Explore every episode of the podcast Econ Dev Show Podcast - Economic Development

In this episode of the Econ Dev Show Dane Carlson talks with Lori Henderson, executive director of the Ponca City Development Authority, about what economic development looks like in a rural manufacturing community where workforce, housing, childcare, and quality of life are all connected.

Lori explains how Ponca City expanded beyond traditional business retention and expansion to tackle housing and retail, including an incentive program that helped move the community from just a handful of new homes each year to 59 incentivized housing units in two years.

She also shares how the development authority helped revive a closed movie theater, supports entrepreneurs through flexible workspace and small-business services, and builds a long-term workforce pipeline through a high-school internship program involving roughly 100 local companies and 180 students.

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1. Treat housing as economic development infrastructure.

If employers are expanding but workers cannot find places to live, job growth eventually runs into a housing ceiling. Ponca City added housing to the development authority's responsibilities and began actively working with developers to increase supply.

2. Identify the financial gap keeping developers away.

Ponca City's challenge was straightforward: builders could construct a house in Ponca City for roughly the same cost as in a larger nearby market but sell it for less. Their incentive program helps close that profitability gap and makes rural projects more competitive.

3. Build incentives around the developer's actual risk.

Rather than assuming developers simply need to be recruited harder, determine what financial obstacle is preventing the project from working. Ponca City's experience suggests that when builders know a predictable amount of assistance is available, projects that previously did not pencil can become viable.

4. Coordinate incentives across local organizations.

The City of Ponca City handles permitting, vets housing projects, and determines incentives. The development authority then contributes additional funding. That division of labor lets each organization do what it is best positioned to do instead of duplicating effort.

5. Don't ignore existing housing stock.

New construction is not the only way to add housing capacity. Ponca City also incentivizes rehabilitation of older homes that have fallen out of active use, helping return properties to the housing market and utility system.

6. View quality-of-life projects through a workforce lens.

The redevelopment of Ponca City's closed movie theater was not simply a retail project. The development authority viewed entertainment, shopping, schools, housing, and other amenities as part of the community's ability to attract and retain workers.

7. Give economic development organizations room to experiment.

Lori describes the development authority as being able to operate in a gray area and take risks the city itself may not be positioned to take. Some programs will not work as planned, so organizations need enough flexibility to adjust, pivot, and try again.

8. Make business retention and expansion the foundation.

Before expanding into housing and retail, about 95% of Ponca City's economic development work focused on existing businesses. Lori argues that especially in rural communities, much of the most realistic growth comes from helping companies already in the community expand.

9. Start building the workforce pipeline in high school.

Ponca City's internship program places juniors and seniors inside local companies so students can see careers available in their hometown. Roughly 100 companies participate, with about 180 students in internships during the semester discussed in the episode.

10. Show young people careers they may not know exist.

Programs such as Ponca City's Girl Power camp introduced eighth-grade girls to careers including welding. Some participants later entered those industries. Workforce development can begin simply by exposing students to opportunities that otherwise would never appear on their radar.

Special Guest: Lori Henderson.

In this unique episode of the Econ Dev Show, Dane Carlson talks with Dan Kiger, founder and principal advisor at VerumLegend, about why a meeting that feels productive can still leave you without the answers you need.

Drawing on more than 20 years in the defense intelligence community, including time as a military interrogator, Dan makes the case for clarity over agreement and curiosity about what matters to the person across the table. They discuss how follow-through builds trust, why a rigid agenda can hide useful information, and what you miss when the CEO does all the talking.

Dan also works through familiar economic development situations: a prospect focused on incentives, an employer struggling to find workers, and an existing business owner who feels overlooked. The conversation offers practical ways to get beyond polite answers and understand what will actually move a project or relationship forward.

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1. Define what you need to learn before the meeting. Identify the questions you need answered to understand the project and its prospects. Afterward, assess which questions were actually answered and what information you can corroborate.
2. Learn what matters to the company before presenting your pitch. Ask about its history, employees, suppliers, and reasons for considering your community. That context can reveal concerns that a property checklist or incentive discussion leaves out.
3. Invite a clear answer about whether things are moving forward. When a prospect keeps taking calls but never commits, ask where the project stands and what is preventing a decision. Make room for disagreement so both sides understand the situation.
4. Follow through on the small commitments that build trust. Return calls and emails, arrive on time, and do what you said you would do. Remember that a broken promise affects how people see your organization as well as you.
5. Follow useful detours in the conversation. When someone raises a concern outside your planned questions, ask them to explain it before steering back to the agenda. It may reveal a need or obstacle you did not know to ask about.
6. Ask what would eliminate your community from consideration. If every shortlist discussion returns to incentives, ask what would cause the company to rule you out and what an acceptable incentive package means to them. Use those answers to clarify the requirements behind the negotiation.
7. Investigate the hiring process before suggesting a workforce solution. When an employer says it cannot find workers, ask them to walk through exactly how they have tried to recruit. Find out what they have tried, what they have not tried, and where the process is getting stuck.
8. Turn an overlooked local business’s complaint into a concrete meeting. Set up time to discuss its current problems, concerns, and goals. Identify people in your local network who could help address those needs.
9. Create opportunities to hear from people beyond the CEO. Ask leadership to allow separate conversations with managers and employees so concerns can surface without the boss in the room. When conducting confidential interviews, share themes without identifying the individuals who raised them.
10. Corroborate what you hear before treating it as settled. Compare statements with other available information and the person’s pattern of follow-through. Recognize when your assessment rests on evidence and when you are still working from a hunch.

Special Guest: Dan Kiger.

In this episode of the Econ Dev Show Dane Carlson talks with Peter McGee about why entrepreneurship support is often included in economic development plans but rarely given the same strategic attention as attraction, retention, and infrastructure.

Peter explains how better entrepreneurship programs can help communities connect residents to economic development, support business owners with coaching and practical business fundamentals, and generate meaningful metrics instead of simply counting meetings and referrals.

They also discuss why information alone is not enough, the value of human coaching in an AI-filled world, and how economic development organizations can create locally branded entrepreneurship programs without having to build everything from scratch.

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Special Guest: Peter McGee.

In this episode of the Econ Dev Show Dane talks with Thane Hutcheson about what site selection looks like from the company side of the table, beginning with why the process often starts with markets, labor, supply chains, and operating conditions rather than a specific piece of dirt.

Thane explains how companies narrow their choices, why falling in love with a community or site too early can create problems, and what the best economic development teams do differently—from submitting only sites that actually fit to helping visiting companies visualize what long-term success in the community would look like.

They also discuss incentives, the growing role of AI in professional services, and why automating data gathering and analytical work can free economic developers and consultants to spend more time building relationships, exercising judgment, and doing the work that still requires humans.

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1. Understand the market-level decision before pitching individual sites. Companies may narrow locations based on labor availability, labor costs, specialized occupations, supply chains, utility costs, and other operating factors before they ever start comparing properties.
2. Don't lead with dirt when the project isn't ready for dirt. Learn what the company is actually solving for first. A perfect site in the wrong labor market or supply-chain location may never be competitive.
3. Submit fewer, better-fitting properties. If an RFI asks for 20–50 acres with specific characteristics, don't pad the response with properties that obviously fall outside the requirements. Protect the company's time and your own.
4. Know what surrounds the site, not just what is on it. Be ready to explain neighboring uses, infrastructure, businesses, access, and the larger environment in which the company would operate.
5. Understand your community's goals and resources. Know how a project aligns with local priorities and what financial and non-financial resources—including workforce training and community-college partnerships—you can realistically bring to the table.
6. Help prospects visualize operating in your community. During site visits, answer the questions behind the spreadsheet: Where would executives and employees live? Where would their children attend school? Which airport would they use? What would the drive look like?
7. Bring successful local businesses into the conversation. Give prospects opportunities to hear from companies already succeeding in your community. Their experience can help establish confidence that the prospect can succeed there too.
8. Treat a location decision as a long-term relationship. Thane describes these decisions as potentially 50-year commitments. Think beyond winning the announcement and demonstrate why the company can operate successfully over the long haul.
9. Use AI to gather and organize information, not replace judgment. AI can help process datasets, collect information, and accelerate analytical work, but ranking alternatives, evaluating sites, negotiating incentives, and making final decisions still require experience and judgment.
10. Spend the time AI saves on people. Use automation to create more room for business retention visits, prospect relationships, community engagement, conferences, conversations, and the other human interactions technology cannot replicate.

Special Guest: Thane Hutcheson.

In this episode of the Econ Dev Show Dane Carlson talks with Amy Renner, Community Development Senior Program Manager for the Rural Community Assistance Partnership (RCAP), about what rural communities really need to move economic development projects forward.

Drawing on her experience as the former mayor of a 1,000-person Appalachian community and her current work providing technical assistance across rural America, Amy explains why limited staff capacity can be a bigger obstacle than limited funding, how relationships can unlock resources that communities cannot provide for themselves, and why grants work best when paired with planning and technical expertise.

They explore RCAP’s work through the U.S. Department of Transportation’s Thriving Communities program, examples involving outdoor recreation, infrastructure, mixed-use development, transportation, and entrepreneurship, and the importance of community-led planning that produces action instead of another report sitting on a shelf.

The conversation ultimately makes the case that transformative rural development starts by building the relationships and capacity necessary to turn good ideas into projects that are actually ready to fund and implement.

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Special Guest: Amy Renner.

In this episode of the Econ Dev Show Dane Carlson talks with Will Williams, president and CEO of the Western South Carolina Economic Development Partnership, about how economic development has changed over his career: from paper RFIs and long project timelines to massive capital investments, compressed decisions, and new infrastructure demands.

They dig into Western South Carolina’s effort to develop a 1,900-acre industrial park, the growing constraint of electrical capacity, and the heated debate surrounding data centers.

Will argues that communities should evaluate data centers the same way they evaluate other industrial projects: by looking carefully at infrastructure, utilities, location, tax impact, jobs, and community compatibility rather than reacting to misinformation or fear.

The conversation ultimately becomes one about trust, communication, zoning, AI, long-term community building, and the economic developer’s role as the “connective tissue”, or, as Will puts it, “community duct tape”, that holds people and institutions together.

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1. Start planning electrical capacity earlier. Large projects increasingly require enormous amounts of generation and transmission capacity, making power availability a fundamental site-readiness issue rather than something to address after a prospect appears.
2. Build sites for the next generation of projects, not the last one. Western South Carolina spent years assembling 1,900 acres because larger contiguous sites with strong interstate and workforce access can take years to create.
3. Treat data centers like any other industrial prospect. Examine electricity, water, sewer, noise, location, jobs, taxes, and infrastructure requirements instead of automatically treating the industry as either uniquely good or uniquely bad.
4. Put intensive uses where they belong. Good land-use planning and appropriate buffers can prevent many conflicts before a project is announced. Will specifically points to industrial locations and property-line noise standards as tools communities can use.
5. Don't mistake the loudest voices for the entire community. Public meetings can amplify a small group of highly motivated opponents, so economic developers and elected officials should seek broader community understanding before assuming opposition is universal.
6. Communicate before controversy forces you to. Economic development can no longer happen entirely “in the kitchen.” Practitioners need systems for explaining projects publicly while still respecting legitimate company confidentiality.
7. Use your track record to build trust. When skepticism is high, point to previous projects, their actual outcomes, and the community's experience rather than relying only on promises about a new project.
8. Recognize that automation changes jobs more often than it simply eliminates them. Will compares today's AI concerns with earlier fears around manufacturing automation, which increased the need for more skilled workers even as processes became more automated.
9. Think in decades. Will expects the new industrial park to develop over roughly 25 years. Economic developers should be comfortable investing in infrastructure and assets whose full payoff may come long after their own tenure.
10. Build a network far beyond the usual power players. Will's career advice is to “grow where you're planted” and know as many people as possible—not just utility executives and elected officials. Those relationships become sources of information, introductions, and problem-solving capacity.

Special Guest: Will Williams.

In this episode of the Econ Dev Show Bethany Quinn, president of Golden Shovel Agency, explains why communities that punch above their weight concentrate their resources on one or two genuine strengths.

She and Dane discuss how specificity makes communities memorable, why economic development marketing must address local stakeholders as well as outside prospects, and how disconnected marketing projects waste money.

Bethany also shares how AI is changing website content, why FAQ pages are becoming more important, and how a single word can reshape perceptions of a community.

Most importantly, she makes the case for showing the daily work behind economic development before budget season forces leaders to ask what the organization actually does.

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Special Guest: Bethany Quinn.

In this episode of the Econ Dev Show Dane Carlson talks with Mike Swesey, president and CEO of the St. Petersburg Area Economic Development Corporation, about how St. Pete has worked to become known as a business destination as well as a place with beaches, culture, and quality of life.

Mike shares lessons from recruiting companies from markets like New York and Europe, explains why responsiveness can determine whether a community even stays on a site selector’s list, and makes the case for targeting companies that genuinely fit your workforce and community.

He also discusses using existing companies as your best salespeople, taking every project lead seriously, resisting the pressure to chase bad-fit wins, knowing your market deeply, and communicating constantly with your board so they understand the work happening before the announcements arrive.

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1. Make responsiveness part of your competitive strategy. Mike argues that companies are making decisions faster and communities may be shortlisted before they even know a project exists. Have your data, website, property information, and team ready so you can respond accurately within hours or days rather than scrambling after the request arrives.
2. Treat every legitimate-looking lead seriously until you know otherwise. Mike tells the story of nearly dismissing what sounded like a questionable data-center inquiry that turned out to be Google. Unknown company names, informal inquiries, or unusual approaches should be investigated rather than automatically discarded.
3. Target companies that fit the workforce you actually have. St. Pete focuses on industries and companies that align with its existing workforce rather than simply pursuing any company willing to listen. Build recruitment targets around the skills, occupations, graduates, and industry experience already present in your market.
4. Use existing companies as third-party validators. Successful companies can become some of your strongest recruiters. Mike describes connecting prospects with executives who have already relocated or expanded in St. Pete and letting those executives talk candidly about their experience without the EDC in the room.
5. Look beyond complete headquarters relocations. A company does not have to abandon its existing headquarters for your community to win. Expansion operations, new growth, regional offices, and future hiring can produce substantial economic impact even when the original location remains open.
6. Know your product well enough to answer hard questions without bluffing. Companies and consultants often already know the answer when they ask about your workforce, education system, demographics, or costs. Know the numbers well enough to respond confidently and accurately instead of trying to “fake it till you make it.”
7. Don’t oversell your community just to get an announcement. A recruitment win becomes a problem if the company arrives and discovers that the promised workforce, costs, or operating conditions do not exist. Focus on creating successful long-term customers rather than maximizing short-term announcements.
8. Understand who is actually moving into your community. Population growth alone is not enough. Mike recommends knowing the ages, skills, education levels, graduation pipeline, and workforce characteristics of the people entering your market so you understand whether your growth supports your business recruitment strategy.
9. Communicate activity to your board before they have to ask about results. Economic development is a long game, and announcements do not happen on a predictable schedule. Keep board members informed about marketing campaigns, prospect activity, outreach, and other leading indicators so they understand the work underway even during quiet periods.
10. Build trust through authenticity and consistency. Mike emphasizes being real, professional, transparent, and trustworthy. Economic developers are asking executives and site-selection professionals to make decisions with long-term consequences, so credibility matters as much as salesmanship.

In this episode of the Econ Dev Show Andrew Sloss discusses his transition to independent consulting and the lessons he has learned from nearly two decades in site selection and incentive negotiations. He explains why an initial “no” from a community may reflect a misunderstanding, a lack of available tools, or simply bad timing, and how better communication and persistence can create new possibilities.

Andrew also shares a retention project involving a struggling retailer, including how communities used job grants, workforce funds, and university tuition benefits to help keep locations open. The conversation covers demonstrating a company’s broader community value, building flexible incentive programs, avoiding compliance failures, maintaining long-term relationships, and using AI carefully in site selection work.

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1. Treat an initial “no” as a signal to clarify the request, not necessarily as the final decision.
2. When a project does not create new jobs or investment, look for ways to demonstrate its broader community value.
3. Assess whether a business provides essential services that residents would have to travel significantly farther to access.
4. Review existing programs—such as workforce, façade, landscaping, or downtown grants—for unused funds and possible flexibility.
5. Discuss unusual retention requests internally with elected officials and local leadership before dismissing them.
6. Be transparent about what you can and cannot provide, and explain the limits of your authority clearly.
7. Maintain strong relationships with site selectors, consultants, and company representatives before a project arrives.
8. When negotiating incentives, discuss whether the answer is a hard no, a temporary no, or a maybe that could change with a stronger business case.
9. Build incentive compliance responsibilities into multiple people’s roles so the process does not disappear when one employee leaves.
10. Use AI for administrative support and high-level research, but double- and triple-check buildings, people, and other site-selection facts before relying on them.

Special Guest: Andrew Sloss.

In this episode of the Econ Dev Show, Dane Carlson talks with Lavera Alexander about how the Monterey Bay region is positioning itself at the forefront of advanced air mobility.

Lavera explains how four public-use airports, aircraft manufacturers, research institutions, workforce partners, and community leaders are being brought together into a coordinated flight network designed to accelerate testing and commercialization.

The conversation explores the importance of airport infrastructure, public-private partnerships, community participation, and certification-based career pathways that can lead to high-paying jobs without requiring a four-year degree.

For economic developers, the Monterey Bay story demonstrates how smaller and rural regions can compete in emerging industries by recognizing their existing assets, convening the right partners, preparing before funding becomes available, and making public benefit central to the strategy.

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1. Inventory what is already happening. Identify existing employers, airports, research institutions, training programs, infrastructure, and geographic advantages before trying to create a new industry cluster.
2. Connect isolated activities into a regional strategy. Separate companies, airports, and institutions become more competitive when their work is coordinated around a shared goal.
3. Prepare before funding becomes available. Use regional planning processes to develop relationships, document opportunities, and create an implementation plan so the region can move quickly when state or federal funding opens.
4. Lead with your region’s distinct advantages. Smaller regions do not need to imitate major technology hubs. They can compete by offering specialized assets, terrain, facilities, partnerships, or capabilities that larger metros cannot easily reproduce.
5. Explain the public benefit early. Do not focus solely on how impressive a new technology is. Show residents how it could improve transportation, healthcare access, logistics, employment, or quality of life.
6. Bring the community into the process before commercialization. Give residents opportunities to ask questions, influence priorities, and understand how they can participate instead of expecting them to catch up later.
7. Create workforce pathways that do not require four-year degrees. Work with community colleges, universities, employers, philanthropies, and grantmakers to develop affordable certification programs connected to real jobs.
8. Assess infrastructure readiness honestly. Evaluate what local airports and other public assets need in terms of upgrades, capacity, equipment, and supporting infrastructure before recruiting additional activity.
9. Treat questions and resistance as opportunities for education. Concerns about change often reflect uncertainty. Respond with practical information, specific use cases, and clear explanations of what is known and what is still being developed.
10. Combine sector expertise with economic development expertise. Technical consultants understand the industry, but economic developers bring convening, partnership-building, funding, workforce, inclusion, and community implementation skills that are essential to success.

Special Guest: Lavera Alexander.

In this episode of the Econ Dev Show, Dane Carlson talks with Liz Maxwell, chief of staff at the Idea Village, about how communities can support high-growth startups as part of a broader economic development strategy.

Liz explains what accelerators actually do, how they differ from incubators and traditional small-business programs, and why capital is often not the real bottleneck for emerging companies. They explore the four ingredients of a healthy venture ecosystem, talent, capital, customers, and access to interesting problems, and discuss how the Gulf South can build globally relevant companies around energy, manufacturing, ports, coastal resilience, and other real-world challenges.

Liz also shares how communities can avoid “startup theater,” measure meaningful results through revenue, capital, and jobs, and make a practical case for homegrown innovation to local boards and stakeholders.

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Special Guest: Liz Maxwell.

In this episode of the Econ Dev Show Dane Carlson talks with Melissa James, founding president and CEO of REACH Central Coast, about building a regional economic development organization amid the anticipated closure of Diablo Canyon, persistent affordability challenges, and a fragmented approach to growth.

Melissa explains how the Central Coast organized around its distinctive assets in energy, space and aerospace, and high tech; set a goal of creating 15,000 good-paying jobs by 2030; and connected that strategy to workforce development and housing.

She also shares practical lessons about private-sector leadership, cross-sector coalitions, memorandums of understanding, institutional continuity, the patience required for long-term development, and the surprisingly powerful role ceremony can play in sustaining shared ownership and momentum.

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Special Guest: Melissa James.

In this episode of the Econ Dev Show Dane Carlson talks with Damian Denmark, economic development director for the City of Yukon, Oklahoma, about what it looks like to build an economic development department in a fast-growing suburban community northwest of Oklahoma City.

Damian shares how his move to Liberal, Kansas changed the way he thinks about community, belonging, and the people-first side of economic development.

The conversation moves from rural marketing and relationship-building to Yukon’s new incentive policy, the Miller Crossing project, TIFs, sports tourism, and the increasingly complicated question of data centers. For economic developers, this episode is a reminder that projects matter, but trust, policy, infrastructure, and community buy-in are what make growth work.

1. Build the relationship before you need the deal. Damian’s approach is clear: trust opens doors with property owners, developers, tenant reps, brokers, city departments, and regional partners.
2. Create policy before the pressure hits. Yukon’s work on incentive and economic development policies gave the city a framework for handling projects, negotiations, and community expectations.
3. Treat residents as part of the project equation. Especially in communities reliant on sales tax, residents need to see why a project matters and how it benefits the place they live, work, and raise families.
4. Use incentives to create community value, not just close deals. Yukon’s requirements around chamber membership, public art, city services, and community impact show how development agreements can ask more from projects.
5. Do the infrastructure homework early. For data centers and other major projects, water, power, utilities, noise, and capacity questions need to be understood before promises are made.
6. Do not reduce data centers to job counts. Damian notes that a data center may bring only 20 to 25 jobs, but the broader financial and infrastructure deal can still matter if negotiated well.
7. Know what your community can realistically support. Economic developers should understand market capacity, utility capacity, resident concerns, and policy constraints before pursuing major industrial or technology projects.
8. Move quickly, but do not confuse speed with sloppiness. Yukon’s Miller Crossing TIF moved in less than 60 days, but Damian also emphasized the stress, negotiation, and policy work behind that speed.
9. Let personal experience shape professional practice. Damian’s time in Liberal, Kansas changed how he thinks about belonging, service, and the human side of economic development.
10. Remember that buildings do not build communities by themselves. Projects, investment, and development matter, but the strongest communities are built through people, trust, participation, and shared pride.

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Special Guest: Damien Denmark.

In this episode Dane talks with Kevin Johnson, president and CEO of the Detroit Economic Growth Corporation, about Detroit’s current economic momentum and what other communities can learn from it.

Kevin explains why “comeback city” no longer fully captures Detroit’s story, how technology, manufacturing, real estate, sports, tourism, and earned media are reshaping the city’s market position, and why neighborhood commercial corridors matter to both residents and corporate decision-makers.

The conversation also digs into Motor City Match, startup investment, grocery access, DEGC’s role as a consistent economic development partner across administrations, and the need for economic developers to lead community conversations before projects reach the public hearing stage.

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1. Move past outdated narratives. If your community is still being described by an old story, build a clearer explanation of what is happening now and why the market should care.
2. Turn earned media into market momentum. When outside publications, events, or visitors validate your community, use that attention to reinforce your business attraction message.
3. Treat neighborhoods as part of the business case. Corporate decision-makers care whether employees can live near quality housing, services, and commercial corridors.
4. Support storefronts as neighborhood stabilization tools. Small business grants, façade improvements, and corridor-focused programs can create visible investment, jobs, and community confidence at the same time.
5. Build entrepreneurship programs around local people. Kevin emphasized that many Detroit entrepreneurs come from the neighborhoods themselves; programs should recognize and support that local ownership.
6. Use startup funding to anchor future growth. If you invest in early-stage companies, tie that support to a commitment that they build and scale in your community.
7. Make access and inclusion measurable. DEGC points to who receives support through its programs, including women, minority entrepreneurs, and native Detroiters, so the public can see whether the work reflects the city.
8. Keep economic development steady across political transitions. A clear report card, consistent outcomes, and strong public authority management can help preserve trust when administrations change.
9. Lead community conversations early. For major projects, do not wait until the zoning or planning meeting to address concerns about utilities, infrastructure, schools, roads, water, or community benefits.
10. Know whether your community really wants growth. Kevin’s advice to younger economic developers was blunt: read your city honestly, seek buy-in, and do not spend your best years fighting a place that does not want the work you were hired to do.

Special Guest: Kevin Johnson.

In this episode of the Econ Dev Show, Dane talks with Janae Stark about the Community Economic Revitalization Board’s “right project, right time” approach to rural economic development, from planning and project development to infrastructure financing, construction timelines, and what happens when projects go sideways.

Janae shares how CERB works with communities and federally recognized tribes in Washington State, why trust and relationship-building matter as much as funding, and how infrastructure like buildings, roads, utilities, and rural broadband can unlock opportunity for small communities.

The conversation also explores the less visible work behind successful projects, the importance of helping communities avoid bad bets, and why economic developers need spaces to learn from one another instead of reinventing the wheel alone.

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1. Start with project readiness, not the application. Before pursuing funding, work backward from the business or community timeline and identify permits, environmental review, match funding, private investment, and approvals needed to get to contract.
2. Treat planning as economic development work. Use planning funds and community outreach to clarify what the community actually wants to become, not just what project happens to be available.
3. Build relationships before things go wrong. Communities are more likely to call early when a business partner pulls out or a project changes if they already trust you.
4. Be willing to coach communities toward the right funder. If your program is not the best fit, help the community find the organization or funding source that can get them to yes.
5. Do not confuse urgency with readiness. A project can look exciting on paper but still be too risky if the private partner, repayment plan, permits, or timeline are not solid.
6. Ask whether the infrastructure can support more than one possible business. Projects are safer when the building, road, utility, or site improvement can be reused or marketed to another company if the original deal falls apart.
7. Help elected officials and board members understand the invisible work. Explain the project development, relationship management, and risk reduction that happen long before a groundbreaking or ribbon cutting.
8. Recognize that different infrastructure has different economic impacts. Buildings, roads, water, sewer, and electricity may directly enable business expansion, while broadband may improve community competitiveness in broader, less immediately visible ways.
9. Create peer networks for practitioners. New economic developers need places to ask basic questions, decode acronyms, find funding calendars, and learn from communities that have already solved similar problems.
10. Show up and listen locally. Especially for people new to economic development, attending community meetings, listening to difficult voices, validating concerns, and asking experienced practitioners for help are essential parts of learning the work.

Special Guest: Janea Stark.

In this episode of the Econ Dev Show Dane Carlson talks with Michael Hecht, CEO of Greater New Orleans Inc., about the deeper economic story behind a region best known for food, music, culture, and Mardi Gras.

Michael explains how New Orleans’ economy is rooted in maritime, energy, defense, aerospace, and industrial innovation, and why long-term recovery after major disruption requires sustained leadership, trust, humility, and coalition-building.

The conversation covers GNO Inc.’s approach to business environment work, the “power of powerlessness,” regional trust-building across 10 parishes, the importance of focusing resources on sectors with real strategic fit, and why economic developers should study history and political science if they want to create lasting change.

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Special Guest: Michael Hecht.

In this episode of the Econ Dev Show, Dane talks with Anna Cardona, an economic development consultant with Wolves Development Group, about her path from architecture and design into economic development, her move from public and public-private work into the private sector, and the growing role of energy infrastructure in getting major projects across the finish line.

Anna explains how power availability, behind-the-meter solutions, and infrastructure capital are shaping everything from advanced manufacturing to data centers, and why communities need to rethink economic development beyond job counts and CapEx.

The conversation also covers community backlash, board education, regenerative industrial ecosystems, family office conferences as an overlooked deal source, and how economic developers can become more empowered, proactive, and creative in building their own pipelines.

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Special Guest: Anna Cardona.

In this episode of the Econ Dev Show, Dane Carlson talks with Matt Mandrella, Music Officer for the City of Huntsville, Alabama, about what it means for a city government to take music seriously as an economic development strategy.

Matt explains how Huntsville’s music audit led to intentional investments in venues, programming, artist development, tourism, and workforce attraction, including the Orion Amphitheater, MidCity, Women in Music, tour grants, a central music calendar, and partnerships that help local artists and businesses grow.

The conversation shows economic developers how music can strengthen quality of life, support downtown and district development, attract talent, create career pathways, and give a community a stronger identity without trying to become the next Nashville or Austin.

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1. Start with an audit. Before launching programs, study the local music ecosystem, identify gaps, and use that work to create a practical roadmap.
2. Treat music as quality-of-life infrastructure. Think about music the same way you think about parks, trails, sports, and public spaces: as something that helps people choose to live, work, and stay in your community.
3. Connect music to talent attraction. If your community has hard-to-fill jobs, especially higher-skill jobs, remember that people also choose places based on what life feels like after work.
4. Design venues as district anchors. A major music venue can help catalyze surrounding private investment when it is tied to restaurants, hotels, housing, public spaces, and a broader district strategy.
5. Program public venues beyond big concerts. Use civic venues for free and low-cost community events, fitness classes, festivals, seasonal events, and local programming so taxpayers feel ownership of the space.
6. Support artists as small businesses. Programs like tour grants, showcases, and local performance opportunities can help musicians build momentum, gain confidence, and create professional pathways.
7. Create a central music calendar. If residents and visitors have to check five different websites to find live music, the community is leaving value on the table.
8. Use small programs in small communities. Even without a major amphitheater, communities can support live music on town squares, at restaurants, farmers markets, downtown events, and public gatherings.
9. Build the behind-the-scenes workforce. Music creates opportunities beyond performers, including sound, lighting, staging, trucking, security, ticketing, marketing, hospitality, and event operations.
10. Develop your own identity. Do not try to become Nashville, Austin, or New Orleans. Build a music strategy that fits your own community, culture, venues, talent, and long-term goals.

Special Guest: Matt Mandrella.

In this episode Dane Carlson talks with Jon Roberts of TIP Strategies about his new book, The Cost of Cool: Austin's Tech Growth and the People Left Behind, and what Austin’s rise can teach economic developers everywhere.

They discuss how Austin became a tech and talent magnet, why that growth created real pressure around equity, housing, and displacement, and whether tech growth inevitably widens community divides.

Jon also explains why entrepreneurial ecosystems need more than enthusiasm, why universities and major companies matter, how communities like Green Bay and Racine County, Wisconsin are building on their own assets, and why economic developers need to think about AI, quantum computing, bioengineering, and the next wave of technology without forgetting the people who may be left behind.

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1. Treat equity as a front-end strategy, not a cleanup project. If tech growth is coming, plan for housing, displacement, affordability, and access before the growth accelerates.
2. Be honest about the tradeoffs of tech growth. Jon argues that more tech investment has historically been linked with greater inequity, so economic developers should discuss that risk openly instead of assuming growth automatically benefits everyone.
3. Do not build an entrepreneurial strategy around vibes alone. Incubators and startup events help, but the conversation emphasized the importance of real links to research, tech transfer, and major corporate activity.
4. Know the assets you actually have. Green Bay's example shows that communities can build from distinctive local strengths, including major institutions or brands, instead of trying to copy Austin or Silicon Valley.
5. Create tight relationships with universities and companies, even if they are not in your backyard. Physical proximity may help, but the more important issue is whether the connection is real, active, and tied to specific development opportunities.
6. Use major projects as platforms, not endpoints. A data center complex, corporate investment, or innovation park should raise the question: "What turns this into something more?"
7. Protect vulnerable neighborhoods before market pressure arrives. Once high-income workers begin bidding up undervalued neighborhoods, the available responses become more limited.
8. Understand that "cool" is hard to manufacture. Austin's music, counterculture, local institutions, and "Keep Austin Weird" identity became part of its attraction, but they were not simply chamber-of-commerce slogans.
9. Keep a long view on technology. AI matters, but Jon cautions economic developers not to treat it as the final technological shift. Quantum computing, bioengineering, and other changes may be next.
10. Make the uncomfortable conversations part of the work. Questions about displacement, inequality, tech disruption, and who benefits from growth may not have easy answers, but avoiding them makes communities less prepared.

Special Guest: Jon Roberts.

In this episode of the Econ Dev Show Dane Carlson talks with Dr. Glenn Athey, author of The Local and Regional Economic Development Handbook, about what economic developers actually need to know to move from strategy to delivery.

Glenn shares how growing up in northeast England during de-industrialization shaped his interest in regional economic development, why he wrote the book he wishes he had at the start of his career, and how practitioners can use international case studies without simply copying someone else’s playbook.

The conversation covers action-oriented strategies, evidence that informs decisions instead of burying teams in data, the importance of local capacity, entrepreneurship support that prioritizes high-growth potential, and how sustainability can run through every part of economic development rather than sit off to the side.

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1. Keep a working reference shelf. Economic development is too broad to know everything cold. Have reliable resources you can dip into before meetings on unfamiliar topics.
2. Read enough to participate intelligently. You do not have to become an expert overnight, but you should understand the basics well enough to ask good questions and add value.
3. Turn strategy into an action plan. A useful strategy should say what the community will do, what it will keep doing, what happens next, and how success will be measured.
4. Do not confuse data with analysis. Dashboards and tables are not the point. Ask, "So what does this mean, and what should we do differently?"
5. Borrow proven ideas, then localize them. Most communities do not need to invent something brand new. Study what worked elsewhere, then adapt it to your own economy, assets, and constraints.
6. Be more curious. Visit the neighboring community with the strong business center. Ask how their program works. Learn from people who are already doing the thing well.
7. Know your community's real capacity. Big ambitions require people, skills, funding, and institutional ability. A plan that ignores delivery capacity is likely to become shelf art.
8. Prioritize business support where you can add the most value. Lifestyle businesses, high-growth startups, exporters, and innovation-driven firms may all need help, but they do not all produce the same economic impact.
9. Connect the functions. Investment attraction depends on workforce, sites, infrastructure, universities, entrepreneurship, planning, and policy. The best economic developers see how the pieces fit together.
10. Build confidence across the whole field. Economic development touches strategy, business growth, workforce, sites, investment, inclusion, planning, and more. You do not need to know every topic perfectly, but you do need enough range to recognize how the pieces connect.

Special Guest: Dr. Glenn Athey.

In this episode of the Econ Dev Show, Dane Carlson talks with Mark Williams, founder of Strategic Development Group and author of Corporate Site Selection and Economic Development: A 35 Year Perspective, about what really happens behind the scenes in site selection.

Mark shares lessons from working in state government, building a consulting firm, advising corporate clients, and writing a book that has become both a teaching tool and a business development asset.

The conversation covers why economic developers and companies often misunderstand each other, why listening matters more than overloading prospects with information, how time quietly kills deals, what clients really want from consultants and communities, and how technology, AI, virtual meetings, and generational change are reshaping the field without replacing the need for judgment, trust, and walking the site.

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Special Guests: Dr. Glenn Athey and Mark Williams.

In this episode of the Econ Dev Show Podcast, Dane Carlson talks with Brian Abernathy of Convergent and Clint Nessmith of Resource Development Group, now RDG, a Convergent Company, about the merger of two major economic development fundraising firms and what it means for chambers, EDOs, and community organizations.

They discuss why economic development fundraising is becoming more critical, how campaigns are evolving beyond traditional jobs and investment metrics, and why organizations must make a clearer case for their value. Brian and Clint also explain how data, disciplined campaign execution, feasibility studies, and strong public-private partnerships can help communities fund the work required to compete.

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1. Make the value case clearer. Investors need to understand what your organization does, why it matters, and what outcomes their funding supports.
2. Do not rely only on past success. A good track record helps, but each new campaign needs a fresh, specific, forward-looking reason to invest.
3. Use data to strengthen your story. Fundraising works better when your case combines vision with evidence, benchmarks, campaign history, and measurable outcomes.
4. Treat fundraising as strategy, not just revenue. A campaign should clarify priorities, align leadership, and sharpen the organization's role in the community.
5. Run a feasibility study before a major campaign. Confidential investor feedback can reveal whether your campaign is ready, credible, and properly sized.
6. Connect economic development to broader community needs. Workforce, housing, infrastructure, quality of life, and nonprofit capacity all affect competitiveness.
7. Keep trusted relationships front and center. Funders support people and organizations they trust, especially when the work requires multi-year commitments.
8. Show investors where their money goes. Be specific about programs, staff capacity, outcomes, timelines, and the practical work their support makes possible.
9. Position your organization as a convener. EDOs and chambers often create value by bringing public, private, nonprofit, and education partners together around shared priorities.
10. Prepare for more sophisticated funders. Investors are asking better questions. Be ready with a stronger narrative, better data, and a disciplined plan for execution.

Special Guests: Brian Abernathy and Clint Nessmith.

In this episode of the Econ Dev Show, Dane Carlson talks with Teresa Nortillo, President of Eco Devo 360, about how economic development has evolved from a deal-focused discipline into a complex, ecosystem-driven practice. They explore how energy constraints, workforce skill gaps, and the need for rapid RFI responses are reshaping site selection, along with the growing importance of childcare, housing, and regional collaboration.

Teresa also introduces the concept of ecosystem-based cost modeling, explains why many communities struggle to implement traditional consulting plans, and shares her mission to make high-quality economic development support accessible to under-resourced communities.

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1. Build a system to respond to RFIs within 48 hours or less
2. Inventory your community's workforce by skills, not just occupations
3. Develop relationships with utilities early, they are now deal drivers
4. Map your full economic ecosystem including housing, childcare, and infrastructure
5. Create or adopt a cost model to understand true location competitiveness
6. Collaborate regionally instead of competing in isolation
7. Identify and fill critical data gaps before prospects ask for them
8. Prioritize implementation capacity, not just strategic planning documents
9. Explore alternative revenue strategies beyond property and sales tax
10. Invest in training and mentorship for newer economic development staff

Special Guest: Teresa Nortillo.

In this episode of the Econ Dev Show, Dane Carlson talks with Christy Gillenwater, President and CEO of the Greater Oklahoma City Chamber, about how Oklahoma City has built sustained economic momentum through its unique MAPS program, a voter-approved, pay-as-you-go funding model for transformational community investments.

Christy explains how decades of strategic spending on quality of place, infrastructure, and people have reshaped the city’s trajectory, enabled major wins like hosting Olympic events, and strengthened key industries such as aerospace, energy, and life sciences.

The conversation also explores the power of business leadership engagement, the growing role of data and AI in economic development, and practical advice for communities looking to unlock their own growth.

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1. Bundle major projects into a single, clear vision and take it to voters as one package.
2. Avoid debt when possible and tie project execution directly to collected revenue.
3. Invest consistently in quality of place, not just incentives or recruitment.
4. Engage top CEOs as active partners, not just passive supporters.
5. Build long-term strategies that evolve with community needs over decades.
6. Use data continuously to reassess competitive positioning and refine strategy.
7. Align economic development, tourism, and community development under one structure when possible.
8. Focus on expanding existing industries and assets, not just chasing new ones.
9. Leverage anchor institutions to guide sector strategy and investment.
10. Treat community engagement as part of both planning and execution, not just a checkbox.

Special Guest: Christy Gillenwater.

In this episode of the Econ Dev Show, Dane Carlson talks with David Parker of the Bermuda Business Development Agency about how a small island became a global powerhouse in reinsurance and is now strategically diversifying its economy.

David explains Bermuda’s unique “triangle” of government, regulator, and private sector alignment, the role of regulatory innovation like sandboxes, and how the agency targets the right companies using data and intelligence.

The conversation explores investment attraction, high-net-worth migration programs, and why Bermuda focuses less on competing broadly and more on being the obvious choice for specific industries and business models.

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1. Focus on becoming the best location for a specific niche instead of competing broadly.
2. Align government, regulators, and private sector around a shared vision to create a unified value proposition.
3. Use data and intelligence to target companies that are a strong fit rather than marketing to everyone.
4. Build strong aftercare programs so existing companies become your best ambassadors.
5. Develop regulatory flexibility (like sandboxes) to attract innovative industries.
6. Think of your community as a launchpad into larger markets, not just a standalone market.
7. Prioritize certainty and stability, especially when targeting global investors and firms.
8. Engage high-net-worth individuals as network multipliers, not just direct investors.
9. Invest in research capacity internally to guide strategy and outreach.
10. Continuously advocate for policy and regulatory improvements to stay competitive.

Special Guest: David Parker.

In this episode of the Econ Dev Show, Dane Carlson talks with Tim Hanigan, CEO of the Aberdeen Development Corporation in Aberdeen, South Dakota, about how a rural community of 30,000 punches above its weight in economic development.

Tim explains how Aberdeen leverages entrepreneurship, regional workforce draw, and value-added agriculture to build one of the most diverse micropolitan economies in the U.S. The conversation dives into practical tools like revolving loan funds, shovel-ready site development, and tight-knit community coordination, along with lessons learned from winning and losing projects.

Tim also shares how rural economic developers must wear many hats, from childcare advocacy to housing and workforce development, and why knowing your limits and leaning into your strengths is key to long-term success.

1. Build your own toolbox early - Start small with tools like a revolving loan fund. Even modest contributions compound into real leverage over time.
2. Have product ready before the prospect shows up - Shovel-ready sites win deals. If you're waiting until an RFI arrives, you're already behind.
3. Sell your labor shed, not just your city limits - Expand your workforce story to include the full commuting region, not just population within city boundaries.
4. Be honest about fit upfront - Disqualify bad-fit projects early. It saves time, builds credibility, and focuses your effort on winnable deals.
5. Use speed as a competitive advantage - Quick answers, quick coordination, and quick decisions often beat larger incentive packages.
6. Coordinate like one team, not multiple agencies - Eliminate friction between city, county, utilities, and partners so companies feel like there's "no wrong door."
7. Invest in local companies, not just recruitment - Expansions from existing businesses can absorb sites faster and more reliably than outside recruitment.
8. Treat workforce, housing, and childcare as core infrastructure - These are not side issues. They directly determine whether companies can hire and grow.
9. Lean into what you actually do well - Don't try to win every project. Focus on industries and company sizes that match your real strengths.
10. Own the outcome, even when you lose - Some deals fall apart for reasons outside your control. Learn what you can, adjust where possible, and keep moving.

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Special Guest: Tim Hanigan.

In this episode of the Econ Dev Show, Dane Carlson talks with Taylor Stepp, Founder and President of Strategic Development Partners, about the real role incentives play in economic development deals.

Drawing on experience working with corporations and communities across the country, Taylor explains how incentives influence project internal rate of return, why applicability and customization matter more than flashy packages, and how responsiveness and speed from local governments can win projects even when incentive dollars are smaller.

The conversation also explores how communities can structure clearer processes, communicate timelines, and position themselves to compete more effectively for major investment.

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Special Guest: Taylor Stepp.

In this episode of the Econ Dev Show, Dane Carlson talks with Lyndsay Wisneski, Chief Marketing Officer of the Greater Yuma Economic Development Corporation, about how storytelling and modern marketing strategies can transform economic development. Lyndsay shares how Yuma built a powerful regional brand through industry-focused mini-documentaries, digital advertising campaigns, and a coordinated content strategy that turns a single video project into years of marketing assets. She explains how even small communities can market themselves effectively by highlighting local companies, repurposing content across platforms, and tracking real marketing ROI. The conversation explores why economic development should focus less on static statistics and more on authentic stories that help companies, site selectors, and residents connect emotionally with a place.

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1. Let companies tell your story. Interviews with CEOs and business leaders are more persuasive than marketing copy.
2. Create industry-focused content that explains why companies in each sector succeed in your region.
3. Turn one project into many assets: long videos, short clips, photos, reports, and social media content.
4. Use short video ads to drive viewers to longer storytelling pieces on your website or YouTube.
5. Track website visitors and identify companies researching your region.
6. Send periodic industry-specific newsletters highlighting local expansions, infrastructure, and investment.
7. Use LinkedIn and targeted digital ads to stay visible to site selectors and executives.
8. Repurpose marketing content across guides, one-pagers, websites, and presentations.
9. Hire local creative talent who can update or expand your content over time.
10. Apply for marketing awards to boost credibility and morale inside your organization and community.

Special Guest: Lyndsay Wisneski.

In this episode of the Econ Dev Show, Dane Carlson talks with Eric Voyles, Executive Vice President and Chief Economic Development Officer for TexAmericas Center, about how a former 8,900-acre military installation became one of the most innovative redevelopment authorities in the country. Eric explains how eliminating public review delays, investing millions in environmental cleanup, controlling rail and logistics assets, and focusing relentlessly on speed to occupancy have allowed TexAmericas Center to compete for heavy and light manufacturing projects.

From creative risk-taking with early-stage companies to clearing 250-acre rail-served sites after losing a deal, this conversation is a masterclass in how data, preparation, and governance alignment drive real economic development results.

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1. Make time your primary incentive. If possible, remove unnecessary entitlement layers and compress approval timelines. Speed reduces perceived risk.
2. Self-certify before paying for certification. Develop internal "qualified site" standards so prospects can complete due diligence faster.
3. Track inventory in categories. Move-in ready, construction ready, shovel ready, rail served, etc. Clarity accelerates decisions.
4. Invest after losing. If you lose a project for a specific reason, eliminate that weakness permanently, even if it costs real money.
5. Treat small buildings as assets. Flexible, modular inventory can win projects creatively, even when you lack a single large structure.
6. Control key assets when possible. Owning rail, logistics, or utilities strengthens your value proposition and revenue model.
7. Be willing to take calculated risk on local companies. Early bets on scalable firms can create long-term anchor employers.
8. Align your board around business realities. Populate governance with people who understand customers, not just politics.
9. Operate like a private developer. Use CRM systems, outsourcing where efficient, and disciplined deal flow management.
10. Let data guide strategy. Understand supply and demand curves in your region before pushing incentives or marketing narratives.

Special Guest: Eric Voyles.

In this episode of the Econ Dev Show, Dane Carlson sits down with Heath Vescovi-Chiordi, Director of Economic Development for Pima County, Arizona, to explore how one of the largest counties in the country balances rural biodiversity, cross-border trade with Mexico, aerospace and optics clusters, semiconductor workforce development, and even controversial data center projects.

Heath shares how a four-and-a-half-person team coordinates across municipalities, tribal nations, academia, and public health to execute a regional strategy that blends quantitative results with qualitative community engagement.

From a $1.2 billion battery manufacturing project to evolving policies on nondisclosure agreements and enhanced due diligence, this conversation offers a behind-the-scenes look at modern county-level economic development in action

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Special Guest: Heath Vescovi-Chiordi.

In this episode of the Econ Dev Show, Dane Carlson sits down with Lisa Hurley, Executive Director of the York County Development Corporation in Nebraska, to talk about what modern rural economic development actually looks like on the ground.

Lisa shares how York County leverages its logistics position, diversified employers, and growing civic pride while navigating workforce shortages, childcare capacity, housing pressure, and community resistance to change. They discuss talent attraction campaigns, podcasting as an economic development tool, and why rural EDOs must now think far beyond traditional business recruitment.

The conversation also explores leadership, burnout, mentoring the next generation of economic developers, and how Lisa is using AI to save time while staying human where it matters most.

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1. Treat childcare capacity as core economic infrastructure, not a side issue
2. Invest in talent marketing even when results are hard to attribute directly
3. Use layered messaging across state, local, and employer campaigns
4. Build trust by proactively sharing progress and visuals with the community
5. Accept that some resistance to change cannot be resolved, only managed
6. Partner aggressively to avoid owning every initiative yourself
7. Use podcasts and storytelling to humanize your community and organization
8. Leverage AI for HR, editing, and admin work to protect business-facing time
9. Mentor younger economic developers to reduce burnout and build continuity
10. Remember that stopping a bad project can be a win, not a failure

Special Guest: Lisa Hurley.

In this episode of the Econ Dev Show, Dane Carlson sits down with Ellie Reynolds, President and CEO of the Douglas County Economic Development Corporation, to unpack how one of Colorado’s fastest-growing counties balances quality of life, infrastructure investment, regulatory realities, and speed-to-market.

Ellie shares how Douglas County positions itself along the Front Range, why shovel-ready infrastructure matters more than incentives alone, how cutting red tape became a competitive strategy, and what economic developers can do locally when state-level constraints get in the way.

The conversation also dives into AI as a staff multiplier, coalition-building for regulatory reform, and why economic development is ultimately about reducing risk, not forcing growth.

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Special Guest: Ellie Reynolds.

In this episode of the Econ Dev Show, Dane Carlson sits down with Juliet Abdel, President and CEO of the Cedar Rapids Metro Economic Alliance, to talk about building a regionally focused, globally minded economic development organization.

Drawing on Cedar Rapids' "fifth season" advantage (time, accessibility, and quality of life) Juliet shares how the region leverages industry clusters, international relationships, and leadership discipline to compete.

The conversation blends practical economic development strategy with candid insights on burnout, boundaries, and leading people well in a demanding field.

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1. Treat quality of life as a competitive asset, not a marketing afterthought.
2. Focus attraction efforts on industry clusters that naturally complement what already exists locally.
3. International business development does not require a global city, only consistent relationship-building.
4. Cast a clear vision so teams understand the "why," not just the tasks.
5. Protect staff health by modeling boundaries, especially around after-hours communication.
6. Build attraction strategies around regional strengths, not generic wish lists.
7. Encourage team members to say no when capacity or clarity is missing.
8. Leverage peer networks aggressively. Most good ideas already exist somewhere else.
9. Recognize burnout as an organizational risk, not a personal weakness.
10. Remember that economic development works best when personal well-being and professional performance reinforce each other.

Special Guest: Juliet Abdel.

In this episode of the Econ Dev Show, host Dane Carlson sits down with Mike Kamerlander, President and CEO of the Hays Caldwell Economic Development Partnership, to discuss what economic development looks like inside one of the fastest-growing regions in Texas.

Drawing from HCEDP’s recent Economic Outlook Event, the conversation explores why Central Texas continues to attract companies, how cities, counties, and private businesses are investing through uncertainty, and what shifting project timelines signal for 2026. Mike also shares lessons from leading a two-county, ten-city partnership, why “no product, no project” still holds true, and how speed, predictability, and engagement quietly determine which regions win.

FYI, "No Product, No Project" is a registered trademark of Garner Economics LLC.

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1. Product readiness matters more than marketing language.
2. Speed and predictability often outweigh incentive packages.
3. Regional collaboration expands capacity without diluting local wins.
4. Growth planning must stay ahead of infrastructure demand.
5. Economic outlook events are tools for alignment, not just forecasting.
6. Accurate, current site information prevents deal-killing surprises.
7. Cities and counties should be treated as the primary customer.
8. Engagement across private industry strengthens long-term outcomes.
9. Development processes should be reviewed continuously, not periodically.
10. Capital on the sidelines eventually moves. Be ready when it does.

Special Guest: Mike Kamerlander.

In this episode of the Econ Dev Show, Dane Carlson sits down with Jessica Huble, Assistant Director of Redevelopment for the City of Sugar Land, Texas, to explore how a landlocked, master-planned suburb is rethinking growth, housing, and economic sustainability. The conversation dives into Sugar Land’s unique history as a company town built around Imperial Sugar, the creation of a dedicated Department of Redevelopment, and why single-family housing alone cannot support a city’s long-term finances.

Jessica explains how community engagement, honest trade-off conversations, flexible planning, and city-led redevelopment of the historic Imperial site are shaping Sugar Land’s next chapter, offering lessons for any community facing limited land, changing markets, and rising expectations.

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1. If your city is landlocked, every acre decision is a long-term financial decision
2. Single-family housing alone will not sustain municipal services over time
3. Create space for redevelopment before crisis forces it
4. Be honest with residents about trade-offs, not just benefits
5. Sales tax strategy matters just as much as property tax in many states
6. Avoid being overly prescriptive in RFQs and redevelopment plans
7. Lead with outcomes and identity, not tenant wish lists
8. Community visioning works best when residents are asked real questions
9. Historic assets should inform the future, not freeze it
10. Cities that fail to adapt risk losing relevance, not just revenue

Special Guest: Jessica Huble.

In this episode of the Econ Dev Show, host Dane Carlson talks with Joya Stetson, Community Development Director at the Minnesota Valley Transit Authority (MVTA), about how transit directly shapes workforce access, development costs, and long-term community competitiveness.

Joya unpacks “first mile/last mile” barriers and how tools like microtransit and service tweaks can turn missed connections into real outcomes, including route changes that unlocked student internships and boosted ridership.

They dig into suburban realities like coverage vs. ridership, post-COVID recovery, and why transit belongs inside RFP workforce narratives, land-use planning, and even parking requirement conversations.

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1. Get your transit provider “at the table” early for major projects, not after the announcement, so service planning can match real hiring needs.
2. Treat “workforce access” as more than unemployment rates: explicitly describe how transit expands the labor pool and reduces absenteeism and turnover risk.
3. Audit first-mile/last-mile gaps for key job centers, campuses, and training sites; don’t assume a route nearby means people can actually reach it.
4. Use microtransit strategically to bridge gaps, but pair it with fixed routes when predictable arrival times matter (classes, shifts, internships).
5. Build a “route change wins” pipeline: channel feedback from chambers, employers, schools, and workforce boards into concrete service-change proposals.
6. Include transit in your site selection/RFP package (especially the workforce section): routes, frequency, last-mile options, and how employers can engage.
7. Coordinate transit with land-use planning and TOD goals so comp plans and transit plans evolve together instead of living on shelves.
8. Use transit to reduce development friction: make the case for lower parking requirements where transit access supports it.
9. Map housing-to-transit-to-jobs (especially affordable housing) to show actual accessibility and to target investments or service pilots.
10. Frame transit as competitiveness and sustainability: companies care about low-carbon performance, and mobility options are part of that story.

Special Guest: Joya Stetson.

In this episode of the Econ Dev Show, host Dane Carlson sits down with John Loyack of the North Carolina Community College System to unpack what “workforce development” looks like when you’re the person who gets the call the day after the ribbon cutting asking where the next 500–5,000 workers will come from—and how North Carolina answers that question through four major tools: NC Edge customized training, ApprenticeshipNC, the Bio Network (now stretching from life sciences into food/beverage and natural products), and a small business center network embedded across 58 community colleges, all while pushing for tighter collaboration so employers experience one connected system instead of disconnected silos.

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1. Treat workforce development as core infrastructure, not a support function.
2. Engage community colleges early, not after a project announcement.
3. Promote customized training programs aggressively to prospects and existing employers.
4. Use pre-hire assessments to reduce employer risk on major projects.
5. Encourage employers, even competitors, to collaborate on shared talent needs.
6. Leverage apprenticeship programs beyond manufacturing into healthcare, construction, and trades.
7. Think regionally, not jurisdiction by jurisdiction, when building talent pipelines.
8. Repurpose successful training models across industries where skills overlap.
9. Break down silos between workforce, small business, and economic development teams.
10. Communicate these resources constantly because most businesses do not know they exist.

Special Guest: John Loyack.

In this episode of the Econ Dev Show, Dane Carlson talks with Timothy Comerford of Biggins Lacey & Shapiro about the rapidly shifting reality of power availability in site selection.

Tim explains how explosive demand from data centers and industrial users is overwhelming electric utilities, reshaping incentive policy, and lengthening timelines for securing capacity. He breaks down the biggest misconceptions around power lead times, why transmission is often the bottleneck, how utilities are adapting with costly engineering studies and take-or-pay requirements, and what steps EDOs must take to credibly position their sites.

This is a masterclass on the new electricity-driven geography of economic development.

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1. Build strong, direct relationships with utility contacts who will actually talk to prospects.
2. Understand that real timelines for securing large loads run in years, not months.
3. Work with utilities to pre-identify transmission routes and right-of-way feasibility.
4. Gather realistic load estimates from prospects instead of just taking their engineer's peak numbers.
5. Know whether your sites already sit near substations with real remaining capacity.
6. Incorporate redundancy needs early, since 100 percent backup can double infrastructure requirements.
7. Prepare for developers who request huge speculative loads and learn how to differentiate serious projects.
8. Recognize that incentives tied to data centers may face political pressure due to ratepayer impacts.
9. Push utilities and state partners to invest in long-range planning that anticipates industrial and data center growth.
10. Educate local stakeholders that modern site readiness now includes power readiness as a top priority.

Special Guest: Timothy Comeford.

In this episode of the Econ Dev Show, Dane Carlson talks with Johnna Reeder Kleymeyer, President and CEO of the Colorado Springs Chamber and EDC, about how Colorado Springs is uniting its region to compete globally, building on its deep aerospace, defense, and cybersecurity assets, and expanding advanced manufacturing powered by a steady military-to-civilian talent pipeline.

She explains the origin of the Colorado Aerospace and Defense Economic Council, the importance of advocacy for small and mid-sized contractors, how site selection really plays out in a mountain market, and why economic development still matters most at the level of individual opportunity.

From cluster strategy to workforce realities to the joy of cutting a ribbon on a transformational project, Johnna offers insight from a 30-year career building thriving communities.

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Special Guest: Johnna Reeder Kleymeyer.

In this episode of the Econ Dev Show, Dane Carlson talks with economic development veteran and consultant Marty Vanags about Circles of Seven, a peer-based mentoring program designed to strengthen post-startup small businesses who often fall through the cracks of traditional support systems.

Marty explains how C7 groups work, why small businesses learn best from each other, and how these circles create long-lasting bonds that improve BRE, build confidence, and ultimately make communities more attractive to prospects. He also touches on Next Wave Leadership, the importance of in-person connection, and why economic developers should spend more time nurturing the businesses they already have.

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1. Target the "liminal stage" -- businesses past the startup phase but not yet established need the most support and often have the fewest resources.
2. Build peer-to-peer programs, not just classes -- small businesses learn better from each other than from lectures.
3. Recruit strong facilitators, not "experts" -- a good mentor is a steady guide, not a guru.
4. Create predictable monthly prompts (articles, videos, questions) to spark meaningful discussion.
5. Require at least 30 minutes on the main topic so participants get what they came for.
6. Train facilitators in group dynamics, not business theory -- their job is to manage conversation, not teach.
7. Use C7-style programs as BRE tools -- they put you in front of businesses you rarely interact with.
8. Remember cash flow and time are always the biggest pain points for small businesses.
9. Encourage in-person interaction -- especially post-COVID, live meetings build deeper relationships and accountability.
10. Measure success by longevity -- if your groups keep meeting years later, your ecosystem is working.

Special Guest: Martin Vanags.

On this special crossover episode, Dane Carlson joins Joe Barker on the Rural Strong Podcast to talk about Sitehunt, entrepreneurship, and the power of AI to help rural and small-community economic developers compete at scale.

In this episode of Rural Strong, Joe and Dane explore how AI tools like Sitehunt automate site analysis, RFI responses, and data collection — giving small EDOs the same analytical firepower as their big-city counterparts. Dane shares his unlikely journey from early-2000s internet entrepreneur to chamber president in the Sierra Nevada foothills to Texas economic-development director to startup CEO. They discuss why feedback matters more than features, why execution beats ideas every time, and why even the smallest communities need a modern website, a plan, and the willingness to pivot.

Dane also unpacks how child care, housing, and workforce shortages have become the new pillars of competitiveness, why AI is best thought of as a “dim-witted but persistent intern,” and how rural leaders can use technology to take back the information advantage from site selectors.

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1. Treat AI as an intern, not an oracle. Feed it data and context to get useful answers.
2. Launch before you're ready. Iterate in public and let real feedback drive improvement.
3. Build a website that sells your community. Clear contact info and photos matter more than fancy graphics.
4. Use LinkedIn as your industry newspaper. Learn from and connect with other EDOs daily.
5. Start a local podcast. It's the best modern BRE tool and a non-threatening way to engage businesses.
6. Plan but pivot. No plan survives first contact with reality; stay nimble.
7. Address child care and housing head-on. They're workforce issues now, not social ones.
8. Prioritize execution over ideas. A mediocre idea well executed beats a brilliant idea untried.
9. Save cash for the long haul. Entrepreneurs fail more often from running out of runway than from bad concepts.
10. Ask for feedback early and often. It's how both products and communities get better.

In this episode of the Econ Dev Show, Candi Clouse from IMPLAN joins Dane Carlson to unpack how the fifty-year-old economic-impact platform grew from a U.S. Forest Service project into the industry’s gold standard for analyzing how local and regional economies respond to change. She explains the basics of input-output modeling, how opening a single manufacturing plant can affect hundreds of related industries and household spending, and describes how IMPLAN empowers users to measure those effects in real time.

Candi also shares her personal journey from psychology to economic development, the surprising ripple effects of Ohio’s motion-picture tax credit, and how IMPLAN’s data helps states compare investments, balance urban-rural needs, and plan for reshoring and supply-chain shifts.

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Special Guest: Candi Clouse.

In this episode of the Econ Dev Show, host Dane Carlson shares his talk from the Utility Economic Development Association’s 2025 Fall Forum in Traverse City, Michigan. He explains how artificial intelligence is transforming economic development from a guessing game into a data-driven discipline. Drawing from his work with Sitehunt, Dane reveals how utilities can turn raw infrastructure data like power, water, sewer, and fiber into actionable intelligence that accelerates projects, shortens RFI responses, and drives smarter investment decisions. He challenges listeners to stop optimizing for Google and start optimizing for AI, showing how even small steps like making one dataset machine readable can reshape how regions grow and compete.

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1. Make one dataset machine readable, even if it is internal. It is the first step toward AI readiness.
2. Think of AI as infrastructure, not a chatbot. Build systems that work continuously, not conversations.
3. Use APIs to connect your data, automate workflows, and ensure consistency.
4. Chain models together to combine reasoning, data retrieval, and structured writing capabilities.
5. Capture tribal knowledge by converting what only a few people know into structured, shareable data.
6. Automate RFI responses by integrating structured site data with AI models for instant scoring.
7. Start vibe coding by describing outcomes and intent instead of writing brittle, rigid logic.
8. Stop optimizing for Google. Design your data for AI systems that synthesize and act.
9. Run small experiments monthly to test new models and internal automations.
10. Advocate inside your organization. Utilities are the backbone of AI enabled economic development.

In this episode of the Econ Dev Show, Dane Carlson talks with Joe Rudemiller, Vice President of Marketing and Communications at Cincinnati Center City Development Corporation (3CDC), about how the organization helped turn Over-the-Rhine from a crime-ridden, disinvested neighborhood into one of America’s most celebrated urban communities.

Joe shares how strategic partnerships with the corporate sector, catalytic public spaces, historic preservation, and mission-driven development created a vibrant, mixed-income district filled with local businesses and active civic life.

He also discusses how programming, special improvement districts, and community initiatives like GeneroCity 513 and fair-chance hiring continue to strengthen the fabric of downtown Cincinnati — and what lessons other cities can apply to their own revitalization efforts.

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1. Partner with the corporate community -- Long-term commitment from anchor companies can provide patient capital and momentum for revitalization.
2. Start small and scale -- Begin with one corner or block to build early wins and demonstrate what's possible.
3. Use historic assets as a foundation -- Preserving and reusing historic buildings can anchor revitalization and attract residents and businesses.
4. Prioritize mixed-income housing -- Transitioning from condos to affordable and workforce housing ensures inclusive growth.
5. Activate civic spaces -- Programming parks and plazas year-round builds community and safety.
6. Think beyond real estate -- Manage business improvement districts, events, and outreach to sustain neighborhood vibrancy.
7. Leverage federal incentives -- Tools like New Markets and Historic Tax Credits can make otherwise infeasible projects work.
8. Align with city leadership without being bound by it -- A nimble, non-governmental structure can speed decision-making while maintaining alignment.
9. Invest in social programs -- Initiatives like homeless outreach and fair-chance hiring strengthen community ties and outcomes.
10. Catalyze private investment -- Public or nonprofit investment can pave the way for private development once confidence builds.

Special Guest: Joe Rudemiller.

In this episode of the Econ Dev Show, Dane Carlson talks with Kat Guillaume-Delemar, President and CEO of the Center for Community Progress, the nation’s only nonprofit dedicated to fixing the systems that lead to widespread vacant, abandoned, and deteriorated properties. Kat shares how systemic vacancy harms communities — from lowering property values and public health to blocking economic opportunity — and explains how policy reform, land banking, and innovative programs can restore vitality and equity to disinvested neighborhoods. Drawing from her deeply personal journey from poverty and trauma to leadership and advocacy, Kat offers inspiring insights and actionable strategies for economic developers seeking to build stronger, more human-centered communities.

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1. Shift the language: Avoid stigmatizing terms like "blight" and instead focus on systemic vacancy and its root causes.
2. Educate first: Increase awareness among policymakers, residents, and stakeholders about how vacancy impacts communities and economies.
3. Push for policy reform: Support legislation like the Neighborhood Homes Investment Act to close appraisal gaps and incentivize redevelopment.
4. Leverage land banks: Use land banks as strategic tools to acquire, manage, and repurpose vacant properties based on community priorities.
5. Think beyond economics: Balance the pursuit of economic growth with improving quality of life and social well-being.
6. Humanize your approach: Design strategies that prioritize people and communities over tax rolls and property values alone.
7. Collaborate widely: Work with residents, local leaders, and policymakers to co-create solutions tailored to community needs.
8. Address inequities: Recognize and combat systemic issues like redlining and inequitable appraisal practices that perpetuate vacancy.
9. Champion creative placemaking: Transform vacant lots into community assets -- from affordable housing to green spaces -- that restore neighborhood vitality.
10. Be strategically defiant: Don't shy away from challenging unjust systems; bold advocacy can lead to meaningful change.

Special Guest: Kathleen Guillaume-Delemar.

In this episode of the Econ Dev Show, Dane Carlson sits down with Molly Howey, CEO of the Greater Topeka Partnership, to discuss how Topeka is redefining what is possible for mid-sized U.S. cities.

Molly shares how uniting economic development, downtown revitalization, tourism, and the chamber under one strategic umbrella helped the city align its vision and accelerate growth. From transforming a once-quiet airfield into a future industrial hub, to building momentum in the Animal Health Corridor and nurturing homegrown startups, Molly reveals the creative thinking and community grit driving Topeka forward.

Her story offers powerful lessons for any economic developer aiming to build sustainable, people-centered progress in their community.

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1. Build coalitions that outlast personalities. Lasting economic momentum comes from strong systems, not single champions. Create structures that unite business, government, and community voices under shared priorities that continue beyond individual leaders.
2. Treat your community as your product. Successful economic developers are storytellers and brand builders. Invest in placemaking, amenities, and perception as deliberately as you do in incentive packages and infrastructure.
3. Leverage what already works. Identify your city's natural strengths--industry clusters, geographic advantages, or workforce skills--and double down on them. Sustainable growth often comes from amplifying existing assets, not chasing trends.
4. Make collaboration your default setting. Align chambers, tourism groups, and EDOs so they speak with one voice. Shared data, messaging, and strategy save resources and multiply your impact.
5. Blend local grit with global reach. Topeka's partnership with Plug and Play shows how even smaller markets can attract international innovation by thinking globally while staying true to local identity.
6. Focus on people as much as projects. Workforce, childcare, housing, and livability are no longer "supporting factors" but central pillars of competitiveness. Put people at the center of every initiative.
7. Tell your story relentlessly. Economic development is half execution and half narrative. Share wins, celebrate progress, and communicate constantly to reshape how residents and outsiders view your community.
8. Simplify your strategy to amplify impact. Broad plans can dilute focus. Concentrate on a few bold goals that your team and partners can rally around, and measure success through consistent, visible progress.
9. Encourage entrepreneurship as a civic value. Support for small businesses, startups, and innovation hubs builds resilience and broadens economic opportunity across every layer of the local economy.
10. Keep learning, listening, and adapting. The best economic developers are curious. Study other regions, borrow ideas shamelessly, invite new perspectives, and stay flexible as industries and demographics evolve.

Special Guest: Molly Howey.

In this episode of the Econ Dev Show, Dane Carlson sits down with Anders Victor, Director of International Business Development for the Economic Development Partnership of North Carolina, to explore how the state positions itself as a global powerhouse for foreign direct investment. Anders shares how North Carolina leverages its international offices, partnerships, and workforce strengths to attract companies like Toyota, Siemens, and Roche, while also tackling challenges around product availability, infrastructure, and talent pipelines. From lessons learned in global competition to the importance of mentorship and cultural adaptability, Anders offers practical and inspiring advice for economic developers everywhere

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1. Build international presence -- Overseas offices provide credibility, relationships, and cultural expertise.
2. Don't assume awareness -- Many companies don't know your state; make introductions early.
3. Highlight livability -- Migration, lifestyle, and culture are key decision factors alongside tax and cost advantages.
4. Invest in product readiness -- Sites, utilities, and workforce pipelines must be shovel-ready to compete globally.
5. Leverage co-op marketing -- Communities can pool resources to reach new markets and trade shows.
6. Learn from losses -- Map supply chains and know how your region fits into global networks.
7. Embrace cultural differences -- Business norms vary widely; flexibility builds trust.
8. Prioritize mentorship -- Developing young professionals requires exposure and guidance from experienced leaders.
9. Communicate in native languages -- Speaking a client's language strengthens partnerships and reduces friction.
10. Stay resilient and adaptable -- Every project looks different; success comes from meeting companies where they are.

Special Guest: Anders Victor.

(Due to technical issues, this episode has been reuploaded. My apologies to Jamie and to all our listeners. –Dane)

In this episode of the Econ Dev Show, Dane Carlson welcomes back Jamie Beasley, who shares her path from chamber leadership to her current role as a Regional Development Specialist in north central Oklahoma.

Jamie discusses the joys and challenges of working with small towns, the importance of building authentic community connections, and the value of bringing fresh ideas from other places.

She also introduces her new initiative, Econ Dev Ops, a virtual assistant service tailored to chambers of commerce and economic development organizations, designed to help overburdened leaders focus on strategy and growth.

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1. Spend time in the field. Nothing replaces face-to-face conversations.
2. Look at how other communities solve problems; good ideas travel well.
3. Small towns often lack staff capacity; find ways to connect them to resources.
4. Collaboration across counties and regions can amplify limited resources.
5. Celebrate small wins to keep communities motivated for long-term goals.
6. Don't underestimate the importance of simply listening to local leaders.
7. Recognize that chamber directors and small-town EDs often juggle multiple roles.
8. Consider outsourcing administrative tasks (like social media, invoicing, and newsletters) to free up strategic capacity.
9. Include small towns in summits and regional events--they often feel overlooked.
10. Focus on relationships and encouragement--sometimes validation is as valuable as funding.

Special Guest: Jamie Beasley.

In this episode of the Econ Dev Show, Dane Carlson sits down with Kathleen Coviello, Chief Economic Transformation Officer at the New Jersey Economic Development Authority, to explore how New Jersey is reshaping its economic future.

Kathleen discusses the state’s targeted approach to building industries where it has a competitive edge—from film and digital media to life sciences, clean energy, and AI. She shares insights into innovative initiatives like film-ready certified towns, programs that turn company losses into cash, and the ambitious Evergreen Fund designed to attract venture capital and corporate engagement.

Along the way, Kathleen highlights both the opportunities and challenges facing New Jersey, including housing affordability and talent retention, while also offering a candid look at her own journey from venture banking to two decades in public service.

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Special Guest: Kathleen Coviello.

In this episode of the Econ Dev Show, Dane Carlson sits down with Rich Garman, Director of Economic Development and Finance at the North Dakota Department of Commerce, to explore how North Dakota’s unique scale and culture enable fast, collaborative economic development. Rich highlights the benefits of a close-knit network where “everybody knows everybody,” the ability to push projects forward at breakneck speed, and the importance of trust and reputation in such a small state. Listeners will come away with insights into what makes North Dakota’s approach distinctive and how lessons from the state’s nimbleness can inspire economic developers everywhere.

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1. Build tight relationships across agencies to speed project approvals.
2. Use small-scale networks to your advantage: connect decision-makers quickly.
3. Develop a reputation for trustworthiness--bad actors get noticed fast.
4. Create systems where a single text or call can move a project forward.
5. Prioritize collaboration over silos; success requires every stakeholder.
6. Emphasize speed to prospective investors--it's a competitive advantage.
7. Highlight cultural strengths (community-mindedness, shared goals) in pitches.
8. Streamline processes wherever possible; eliminate "waiting on someone's desk."
9. Recognize the risk of reputation spread--protect your credibility at all costs.
10. Translate small-state agility lessons into big-state or regional contexts.

Special Guest: Rich Garman.