. Louis. The AI Mission Workload: Why The Globe is DifferentMost data centers are \"dormitories\"—spaces where servers sit and store data. The Globe Building, however, is a \"Hotel for Mission Workloads.\" 80. FDI ALLIANCE INTERNATIONAL
The distinction lies in the active, high-compute nature of the work being done within its walls.AI \"mission workloads\" require more than just a place to store data; they require an environment that can handle the thermal intensity of GPU-accelerated computing. The Globe's infrastructure supports the specialized power densities and cooling configurations that modern AI clusters demand. By integrating these data centers into an urban environment—rather than a remote field—firms gain the advantage of being close to the talent, decisionmakers, and specialized agencies that use their data.A Secure Haven: A 75,000-Square-Foot Multi-Tenant SCIFPerhaps the most unique attribute of The Globe Building is its integration of highly secure, classified workspaces. It features 75,000 square feet of multi-tenant SCIF space (Sensitive Compartmented Information Facility), providing 465 secure seats:◼ 705-Compliant: Meeting the stringent technical specifications for physical security, acoustic shielding, and electronic surveillance protection.◼ NGA Accredited: Fully accredited by the National GeospatialIntelligence Agency.◼ One of the Largest in the Nation: It stands as one of the largest multi-tenant such secure facilities in the United States outside of the Washington\/Northern Virginia area.For defense contractors and AI firms working on classified national security projects, this \"Classified Coworking\" model is a game-changer. It allows firms to move in and start working on high-level contracts immediately, without the years-long wait times and multi-million dollar costs of building their own private SCIFs.The \"Geospatial Center of Gravity\"The Globe Building has become the St. Louis \"home base\" for a \"Who's Who\" of major Geospatial Intelligence firms. The presence of these industry titans creates a synergistic ecosystem where data providers, AI developers, and intelligence analysts operate under one roof, including:◼ General Dynamics Information Technology (GDIT)◼ Esri (The global leader in GIS software)◼ BAE Systems◼ Westway Services◼ T-Kartor USAThis concentration of talent has turned The Globe into the center of the Downtown North Insight District. When an AI firm moves into The Globe, they aren't just renting a server rack; they are moving next door to the very companies and agencies that define the global geospatial market.Proximity to GEOINT Demand: The NGA West ImpactThe Globe Building’s strategic value is further amplified by its geography, being just several blocks away, the National Geospatial-Intelligence Agency’s (NGA) new $1.75 billion Western Headquarters:◼ 1 million square feet of office and secure space.◼ A 100-acre high-security campus.◼ A workforce of 3,100 employees tasked with the nation's most critical mapping and intelligence missions.The proximity of The Globe to the new NGA St. Louis HQ creates a seamless \"Secure Corridor.\" Contractors working with the NGA can host their data centers and unclassified teams at The Globe, while utilizing the building's SCIF space for classified briefings and collaborative missions. This \"urban carrier class\" ecosystem ensures that the data being processed by the NGA is supported by the massive compute power and low-latency fiber resident within The Globe.The Economic Renaissance of Downtown North Innovation DistrictThe transformation of The Globe Building is a cornerstone of the broader revitalization of downtown St. Louis. By focusing on \"AI mission workloads\" and \"Carrier-Class\" infrastructure, the building’s ownership has pivoted away from the traditional, struggling office market and toward the high-growth \"digital infrastructure\" economy.The mix of uses is uniquely complementary. In many cities, data centers are isolated in industrial parks, and intelligence firms are hidden in suburban bunkers. The Globe Building brings them together in a vibrant urban core. This attracts a workforce that wants the amenities of a city—walkability, dining, and culture—combined with the high-tech capabilities of a world-class data hub.The Globe Building: Vision for the FutureThe Globe Building is a testament to the idea that the \"bones\" of the past can support the \"brain\" of the future. Its evolution from a railroad terminal to a \"High-Tech Castle\" mirrors the evolution of St. Louis itself—from a hub of physical logistics to a hub of digital intelligence.It is the only facility in the region that offers the \"triple threat\" of move-inready carrier-class data centers, a world-class geospatial tenant roster, and a massive accredited SCIF—all within blocks of the NGA’s newest headquarters.In the global race for AI supremacy, with its Big Space, Big Power, and Big Fiber, The Globe Building is the cornerstone of this new St. Louis.RICHARD C. D. FLEMINGe [email protected] www.communitydevventures.comCEO,Community Development Ventures, Inc. St. Louis81. FDI ALLIANCE INTERNATIONAL
PARTNERSHIPS: FDI-LED-RELOThis holistic model summarizes a successful corporate expansion that secures the initial investment by focusing on the final, human-centered step: the well-being and effective integration of newly recruited talent.The core concept is that the success of the initial investment (FDI) is secured by the final, human-centered step (RELO), directly mitigating the financial risk of failed relocations.The FDI-LED-RELO ContinuumThis model connects Foreign Direct Investment (FDI) to Local Economic Development (LED) and PeopleCare\/Relocation (RELO) services.Phase Core Function Primary Stakeholders Role of \"People Care\"FDI (Foreign Direct Investment) Investment Engine Foreign Corporation\/Investor, Government AgenciesCreates the demand for new, specialized talent. The investment ROI is the ultimate business objective.LED (Local Economic Development)Infrastructure BuilderLED Agencies, Local Government, Chamber of CommerceFacilitates land purchase, permitting, and corporate connections. Creates the \"new economy\" jobs.RELO (Relocation & Settling-In)Human Bridge; Soft LandingCommunity Expertise, Housing\/Real Estate, Mobility SpecialistsEnsures the talent and their family successfully transition, integrate, and remain productive. This directly mitigates the financial risk of failed relocations, protecting the FDI.Guidance on \"People Care\" \/ Relocation ServicesThese are specialized services that go beyond simply selling or renting a house, acting as a \"soft landing specialist\" for new hires and their families. They are critical for long-term assignment success, productivity, and employee well-being◼ The Human Bridge: This positions the professional \"team\" (mobility specialists and real estate professionals) as the continuing main point of contact for the human element of relocation and community integration, including personal guidance during the \"early days\/weeks\".◼ Balancing Business & Human Needs: Effective People Care combines a results-driven approach (ensuring the employee and family are settled-in to enable quicker productivity) with consistent, personal support geared to reduce stress and the feeling of being the \"outsider\" for the entire family.◼ People Care as an Insurance Policy: The services should be imagined as an \"insurance policy\" to better enable the investment R-O-I to grow fast.82. FDI ALLIANCE INTERNATIONAL
Key Areas of Personal Attention (PEOPLE CARE)Attention Family-Focused ExamplesCommunity Integration Providing personalized, in-depth city\/area orientation tours that help the family feel confident and comfortable, turning a foreign place into a home.Family\/Spouse Support Addressing the special needs of accompanying family members, such as assisting a spouse with dual-career options or helping a teenager adjust to a new lifeEssential Logistics Comprehensive support for immediate settling-in needs, including assistance with utility setup, banking, driver's licenses, and area orientation.By focusing on the professional services and attitudes within mobility management, this framework highlights the necessary link that enables effective people transitions and supports the \"mental health\/human\" factors of a new life.EDWIN (ED) B COHENN (+1) 619 787 3100 WhatsAppE [email protected] GlobalBusinessNews.netGlobalBusinessNews-TVnetworkSUPPORTING COMMENTARY◼ US-Based Corporate Mobility Manager What’s Most Important — And Why:\"To me the most important aspect of managing an employee family’s RELO is not on customer service. Instead, it is to focus on project management and the relo timeline.If you can identify and know how to communicate what needs to happen, and in which order, to ensure the family feels understood and cared for, you’ve set a firm foundation for excellent customer service.Your partners such as the RELO company, real estate agents, movers, and counselors will be optimally equipped for their mission to move your employee’s family safely from A to B and alleviate as much of their stress as they can.While a business will have the transferring employee’s productivity front-of-mind, RELO support should equally focus on the transferring family’s needs to ensure it can adjust faster to their new home and settle in happily.\"INTERNATIONAL INVOLVEMENTS◼ Stockholm, Sweden–Based Mobility Services ExpertI work with global mobility and immigration, helping organizations attract and retain international talent by navigating complex regulations in a structured, compliant, and human way.With a background spanning immigration, relocation, operations, and quality management, I bring a holistic perspective to mobility — balancing regulatory requirements with employee experience and business needs. I’m particularly passionate about creating solutions that are practical, outcome-driven, and built on strong service and governance frameworks.Today, my focus is on supporting employers and their international employees throughout the entire journey — from immigration strategy and permits to relocation, establishment, and long-term compliance. I strongly believe that mobility done well reduces stress, builds trust, and enables both people and organizations to thrive.I enjoy collaborating with clients, partners, and peers across the industry, and I’m always happy to exchange perspectives on global mobility, immigration trends, and how we can continue to raise the bar for quality and service.83. FDI ALLIANCE INTERNATIONAL
PENNSYLVANIASTATE OFGOVERNOR JOSH SHAPIRO With its prime location bridging the Northeast and Mid-Atlantic regions, Pennsylvania has long been a center for commerce, innovation, and industrial excellence. Its access to major highways, rail networks, and international ports, combined with proximity to major metropolitan markets like New York City, Washington D.C., and Philadelphia, makes Pennsylvania an ideal hub for companies seeking both domestic and global reach. Pennsylvania’s economy is marked by diversity and resilience. Traditional industries such as manufacturing, steel, chemicals, and energy coexist with thriving sectors in life sciences, advanced technology, logistics, and fintech. Over the past year, the state has continued to attract substantial investment in both established and emerging industries, reflecting confidence in its skilled workforce, supportive business climate, and forward-thinking economic development initiatives. Energy and infrastructure play a defining role in Pennsylvania’s growth story. The state is a national leader in natural gas production, clean energy development, and advanced power technologies. Investments in modern energy infrastructure, combined with the expansion of industrial parks and logistics corridors, create efficient, scalable environments for companies across multiple sectors. Pennsylvania’s strategic location along key transportation and shipping routes enhances supply chain efficiency and opens new avenues for domestic and international trade. Innovation is a cornerstone of Pennsylvania’s economic vision. Leading research universities and technology incubators collaborate closely with businesses, fostering breakthroughs in biotechnology, advanced manufacturing, robotics, and information technology. This integration of research and enterprise ensures that Pennsylvania remains at the forefront of emerging technologies and provides a continuous stream of talent to support high-growth industries. Corporate expansions and relocations across cities such as Philadelphia, Pittsburgh, Allentown, Harrisburg, and Erie underscore the state’s investment appeal. Recent projects include advanced manufacturing hubs, technology centers, logistics facilities, and research campuses, all contributing to job creation, regional development, and enhanced global competitiveness. Pennsylvania’s balanced mix of urban innovation centers and accessible suburban and rural locations allows companies to find the right environment to grow their operations. Workforce development remains a central focus, with partnerships between industry, higher education, and technical programs creating talent pipelines tailored to the state’s evolving economic needs. Apprenticeships, vocational training, and specialized programs ensure that businesses have access to skilled professionals equipped for modern industries, from advanced manufacturing to life sciences and IT. Quality of life, community development, and economic stability make Pennsylvania attractive to both employees and investors. Affordable living, rich cultural heritage, and strong civic infrastructure complement a competitive business climate, creating an environment where companies can thrive while their employees enjoy a high standard of living. 84. FDI ALLIANCE INTERNATIONAL
EInfinite Erie is uniting leaders to fund and fuel the region’s most ambitious projects.We’re building momentum — and it’s working.Discover what’s next at InfiniteErie.orgWHERE STRATEGYMEETS ACTIONConvening,Catalyzing,Championing
ERIE COUNTY MAKES THINGS HAPPENCharacter anchors the strength of every community. The character of Erie County, Pennsylvania, is anchored in making things — and making things happen. The region’s can-do spirit drives a diverse, dynamic economy powered by a skilled and adaptive workforce. Traditional manufacturing remains strong, alongside forward-looking industries such as advanced plastics, cybersecurity, green technology, high-tech agriculture and food processing.Fueled by more than $1 billion in economic investment in a decade, this Great Lakes community is ready to make things happen, too, for international, regional and homegrown businesses looking for a strategic, wellresourced environment in which to build a strong future. ◼Support in dollars … and business senseA laser focus on action — targeted, flexible and innovative approaches — to support new and expanding enterprises makes business happen in Erie County.It’s a team effort. Connecting businesses with the expertise, capital and operational support they need to put down roots or branch out in this uniquely well-situated community requires close collaboration.A network of economic development agencies, community groups, philanthropic organizations and strategic initiatives is active — and proactive. The Erie County Redevelopment Authority (ECRDA) plays a pivotal role.The authority invests strategically in the county’s infrastructure, real estate, and business development and helps businesses acquire, develop and redevelop real estate. Between 2020 and 2025, ECRDA channeled more than $160 million into Erie County through loans, grants, and redevelopment projects to help fuel the region’s accelerating economy. Working with local, state and federal partners, ECRDA provides access to resources and support services to help entrepreneurs as Fueled by more than $1 billion in economic investment in a decade, Erie County is ready to make things happen. \"\"86. FDI ALLIANCE INTERNATIONAL
well as established businesses build strong, healthy and successful enterprises. It ensures projects are eligible for the maximum financial incentives and facilitates permitting to help businesses deliver projects on time and within budget. Together, Erie County’s network of economic development partners operates with the common goal of helping businesses start, scale and thrive. This support — along with the region’s strategic setting, skilled workforce and attractive quality of life — gives businesses the confidence to invest in Erie and grow with the region.◼ Cornering the market on location Situated on Lake Erie in the northwest corner of Pennsylvania — bordered by both Ohio and New York — Erie County offers companies proximity to customers and clients across the region. Cleveland, Pittsburgh, and Buffalo are nearby, and almost half of the U.S. population is within a day’s drive.Major highways, railways, an international airport, and Pennsylvania’s only Great Lakes port make Erie a hub for transportation, logistics and manufacturing.In addition to shipping and recreation, Lake Erie also provides access to an increasingly valuable component for many successful enterprises: an abundance of fresh water. Land is also bountiful in Erie County — both open spaces for agriculture and shovel-ready and move-in ready locations for a range of commercial and industrial enterprises. Among the newest sites primed for business are Ironworks Square, a mixed-used facility near Erie’s downtown, and McKean Business Park, 160 acres near the intersections of Interstates 90 and 79 under development with integrated fiber optics, on-site power grid, water and sewer capacities, and zoning.◼ Well-skilled, well-schooled workforce When it comes to skilling up the workforce for today’s highly technical jobs, few midsized cities can equal Erie as an educational center. Four universities, the nation’s largest medical school, a regional college focused on workforce development, and Pennsylvania’s newest community college are at home here, along with trade and technical schools. The universities, which include Penn State Behrend, Gannon University, PennWest University, and Mercyhurst University, work closely with the county’s growing industries to meet their evolving workforce needs with a pipeline of well-qualified — and tailormade — talent. The universities also support business expansion, innovation and development through a variety of initiatives and partnerships.◼ Low-cost, high-satisfaction livingErie is not just a great place to learn and work, but also a great place to live, play, and build a future. In 2025, WorldAtlas spotlighted Erie as one of the 8 Best Places to Live on the Great Lakes, an international accolade that compared communities in both the U.S. and Canada. The glowing snapshot cited the Erie region’s vast recreational opportunities and low cost of living but just touched the surface of all it has to offer to both lifetime residents and newcomers following business opportunities.Miles of beaches, yacht clubs and sailing, fishing — even ice fishing on Presque Isle Bay — make Lake Erie a focal point of yearround recreation. And on Erie’s bustling, ever-expanding waterfront, construction is set to begin this year on another new hotel and a year-round market house that will bring commerce, culture and community to the waterfront. An extensive state-funded reconstruction of the main bayfront access parkway is also underway to improve traffic flow and create better connections between the waterfront and Erie’s vibrant downtown, where more than $500 million in investments have expanded museums and created new restaurants, apartments and infrastructure.But quality of life in Erie hinges on more than fun and play. Three major hospital systems offer quality care locally as well as access to world-class medical innovation and expertise in nearby cities. Fiber optic broadband reaches more than 90% of the county and continues to expand for the benefit of residents and businesses alike.◼ Erie is ready. Are you?Across Erie County, economic activity pulses. A collaborative approach to complex, highstakes projects ensures businesses thrive, create new jobs and build a prosperous future.With expansive community amenities, including our amazing Bayfront, and a strong, diverse economy rich in opportunity, Erie County is primed for investment. The region’s workforce and cohesive economic development ecosystem are ready to make the products of tomorrow — and to make things happen today for businesses looking for an exceptional place to launch.Discover how ECRDA can help your business thrive in Erie County.TINA M. MENGINECHIEF EXECUTIVE OFFICERERIE COUNTY REDEVELOPMENT AUTHORITYM1314 Griswold PlazaErie, PA 16501N814.480.0337 x 101 (o)814.434.9532 (m)[email protected]. FDI ALLIANCE INTERNATIONAL
PARTNERSHIP AS THE OPERATING SYSTEM OF MODERN FDITHE ALIGNMENT ADVANTAGEOver the past 15 years working in investment attraction through The Varanda Network, I’ve sat at many tables where everyone was focused on closing a deal, where incentives were negotiated, site visits were organized, and announcements were drafted. And yet, more often than not, what ultimately determined whether capital was committed wasn’t the spreadsheet or financials, it was alignment.Having “grown up” in industry, specifically infrastructure, I quickly adopted the principles of the Triple, and later Quadruple, Helix models in working alongside government, as The Varanda Network’s foundation. We didn’t always call it that. In practice, it simply meant that investment succeeds when government, enterprise, research institutions, and community are not operating in parallel, but in partnership.By the pandemic, I had begun working intentionally with academia, connecting research innovators to industry innovators, and I began to connect the dots for a “collaborate-to-innovate” mindset.Across the Atlantic Ocean, through his work with FDI Alliance International, Courtney Margetson was seeing the same pattern from the investment promotion side. He was engaging jurisdictions on how they position themselves to global investors. I was working with global investors helping them decide where to establish a presence. Different perspectives; same conclusion: investors don’t experience jurisdictions in silos, they experience ecosystems.When Courtney and I began comparing notes, he in the UK and I in Canada, it became clear that investment promotion and investment attraction needed to be more intentionally connected. That recognition, along with Courtney's vision for an FDI media platform, led to our partnership and launch of FDI Live. It would not be as a traditional media venture, but as a platform designed to bring the right actors into the same conversation. Because increasingly, FDI moves toward confidence; and confidence is built through partnership.FDI Is Not a Moment. It’s a System.The Triple Helix Model of Economic Development reminds us that innovation and growth emerge from collaboration, simultaneous interactions, between government, industry, and academia. Its Quadruple extension recognizes that civil society — talent, entrepreneurs, communities — also plays a defining role.In practical terms, investors tend to evaluate four interlocking dimensions:◼ Infrastructure & Connectivity ◼ Pro-Business Environment ◼ Workforce & Education ◼ Population Growth & Market Dynamics None of these pillars stand alone. Each depends on visible coordination.Infrastructure & Connectivity: Where Alignment Becomes TangibleInfrastructure is often the first lens through which investors assess readiness. Ports, airports, digital networks, logistics corridors, energy 88. FDI ALLIANCE INTERNATIONAL
systems — these are concrete signals. But what matters more than the asset itself is the story behind it.Was infrastructure planned with industry demand in mind? Are universities supporting research tied to those sectors? Is policy enabling long-term expansion?Through FDI Live, conversations that bring together public officials, industry leaders, and research institutions allow jurisdictions to demonstrate that their infrastructure strategy is not happenstance, it is intentional. The platform becomes a space where alignment is visible, not assumed.Pro-Business Environment: Predictability Through PartnershipA pro-business environment is often described in terms of regulation, taxation, and incentives. But investors look beyond policy documents. They assess whether organizations communicate with one another.Do agencies collaborate? Are decision-makers accessible? Does industry feel heard?When jurisdictions participate in cross-sector dialogue alongside companies, educators, and ecosystem partners, they demonstrate not just policy strength, but relational strength. That relational confidence reduces perceived risk.Workforce & Education: The Talent CompactTalent is now central to almost every FDI decision. Yet workforce depth is not simply a matter of numbers; it is a matter of responsiveness.Are employers influencing curriculum design? Are governments supporting reskilling initiatives? Are universities embedded in regional strategy?FDI Live’s conversations frequently sit at this intersection, where academia, employers, and policymakers articulate how they are working together. In doing so, the helix model becomes more than theory; it becomes observable practice.Population Growth & Market: The Human DimensionIncreasingly, investors evaluate whether a region can attract and retain talent. Housing availability, healthcare access, quality of life, immigration strategy — these influence long-term viability.Economic strategy and community strategy can no longer be separated.By including not only institutional leaders but also growth companies and ecosystem voices, FDI Live reflects the Quadruple Helix reality: civil society is part of the economic equation. Market confidence is strengthened when community readiness is part of the conversation.From Conversation to ConfidenceIf partnership is the operating system of modern FDI, then platforms that convene stakeholders become part of the infrastructure itself.FDI Live was built on that belief. Each discussion is intentionally structured to bring multiple helix actors into alignment, not for promotion alone, but for interaction.The objective is not to showcase isolated strengths, but to reveal how those strengths connect.In a world shaped by geopolitical uncertainty, supply chain recalibration, and demographic change, investors are not simply selecting locations with competitive incentives. They are selecting places where the system appears to work. Where infrastructure connects to industry. Where policy connects to talent. Where growth connects to community.That is the alignment advantage. And increasingly, partnership is what makes it possible.Connecting stories, marketsCOURTNEY MARGETSON & opportunitiesFounder & [email protected] FERNANDESCo-founder & [email protected]. FDI ALLIANCE INTERNATIONAL
THE DIGITAL BRIDGECONNECTING TALENT, TRAINING, AND OPPORTUNITY THROUGH TECHNOLOGYLaborshed studies consistently reveal a pattern that should give every economic developer pause: communities possess far more workforce capacity than they realize. These supply-side labor availability studies show significant percentages of currently employed workers open to changing jobs, homemakers interested in workforce participation, and retirees willing to rejoin the labor market—all within existing community boundaries.The talent is there. The problem is connectivity.Across the country, communities facing persistent workforce shortages are discovering an uncomfortable truth: the challenge is often not an absolute lack of talent, but a systemic failure to connect available workers with available opportunities. Training programs exist but remain invisible to those who need them. Career pathways that could transform lives stay hidden behind institutional silos and outdated outreach methods.This matters because workforce quality and availability consistently rank among the most critical factors in corporate location decisions. Area Development's 2025 Corporate Survey found that skilled labor availability ranks as the third highest priority for site selection consultants and corporate executives. “Our clients are prioritizing investments in communities with clear workforce development plans,” said Charles Sexton, Strategic Location Advisors CEO. Technology can bridge these gaps and demonstrate that a community has a workforce plan, and pipeline. It must be deployed strategically as workforce infrastructure rather than as an afterthought.◼ The Communications Foundation: Workforce Attraction & Talent Development WebsitesEvery effective workforce strategy begins with a central hub for information and communication. A dedicated digital presence can make careers visible, pathways clear, and connections possible. Yet many communities still scatter workforce information across multiple agency websites, making it nearly impossible for job seekers or career changers to understand what opportunities exist locally.A purpose-built workforce attraction website serves as the connective tissue for all other digital strategies, aggregating opportunities across employers and centralizing training program information. Without a communications hub, even the most innovative workforce tools lack a destination to drive engagement toward. “Economic development organizations are uniquely positioned to coordinate community-wide workforce efforts by bringing together employers, training providers, and support partners. By centralizing opportunities, resources, and next steps on a single website, they make it easier for talent and hiring managers to connect and for residents to build careers in their home communities,” said Aaron Brossoit, Golden Shovel Agency CEO.◼ Ecosystem Mapping: Making the Invisible VisiblePerhaps no technology better addresses the connectivity problem than the digital mapping of workforce ecosystems. Companies like EcoMap have developed interactive digital tools that visually connect training programs, internships, apprenticeships, funding sources, and hiring opportunities into navigable pathways. When integrated into workforce websites, automation reduces the administrative burden of keeping pathway information current.For job seekers, these tools answer questions like \"Where do I even start?\" A high school student exploring manufacturing careers can see the local community college program, the apprenticeship with a regional employer, available funding assistance, and projected salary trajectory, all connected in a single view. For economic developers, ecosystem mapping reveals gaps where training programs don't align with the needs of employers or residents. This insight enables action, such as the development of VOLT-on-theGo!, a mobile training program available in Tracy, California, or the development of a Bitcoin Mining Institute in Palestine, Texas.◼ Virtual Reality: From Career Exploration to Workforce TrainingVirtual reality has emerged as one of the most powerful tools for both workforce attraction and training. These two distinct applications work 90. FDI ALLIANCE INTERNATIONAL
together to address the full talent development lifecycle through a tool that is user-friendly and widely adopted by Gen Alpha, Gen Z, and Millennials.◼ VR for Career ExplorationMany communities struggle with perception problems as much as talent problems. Research on rural outmigration indicates that approximately 40 percent of young people leaving small towns consists of collegebound \"achievers\" who often leave for good, in part because they don't perceive viable local career pathways.Shelby County, Kentucky confronted this challenge directly. Shelby County Industrial & Development Foundation (SCIDF) partnered with Golden Shovel Agency to create immersive 360-degree VR videos featuring local manufacturers including Martinrea International, voestalpine Roll Forming Corporation, IPL Macro, and Amcor. As Libby Adams of SCIDF noted, \"Our goal is to motivate and inspire students to look at the opportunities that are around them.\"Broken Arrow, Oklahoma deployed similar technology to introduce residents to healthcare and emergency management careers. These sectors face acute shortages nationwide but exposing students and underemployed adults to these positions is difficult due to patient privacy and safety concerns. Virtual reality solves this problem by taking viewers on an immersive journey through the hospital and into dynamic environments such as fire department training simulations or helping complete a helicopter rescue. ◼ VR for Workforce TrainingBeyond attraction, VR is transforming how workers are trained. Oregon Trail Electric Cooperative, facing a national shortage of electrical lineworkers, integrated VR into its training approach. According to the U.S. Bureau of Labor Statistics, employment of electrical power-line installers and repairers is projected to grow 7 percent from 2024 to 2034, with approximately 10,700 openings projected annually and median annual wages of $92,560.The VR training produced by Golden Shovel, allows workers to practice high-risk scenarios in safe environments and develop spatial awareness of equipment before entering the field. This translates to reduced training costs and fewer safety incidents for employers.Research supports the approach. A University of Maryland study published in Virtual Reality found that participants using VR headsets demonstrated 8.8 percent higher recall accuracy compared to desktop displays, with median recall accuracy at 90.48 percent for immersive environments. PwC's 2020 study on VR soft skills training found that employees trained in VR completed training were 275 percent more confident in applying what they learned.◼ Gathering Data & Connecting the DotsDigital talent interest surveys proactively identify residents who are open to new opportunities, career changes, skill development, or re-entering the workforce. Rather than waiting for individuals to search job boards or visit workforce centers, economic developers can proactively reach out to assess interest and readiness to engage.Survey data allows economic developers to identify hidden mobility and discover which currently employed residents are open to local job changes before they begin searching externally. They map latent interest among homemakers, retirees, or underemployed individuals who would consider workforce participation under the right circumstances. And they reveal specific barriers preventing participation so services can be tailored accordingly.The Iowa Workforce Development laborshed study model exemplifies this approach. By systematically surveying residents about workforce interest and availability, communities consistently discover that thousands of individuals would accept local employment. ◼ Building Your Digital Workforce InfrastructureTechnology investments in workforce development should be evaluated as core infrastructure. These assets create lasting capacity rather than onetime programs that disappear when grant funding ends. Communities seeing the strongest returns are those building integrated systems where websites, ecosystem mapping tools, virtual reality content, and mobile delivery reinforce each other.The starting point matters less than the commitment to connectivity. The talent is there. The technology exists. The only question is whether your community will build the bridge.Golden Shovel Agency partners with economic development organizations and workforce boards nationwide to design and implement technologyenabled workforce strategies. Learn more at goldenshovelagency.com.BETHANY QUINNPresidentGolden Shovel AgencyN (443) 924-0726E [email protected] www.goldenshovelagency.coml https:\/\/www.linkedin.com\/company\/goldenshovel-agency\/91. FDI ALLIANCE INTERNATIONAL
SOUTH CAROLINASTATE OFGOVERNOR HENRY MCMASTERFrom its historic coastal ports to its rapidly expanding inland manufacturing corridors, South Carolina has positioned itself as one of the most dynamic growth economies in the American Southeast. Blending global connectivity with competitive operating costs and a collaborative business climate, South Carolina continues to attract international investors seeking both scale and stability. A defining strength of South Carolina is its direct access to international trade routes. Anchored by the Port of Charleston one of the fastest growing ports on the East Coast the state serves as a gateway for transatlantic and global commerce. Integrated rail and highway systems connect coastal infrastructure to inland industrial hubs, creating an efficient distribution network that supports advanced manufacturing, automotive production, aerospace, and logistics operations. Over the past year, South Carolina has reinforced its reputation as a manufacturing powerhouse. The automotive industry remains central to the state’s identity, supported by a robust ecosystem of global automakers and Tier suppliers. At the same time, aerospace and advanced materials industries continue to expand, reflecting sustained international confidence in the state’s workforce capabilities and pro-business policies. These sectors are complemented by growth in life sciences, renewable energy, and technology driven services, contributing to a diversified and forward looking economy. Corporate expansions across regions including Charleston, Greenville, Columbia, and Spartanburg underscore South Carolina’s continued momentum. New facilities, research centers, and production investments are generating thousands of skilled jobs while strengthening supply chain networks across the Southeast. The state’s ability to align infrastructure, workforce training, and economic incentives has created an environment where global companies can move from announcement to operation with efficiency and predictability. Population growth is another key driver of South Carolina’s economic acceleration. As one of the fastest growing states in the region, it continues to attract talent drawn by employment opportunity, affordability, and quality of life. This steady inflow of residents supports labor force expansion and fuels demand for housing, healthcare, retail, and commercial development reinforcing a cycle of sustainable economic growth. Workforce development remains a strategic priority. South Carolina’s technical college system and industry partnerships provide customized training programs tailored to employer needs. This coordinated approach ensures that companies entering or expanding within the state have access to skilled labor prepared for modern manufacturing, engineering, and technology-intensive roles. Infrastructure modernization further strengthens South Carolina’s investment profile. Continued expansion of port capacity, logistics facilities, and digital connectivity demonstrates the state’s commitment to long-term competitiveness. Energy reliability and strategic site development initiatives provide additional advantages for industrial users seeking scalable solutions. South Carolina’s growth story is defined not only by numbers, but by alignment alignment between state leadership, local communities, and private enterprise. The result is an agile economic environment capable of responding to global market shifts while maintaining operational stability. 92. FDI ALLIANCE INTERNATIONAL
Home to Coastal CarolinaUniversity & Horry GeorgetownTechnical College, drivingadvanced workforce educationand training.
A COMMUNITY BUILT FOR BUSINESSHOWPARTNERSHIPSDRIVE SUCCESS INHORRYCOUNTY, SOUTHCAROLINAWhen international companies explore opportunities for expansion or relocation in the United States, they seek more than competitive costs or attractive sites. They look for certainty, infrastructure reliability, a skilled workforce, and a community that will support them every step of the way. In Horry County, South Carolina, that comprehensive support network is not just available—it’s a strategic priority woven into how the region fosters economic growth.At the heart of this effort is the Myrtle Beach Economic Development Corporation (MBREDC)—an organization defined by its commitment to partnership. Whether working with the South Carolina Department of Commerce, utility providers, developers, local government, educational institutions, or business leaders, MBREDC brings the right partners together early so companies locating in the Myrtle Beach region are supported from first contact through full operation and beyond.A Region on the Rise: People, Jobs, and GrowthHorry County’s economic fundamentals are strong and growing:Population growth: Recent estimates place Horry County’s population at over 410,000 residents, representing roughly 18% growth since 2020—one of the fastest growth rates in South Carolina. Employment expansion: The local economy supports about 160,000 jobs, and employment grew by nearly 3.7% from 2022 to 2023—well above national averages. Labor force strength: The civilian labor pool in the region exceeds 156,000 workers, with an unemployment rate near 3%, significantly below national averages and reflective of a strong local labor market. Employer base: The county is home to more than 10,500 employer establishments, contributing to a diversified business landscape across sectors such as retail, healthcare, manufacturing, and professional services. This combination of growth, employment opportunity, and business activity signals a dynamic business environment—and one that is continuing to evolve and attract investment.Infrastructure and Strategic Advantage◼ For companies evaluating a U.S. presence, logistics and connectivity are critical. Horry County offers geographic advantages that resonate with European investment strategies:◼ The region is within a two-day drive of two-thirds of the U.S. population, including major East Coast markets plus key inland metros that drive consumer demand and supply chains. Local partnerships with utility providers ensure reliable power, water, gas, and broadband infrastructure tailored to industry needs—reducing uncertainty and keeping projects on schedule.These strengths are backed by a businessfriendly tax structure, competitive utility rates below national averages, and a statewide ranking of South Carolina as the secondbest state for business in key site selection categories. 94. FDI ALLIANCE INTERNATIONAL
Partnerships That Make Workforce ReadyA skilled, adaptable workforce is a competitive advantage—and Horry County delivers. Local education and training providers are deeply engaged with industry to ensure talent pipelines meet real-world needs:The region’s labor pool exceeds 150,000 workers, and strong partnerships with educational institutions like Coastal Carolina University and Horry Georgetown Technical College support workforce readiness with advanced training and job placement rates near 95%. Collaborative workforce initiatives with state partners such as readySC offer tailored recruitment, screening, and job-specific training for companies entering the region. By connecting employers with training providers early in the site selection process, MBREDC helps ensure that businesses can scale operations quickly with the talent they need.A Unified Public-Private VisionWhat distinguishes Horry County from many other markets is the deep level of cooperation between the private sector, local governments, elected officials, and economic development partners. Rather than operating in silos, these stakeholders work collectively to:◼ Align local ordinances and permitting processes to support speed and predictability◼ Coordinate site development with targeted infrastructure investments◼ Align workforce development with industry demand◼ Ensure ongoing engagement with existing businesses to strengthen supply chains and support growthThis collaborative model ensures that companies are welcomed and supported, from preliminary due diligence to long-term operation.Real Results Backed by InvestmentThe region’s momentum isn’t theoretical—it's visible in recent new investments and job creation:◼ MBREDC’s efforts have attracted significant private-sector investments, such as new fulfillment and industrial facilities, reflecting confidence in the region’s potential. ◼ The county’s GDP has grown into the tens of billions of dollars, underpinning a strong economic base that supports both large-scale operations and entrepreneurial ventures. These wins are not standalone achievements—they reflect coordinated action across sectors and illustrate how public-private collaboration accelerates economic impact.Why Horry County Works for International Business◼ For European companies seeking a new foothold in North America, Horry County offers:◼ Strategic location with access to major transport and consumer markets◼ Growing population and robust labor force◼ Collaborative business ecosystem that simplifies expansion◼ Low regulatory friction and competitive cost structures◼ Ongoing engagement with public and private partners committed to collective successIn Horry County, business isn’t about navigating complexity alone—it’s about entering a community where partners are united behind your success.Through a partnership-driven approach, MBREDC has built a model of economic development that aligns the interests of companies, government, utilities, educators, and community stakeholders—creating fertile ground for investment, growth, and long-term competitiveness.For companies evaluating the next move in the U.S. market, Horry County and the Myrtle Beach region are more than an option—they are a place ready to support your vision.SANDY DAVISPRESIDENT & CEOMyrtle Beach Regional Economic Development CorporationMP.O. Box 261966 Conway,SC 29528-6066 N(843) [email protected]. FDI ALLIANCE INTERNATIONAL
GLOBAL CAPITAL, LOCAL SILOSWHY FDI KEEPS FALLING SHORTForeign Direct Investment has never been more active and rarely less aligned.Delegations travel constantly. Trade missions fill up calendars. There are conferences, platforms, announcements, MOUs everywhere you look. On the surface, the FDI ecosystem seems vibrant. But underneath all this activity sits an uncomfortable truth: the actual outcomes aren't keeping pace. Too many companies struggle after they land. Too many \"wins\" quietly disappear within a couple of years. And very few ecosystems manage to build lasting value over time.This isn't about lack of funding. It's structural.Motion versus progressFDI today is full of motion but that's not the same thing as progress.Most players in the system are doing exactly what their incentives tell them to do: attract deals, secure announcements, protect their turf. Cities compete with other cities. Regions with regions. Countries with countries. Everyone optimizes for their own backyard.The problem? Companies don't expand locally. Capital doesn't flow locally. Talent doesn't think locally. Expansion is global by nature, and that's where everything breaks down. We've built a globally moving economy on top of locally fragmented thinking.The real cost of silosAsk why companies fail abroad and you'll almost never hear \"we didn't get enough incentives.\" The reasons are usually much more consistent: poor understanding of the market, execution costs they didn't see coming, partners who weren't the right fit, cultural and operational blind spots, fragmented support once they've actually landed.These are ecosystem failures, not founder failures. But FDI structures reward the front end—closing the deal—not what happens after. Deals get \"won,\" but the value doesn't compound. And when things go wrong? Nobody's really responsible. Everyone did their part. Nobody owns the full journey.What we lost: communityThere was a time when FDI felt more relational than transactional. People knew each other across borders. They shared insights informally. There was this sense, imperfect, sure but real, that helping a company succeed somewhere else didn't hurt your own position. It made the whole ecosystem stronger.That's mostly gone now. The space has become competitive, defensive, sometimes territorial. Information gets guarded. Everyone talks about collaboration, but it doesn't happen much in practice.Which is ironic, because global expansion only works when ecosystems actually cooperate. A win for the neighbor is a win for the neighborhood—in exposure, in jobs, in ecosystem strength. When a company succeeds in one market, it validates the region. Success compounds regionally, not just locally.But real compounding doesn't just happen. It requires systems that learn, that capture what worked, what didn't, and why. Most FDI ecosystems start from scratch with every new company, repeating the same mistakes because there's no mechanism to build intelligence over time.When Amazon launched its search for a second headquarters, Toronto didn't just submit a city bid. The entire region came together- Toronto, the Greater Toronto Area, the Province of Ontario. They built a unified proposition that went beyond municipal boundaries, presenting a cohesive narrative about talent pipelines, infrastructure, and regional connectivity.They didn't win, but the process revealed something important: when ecosystems actually coordinate across jurisdictional lines, they can compete 96. FDI ALLIANCE INTERNATIONAL
at a completely different level. That kind of alignment is still the exception, usually reactive rather than built into how the system normally operates.Planting flags where you're truly welcomeCompanies today are planting flags around the world, but not randomly. They're choosing locations where they're genuinely supported, not just incentivized.Tax breaks matter, obviously, but they're just one piece. What matters more is the full picture: access to the right talent, proximity to clients who actually need what you're building, regulatory clarity, a network of service providers who understand your sector, local partners who can open doors.And increasingly, companies are looking for something else: a clear long-term vision. Look at what's happening in the Gulf countries. Massive investments in ecosystems. Deliberate bets on emerging technologies. A willingness to take chances on sectors that others are still debating. Forward-thinking policy that isn't stuck in old patterns. They're building entire industries from the ground up with a 20- or 30-year horizon in mind.Companies can sense the difference between a market that wants their announcement and a market that wants their success. The ecosystems that understand this are the ones companies return to, expand in, and recommend to others.Why incentives don't fix thisWhen systems underperform, the default response is always incentives: bigger grants, faster visas, better tax breaks. Here's the thing - incentives create interest, but they don't create readiness.A company that doesn't understand its target market will struggle whether you give them a grant or not. A founder who's underestimating operational complexity won't be saved by a tax holiday. Incentives are a tool, not a strategy. Without the right context, they just mask deeper problems.The missing layer: global intelligenceOne of the biggest gaps in FDI today is perspective. Most public actors see one geography. Some see a region. Very few see patterns across markets - where companies actually come from, where they tend to end up, which entry strategies work repeatedly.Some of the clearest insights aren't sitting with governments. They're with globally active service providers, firms that work across multiple jurisdictions and watch the same mistakes happen over and over. They understand friction points before they turn into failures. They spot regulatory bottlenecks, cost blind spots, cultural mismatches, long before any public data shows up.But that intelligence almost never feeds back into how systems are designed. What's needed is a compounding intelligence system, one that captures lessons from every expansion and feeds that knowledge back into how ecosystems prepare for the next company. Not starting from scratch each time but building on what came before.There are emerging efforts to change this. Platforms like GlobalExpand.io have the promise of bridging that gap, connecting markets, aggregating cross-border intelligence, helping ecosystems assess readiness more objectively. But these remain early steps in what needs to be a much broader shift.Collaboration—but make it practicalReal collaboration isn't more panels or working groups. It's shared readiness frameworks instead of everyone building their own from scratch. It's honest conversations about what failed, not just highlight reels of success. Getting public, private, and service actors aligned before companies land, not scrambling after problems show up. Treating intelligence like a shared asset, not something you hoard for competitive advantage.Most importantly, it requires shifting from \"who gets the deal\" to \"how does this company actually succeed.\"The cost of standing stillIf nothing changes, FDI will keep looking successful on paper while underperforming in reality. Ecosystems will keep relearning the same lessons from scratch.The future of FDI belongs to those who can collaborate globally while executing locally, who understand that competitiveness and cooperation aren't opposites but complements. Companies are planting flags where they find genuine support—not just subsidies, but ecosystems that help them win. Where there's a clear vision for the future, not just preservation of the past. Where intelligence compounds instead of evaporating.The regions that understand this will build momentum. The ones that don't will stay busy and fall behind.JAN WILLEM GILLEz +1 416 788 2204e [email protected] d https:\/\/www.expandwithace.com\/Head of the Americas97. FDI ALLIANCE INTERNATIONAL
TEXASSTATE OFGOVERNOR GREG ABBOTTEverything is bigger in Texas including opportunity. As one of the largest and fastestgrowing economies in the United States, Texas stands as a global force in energy, advanced manufacturing, technology, logistics, and international trade. If Texas were an independent nation, its economy would rank among the largest in the world a testament to its scale, productivity, and diversified industrial base. Strategically positioned along the U.S. Mexico border and the Gulf Coast, Texas offers unmatched access to global markets. Its network of deep water ports, international airports, interstate highways, and cross-border trade corridors makes it a central engine of North American commerce. The state consistently leads the nation in exports, serving as a gateway for goods moving between the United States, Latin America, Europe, and Asia. Energy remains foundational to Texas’s economic leadership. As the nation’s top producer of oil and natural gas, and a growing leader in wind and solar power generation, Texas embodies both traditional energy strength and renewable innovation. This balanced energy portfolio provides reliable, competitive power a decisive advantage for energy intensive industries such as petrochemicals, advanced manufacturing, and data infrastructure. At the same time, Texas has emerged as a major technology and innovation hub. Cities such as Austin, Dallas, Houston, and San Antonio are attracting global firms in software development, semiconductor manufacturing, artificial intelligence, aerospace, and life sciences. The state’s business friendly regulatory climate, absence of personal state income tax, and competitive operating costs continue to draw corporate relocations and headquarters expansions at an unprecedented pace. Manufacturing and industrial growth remain core drivers of job creation. From automotive assembly plants and aerospace facilities to electronics, defense, and food processing operations, Texas supports a broad and integrated supply chain ecosystem. Recent expansions across metropolitan and regional markets reflect sustained investor confidence in the state’s infrastructure capacity and workforce depth. Population growth further fuels Texas’s momentum. As one of the fastest-growing states in the country, Texas continues to attract domestic and international migration, expanding its labor force and consumer base. This demographic growth strengthens housing markets, retail demand, healthcare services, and infrastructure investment reinforcing long-term economic resilience. Workforce development is central to Texas’s competitiveness. A vast network of universities, community colleges, and technical institutions collaborates closely with industry to deliver specialized training aligned with high-growth sectors. Whether in engineering, healthcare, logistics, or advanced manufacturing, Texas provides companies with access to a large and skilled talent pool. Infrastructure investment remains a priority to support this scale of growth. Continuous expansion of highways, ports, energy grids, and broadband connectivity ensures that Texas can sustain industrial acceleration while maintaining operational efficiency. Public-private partnerships further enhance the state’s capacity to respond quickly to evolving global market demands. Texas’s economic narrative is defined by ambition and execution. It is a state that combines entrepreneurial culture with industrial power, global connectivity with regional strength, and innovation with stability. For international investors, Texas represents not only market access, but market leadership. 98. FDI ALLIANCE INTERNATIONAL
BUILDINGLEGACIES.Decatur, Texas is a fast-growingDFW community built on integrityand a vision for the future. Thebusiness community has a richhistory of pioneers in industries from ranching to manufacturing. 940.393.0350DECATUR-EDC.COMDECATUR ECONOMIC DEVELOPMENT CORPORATION203 W WALNUT ST #102 DECATUR, TX 76234Based on Heritage.940.393.0350DECATUR-EDC.COMToday Decatur is home to legacy businesses as well as new and diversified industries choosing to relocate into our community. Existing and new employers are creating quality jobs in our community for current and future generations of our workforce. Decatur boasts nonstop access to the global marketplace, located 25 miles from Interstate 35 and Alliance Airport, and 45 minutes from DFW International Airport. Aordable real estate, a skilled workforce and a business friendly environment all make Decatur the premier choice for business operations. Decatur Economic Development Corporation’s 162-acre fully developed Eagles Landing Business Park and 370-acre Landmark Industrial Park will help your business grow into the future in Decatur.
GROW WITH WHARTONAPARTNERSHIP FOR YOUR SUCCESSHave you ever experienced difficulties developing your business in cities where it takes months to meet with city staff to discuss your project, or where regulations restrict your ability to submit development applications? Have you experienced where city staff impedes your ability to submit a building application? Have you been informed that it will take about 18 months to obtain a permit to begin construction of a simple building? I previously worked for a city similar to the one described. That city did not partner with businesses seeking to open in our community, and it became known as not business-friendly. Luckily, that city recognized its error and changed its practices. Unfortunately, it takes time to change and earn the trust of the development community to become business-friendly once a negative reputation is established.Rather than hinder development, the City of Wharton actively encourages and seeks developers to locate in our community. The City of Wharton establishes a partnership to support the success of your development or business, as this benefits everyone. When you are successful and sustainable, we as a community are successful.Due to growth in the Houston Metropolitan Area along the Gulf of Mexico in Texas, development is expanding into rural communities, such as Wharton, Texas, which is embracing change and preparing, which helps businesses that need a Public-Private Partnership.How do we Partner With You? By implementing practices that demonstrate the City of Wharton is a Pro-Business community, and by creating an environment that treats everyone fairly and equally. By creating an internal environment where the city staff treats you with respect and LISTENS to your needs. By developing processes where we have all City, County, State participants that will touch your development opportunity, to meet with you and your representatives early in the development processes, before becoming financially committed, in order for you to obtain all the information to your questions before you invest. By implementing these processes as a group, we will create a development that meets the needs of both the community and your business.But we don’t stop there! You do not know our city as we do. The Wharton Economic Development Corporation helps you identify the best site location that meets your requirements. Based on your site requirements, we can determine whether the infrastructure is in place or requires improvement. We assist in connecting you with the appropriate point of contact for the property owner, our utility companies, and city representatives. 100. FDI ALLIANCE INTERNATIONAL