In May, EDCUtah announced the appointment of Jon Hawkins, principal at Inside the Rings, as a strategic advisor. In this role, Jon will help support community development, advise cities on Olympic readiness initiatives, and foster economic development opportunities throughout Utah.

Jon’s experience in Olympic readiness includes consulting, governance, and advocacy. He serves on the boards of the Utah Sports Commission, the Olympic Legacy Foundation, and the USA Climbing Foundation, and he also chairs the legislative Olympic Coordinating Committee. In each of these roles, Hawkins has helped shape projects, policy, and conversations around major events, stakeholder priorities, and the broader impact of sport.

Recently Jon has been talking with dozens of EDCU investors and other contacts. We caught up with him to find out more about Utah’s Olympic efforts.

What is the economic opportunity represented by the 2034 Winter Olympic and Paralympic Games?

The Kem C. Gardner Policy Institute puts the potential economic impact at about $6.6 billion, but I think it could actually be a bigger opportunity, when you look at how businesses, cities, counties, higher education institutions can multiply the effect of the Games themselves. If these constituents really put forth an effort to participate, the economic opportunity for everyone is going to be massive. One of the reasons I say that is because the Olympics touch nearly every sector of the economy.

The organizations that are prepared to participate will benefit the most. And by prepared, it’s not a matter of starting in 2032 or even 2030, it means starting now. The partnerships that are needed to maximize the impact of the Games for your organization, those relationships take time to build. Working through logistics of things, that’s going to take time as well. Starting with a strategy and a plan now is a lot better and a lot less expensive than waiting until 2030 or 2032 to come around.

Tell us about the conversations you’ve been having. In general terms, who have you been talking to?

I’ve been talking to all sectors of the economy, organizations both public and private. It’s interesting that despite the diverse nature of these organizations, the conversation is pretty much the same. It’s along the lines of “I know that I want to get involved, but I don’t know how. Help me understand how to get involved.”

What we do at Inside the Rings is to understand what a given organization’s goals are, determine the right pathway for their involvement, and then we strategize on the approach that will take the fullest advantage of the Olympic Winter Games.

Not all communities can afford to have a venue, or to be honest with you, wants to have a venue. But they do want to capture the magic that comes with the Olympic Games, and there are a set number of pathways or different routes to participating.

In our discovery discussions, we identify the different pathways that would help them reach their goals.

What are some other common questions?

There are other questions such as “Can we get a venue here? Can we actually host an event?” The answer is probably not, because the cost is astronomical and a lot of the planning is already in place. It’s very limiting for communities that don’t have an existing venue that want to host a competition now.

For the communities that already have Olympic venues, they’re asking, “Is this venue good enough? Does it need to be upgraded? Is there something else that’s going to be built that might take that opportunity away?”

The answers here are generally that our venues are in good shape, and other than some shifting of a few ski and snowboard events to different venues, things are pretty well set.

How has the Olympic opportunity changed since 2002?

First of all, the cool thing is almost everybody is excited to have the Olympics back. There’s a lot of nostalgia around 2002 and the wonderful opportunity that it was.

One of the biggest things that I’ve noticed in talking with organizations and communities that were involved in 2002, the focus then was on the venues, traffic, ticket sales and merchandise sales.

The opportunity before us in 2034 includes those same concerns, but there are other opportunities. I recently talked to a contact of mine at the State Department who is the liaison to the International Olympic Committee (IOC). What he highlighted is that the IOC, the U.S. Olympic and Paralympic Committee (USOPC), and the organizing committee here in Utah all are working to ensure that the athletes have the best experience possible. The questions revolve around setting up the field of play and venue infrastructure, getting athletes from place to place, and housing and feeding the athletes and their coaches.

One thing my contact said to me was that no one’s ever focused on how the business community can get involved, or how the fans can get involved. He made me realize, “The Olympics are coming to Utah, but how is Utah coming to the Olympics?”

An opportunity for Utah organizations is to create an experience for community members and fans. For example, how do we set up cities and counties to be able to bring people out of their homes, bring people together to have an Olympic experience that doesn’t necessarily involve getting a ticket and going to an official venue. Watch parties, for example, are a way to bring residents, visitors, community organizations and businesses together to create an Olympic memory.

‍Does a business or a community have to be an Olympic sponsor to see a big benefit?

That’s another common question I hear. Not every business wants to be a big sponsor or can afford to do so. The same goes for cities. There are more modest levels of support at an individual sport level that can be very impactful for the team and for the organization giving the support.

Every other country in the world that participates in the Olympics has government sponsorship of its Olympic teams. The U.S. does not. I’ve talked to several different national governing bodies (NGBs). These NGBs are the official overseers of specific sports. Folks are familiar with U.S. Swimming, U.S. Ski and Snowboarding, U.S. Track and Field, those sort of organizations. The big ones are doing great and have resources. But other NGBs are not so fortunate, and have some pretty tight constraints.

I would advise companies and communities to look for ways to get involved in the short term. As I mentioned before, I would say start planning and building those relationships now. The Olympics in 2034 might seem like a long ways away. The good thing is we have three Games between now and then that allow us to dry-run different approaches. Every year between now and 2034, any relationship with an NGB picks up momentum.

‍Are there other ways to support the U.S. Olympic effort beside financial?

As I mentioned, other national governments help sponsor their countries’ Olympic team, and because of that, those teams have funds to do a lot of research and development.

For example, with the sliding sports, especially Germany, Austria, Switzerland, even Latvia, those teams are crushing it. That’s in part due to research and spending on composite materials. They have a technology advantage over the U.S. team.

We’re doing a really good job winning medals with the resources that we have here. If we could involve our manufacturing side, expand the research and development, and develop better technologies for our sliding sports, we’d be in a more competitive position with those countries that are leading those sports. The same goes for biathlon, and even ski and snowboard to an extent.

There are U.S. manufacturers out there that are willing to help, but they may not be aware of the opportunity or how to get involved. I’m encouraged by some early efforts at Weber State University and by our friends at the 47G industry association to bring better composite technology to our sliding sports. Developments like that tell me that there are opportunities to build public-private partnerships that could be as meaningful to our teams as high-dollar donations.

‍What’s been reaffirmed and what’s surprised you?

I think what’s been reaffirmed is excitement for the games. In the conversations that I’ve had, you don’t have to sell them to anybody. It is one of the easiest door openers I’ve seen. Everyone wants to be invited and included and participate in the games.

I think that’s unique to Utah. Obviously we have this phenomenal legacy from 2002. If you’re out on the streets of Salt Lake or anywhere else in the state, you’ve got people still wearing their Olympic volunteer uniforms. That’s because of the experience they had, and the positive uplift that it was for Utah. So it’s not surprising there is total excitement.

I think one of the most surprising things are the number of organizations that are engaged in planning. There are organizations up in Ogden, for example, that have already outlined 50 to 60 different projects that they want to work on. These are to support a reimagined downtown Ogden, in other words, a level of planning to make the city a major Olympic hub.

These are not small-scale projects, and that effort reaffirmed to me that it’s time to start preparing now across our state.

‍What’s one thing you wish people knew about the Olympics?

Everybody at the organizing committee is doing a phenomenal job. They’re great to work with, and they’re great people. They have a lot on their plate and a lot of people don’t understand what the committee’s responsibility is. I’ve talked to some of the members, and they say they can’t do what people are asking them to do.

Some of the requests are simply not in the committee’s scope. There are very strict parameters that the organizing committee can and can’t do. The committee just has to focus on what those responsibilities are, and not try to get every organization in Utah involved. That’s why EDCUtah and the Chambers of Commerce are great places to begin the process of getting involved. We can figure out a plan together, and not be a burden on the organizing committee.

‍What’s the relationship between Inside the Rings and EDCUtah?

Six months ago, I called Ryan Starks of EDCUtah and told him I was starting this consulting business. I was calling to ask, “What do you think?”

His immediate response was that EDCUtah would love to bring Inside the Rings on as a strategic advisor for the Olympics. Ryan recognizes that for EDCUtah and its investors, the Olympics are perhaps the greatest opportunity to showcase Utah to the global business marketplace and to site selectors that we’ll see in our lifetimes.

So I don’t work for EDCUtah but I do engage with the organization and with the clients that EDCUtah sends to me, to help them understand what the opportunity is for involvement in the Olympics. My services can help strengthen the relationship with EDCUtah. We’ll provide more detail in the coming months.

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For additional information or to schedule an interview, please contact us.

In recent years, Comcast has invested $1 billion in Utah to serve its 1.1 million household and business customers in the state. We caught up with Jennifer Somers, vice president of government & community affairs, to learn more about how the long-time EDCUtah investor is supporting business growth and tackling the “digital divide.”

Comcast has made significant investments in Utah. How do those investments support the state’s economic growth, and why is Utah an important market for the company?

Across the country, Comcast has invested nearly $200 billion over the past five years to expand broadband, support U.S. jobs, and strengthen communities—and Utah is an important part of that story.

In the last three years alone, Comcast has invested more than $1 billion here in Utah —  spanning network infrastructure and our workforce — with more than half a billion dollars going directly into our network, because we know connectivity is the foundation for economic growth.

Today, our network reaches more than 1.1 million homes and businesses statewide, helping create the conditions for job creation, business expansion, and long-term investment.

Utah continues to be an important market for the company because of the state’s strong population growth, business-friendly environment, and expanding communities that continue to drive demand for fast, reliable connectivity. Utah is a market where Comcast can expand our network and support long-term economic growth.

We’re seeing that translate into real economic impact across Utah communities, including in Eagle Mountain, where we expanded our network to more than 18,000 homes and businesses, supporting growth in one of the state’s fastest-growing communities. Through partnerships with the Eagle Mountain Chamber of Commerce and the local library, Comcast supported a digital navigator program that provides hands-on training to help residents, including seniors, build essential digital skills to access services, participate in the workforce, and stay connected in today’s digital economy.

How does high-speed, reliable broadband serve as a foundation for Utah communities and businesses to compete and grow?

Broadband today is essential; it’s what allows communities and economies to compete.

That’s why we’ve made sustained investments at scale, in the last five years we’ve invested more than $80 billion into our network nationwide.

In Utah, that infrastructure powers everything from small business operations to advanced industries. When businesses have access to high-speed, reliable internet, they can hire, expand, and reach new markets with confidence. That digital foundation is what allows communities to attract investment and build a resilient, future-ready economy.

What types of industries and businesses in Utah benefit most from Comcast’s network and services?

The reality is—every sector benefits.

From small businesses to global enterprises, connectivity enables companies across Utah to operate, innovate, and scale.

Nationally, Comcast powers more than 2 million small businesses—more than any other provider—which gives a sense of how critical connectivity is to economic growth at every level.

And we see that same impact play out here in Utah—across industries like healthcare, manufacturing, education, and retail.

How does Comcast partner with state and local leaders to expand broadband infrastructure and drive economic development across Utah?

This work only happens when the private sector and public sector are aligned.

At the national level, Comcast’s network of more than 65 million homes and businesses with access to our network demonstrates both the scale of the opportunity and the experience required to deliver infrastructure at this level.

That experience carries directly into how we partner with state and local leaders in Utah.

Comcast is proud to partner with the Utah Broadband Center to further expand our network, bringing service to unserved areas and addressing critical connectivity gaps across the state.

As part of this partnership, Comcast is investing $20 million to support broadband deployment and improve access for underserved communities throughout Utah.  We work closely with communities to align investments, streamline deployment, and expand connectivity into new areas—especially those that have historically been harder to reach.

Programs like the Broadband Equity Access and Deployment Program (BEAD) offer a major opportunity, and success will come down to strong partnerships and proven execution.

How is Comcast supporting small business growth and entrepreneurship across Utah?

Small businesses are the backbone of Utah’s economy, and connectivity is central to their success.

Across the country, Comcast supports millions of businesses with the connectivity they need to operate and grow, and that same focus applies here in Utah.

We’re not just connecting businesses, we’re helping them compete. We’ve introduced new, simplified pricing options designed specifically for small businesses, making it easier for them to access the connectivity they need with more predictable, transparent costs.

From fast, reliable internet to secure and scalable solutions, we help Utah businesses operate efficiently and expand into new markets

Beyond connectivity, we’re also investing directly in local entrepreneurs. In 2025, Comcast RISE awarded 100 grant packages to small businesses across the Wasatch Front, providing $5,000 monetary grants, technology upgrades, marketing support, and business consultation services.

For our Comcast RISE recipients, that support is driving real growth, helping them invest in their businesses and expand their impact. As an example, Francis Castillo, CEO and owner, JFS IT Solutions, and Comcast RISE recipient, said: “Words cannot fully describe the happiness and gratitude I feel. This grant is an incredible opportunity to overcome challenges, grow, and help other entrepreneurs leverage technology to build their businesses.”

We also partner with local organizations and business communities to provide entrepreneurs with the tools, connectivity, and support they need to start, scale, and succeed in an increasingly digital economy.

‍Beyond building networks, how is Comcast working to expand access, affordability, and digital skills for Utah residents?

Building the network is just the first step. Making sure people can actually use it is just as important. Nationally, Comcast’s investments are focused not just on infrastructure, but on strengthening communities and expanding opportunity.

In Utah, that shows up through programs like Internet Essentials, which has connected more than 241,000 low-income residents to affordable internet over the past decade.

At the same time, through our $1 billion Project UP initiative, we’re investing in digital skills, workforce development, and entrepreneurship – including $8 million in the last three years right here in Utah.

When you combine access, affordability, and skills, that’s when you start to see real, lasting economic mobility.

‍As Utah continues to grow, how is Comcast preparing its network and investments to support the state’s future economy?

Utah is growing quickly, and we’re building our network to match that momentum.

Our investments in the state are part of a much broader, long-term commitment.

In Utah, that means expanding into new communities, including rural areas, and advancing our network to support multi-gig speeds and next-generation technologies.

We’re not just building for today—we’re building for where the economy is going.

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For more information, visit www.comcast.com. “Building Together” highlights examples of the impact of your investment and EDCUtah’s work in communities across the state. 

For additional information or to schedule an interview, please contact us.

Select Health is a nonprofit health plan in Utah, Idaho, Nevada, and Colorado, with more than one million members across the United States. A long-time EDCUtah investor, Select Health offers commercial and government medical plans, as well as dental, wellness products, and pharmacy benefit management. Its integration with key clinical partners and hospital systems helps ensure high-quality healthcare at the lowest possible cost for members and the community.

We caught up with Dan Richards, head of commercial sales, to learn more about the organization’s strategies and experiences in the Utah marketplace.

What message does Select Health have specifically for companies that are considering Utah for an expansion or relocation?

Utah offers a combination that’s hard to find: economic strength, talent availability, and an exceptional quality of life.

From a healthcare perspective, companies coming here can expect a strong, integrated health system with Intermountain Health and a partner in Select Health that understands employer needs. We focus on delivering value — not just coverage, but solutions that help control costs, improve employee health, and support long-term workforce sustainability.

For companies considering Utah, I’d say this: You’re not just choosing a location, you’re choosing a community and a set of partners. Companies can expect a healthcare partner invested not just in benefits administration, but in the long-term health and success of their people and the communities where they live and work.

What quality-of-life rankings are currently on your radar for Utah? What role does Select Health play in supporting Utah’s high quality of life?

Utah consistently stands out for its strong quality-of-life fundamentals: things like economic opportunity, access to the outdoors, education, and overall community well-being. What’s especially important to us is how health fits into that picture.

As part of a nonprofit, integrated health system with Intermountain Health, Select Health can take a long-term, community-focused approach to health. By aligning coverage with care delivery, we focus on prevention, access, and affordability — not just treating illness, but supporting healthier lives over time. That model helps individuals stay well, employers maintain a productive workforce, and communities remain strong.

We also pay close attention to rankings related to access to care, community health outcomes, and affordability, because they directly affect employers’ ability to attract and retain talent. From our perspective, Utah’s strength is how these factors come together to support both business success and quality of life.

Across our markets, including Utah, we work with hundreds of community partners and reach well over a million individuals each year through outreach and engagement efforts. Our goal is simple: help people live the healthiest lives possible, and in doing so, contribute to the overall vitality and livability that Utah is known for. That’s why we invest in addressing broader social factors like transportation, food security, and community support systems.

How does Select Health regard Utah as a place to do business?

The Utah market is foundational for Select Health. It’s where our roots are, and it continues to be one of the most dynamic and attractive places to do business in the country. Being part of an integrated health system also allows us to collaborate closely across care and coverage, which supports both employers and the broader economy.

We see Utah as a growth market, but also as a partnership market. There’s a strong alignment here between employers, healthcare systems, and organizations like EDCUtah that are focused on long-term economic and community development.

For us, success in Utah isn’t just about market share—it’s about being deeply embedded in the ecosystem, supporting employers, and helping build a healthier workforce that can sustain the state’s continued growth.

What’s your presence in Utah in terms of employees and offices?

Utah is home to our largest operational footprint. With nearly 2,000 employees who consider our Green Street Campus in Murray their home office, we have a significant employee base in the state. Our parent company, Intermountain Health, is also deeply rooted in Utah, with caregivers from Salt Lake to St. George.

Beyond physical presence, our teams are deeply engaged across the state, working with employers, providers, brokers, and community organizations to support business growth and population health.

What investments has Select Health recently made in Utah in terms of infrastructure, community development, or business development?

Our investments in Utah span both healthcare delivery and broader community development. Because we’re part of a nonprofit health system, our investments are designed to stay local and support long-term community health. That includes technology and care management capabilities, prevention and mental well-being initiatives, and programs that help employers manage healthcare costs while supporting their employees’ health.

From a community perspective, we’ve significantly expanded our collaboration with local organizations focused on social determinants of health—things like housing stability, food access, and education. That work alone has reached over a million individuals through hundreds of touchpoints and partnerships.

We also invest in employer-facing capabilities, such as tools, programs, and services that help Utah companies manage healthcare costs while improving employee health outcomes.

And just as important, we continue to invest in our people and operations here, ensuring we have the infrastructure and talent in place to support the growing employer base in Utah.

Any new investments or programs on the immediate horizon?

Looking ahead, our focus is on expanding access, improving affordability, and strengthening employer partnerships.

That includes continued investment in digital tools, care navigation, and programs that support whole-person health—especially as employers look for more holistic solutions for their workforce. These advancements are designed to make healthcare easier to navigate and improve health outcomes.

We’re also continuing to deepen our work in the community—working with organizations that are addressing upstream factors that impact health, because we know that’s essential to long-term sustainability for both individuals and businesses.

How does EDCUtah fit into your market strategy?‍

EDCUtah is an important partner for us because they sit at the center of business attraction and expansion in the state.

Your work connecting businesses, policymakers, and community leaders complements our focus on creating environments where people and organizations can thrive. Collaboration like this strengthens Utah’s ability to attract employers while supporting sustainable growth.

As companies evaluate Utah, healthcare and health insurance are critical to that decision, both in terms of cost and the ability to attract and retain talent. Through our partnership, we’re able to help ensure those companies understand the strength of the healthcare ecosystem here and what Select Health can offer.

It’s really about alignment—we’re both working toward the same outcome: a strong, growing, and sustainable business environment in Utah.

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For more information, visit www.Select Health.org. “Building Together” highlights examples of the impact of your investment and EDCUtah’s work in communities across the state. 

For additional information or to schedule an interview, please contact us.

EDCUtah’s Jared Stewart attended the 2026 Site Selectors Guild Spring Conference in March – along with representatives from BZI, Eagle Mountain, the Utah Governor’s Office of Economic Development, the Utah Inland Port Authority, and the Northern Utah Economic Alliance. They met with several consultants and took copious notes, and we’ve culled the most interesting insights for you here.

1. Pulse Check on Site Selection

Expected challenges in the next five years include (in order of most concerning to least concerning):

• Qualified workforce
• Utilities
• AI and automation
• Charm factors (quality of a place)
• Clusters (known/shared assets)

Projects have slowed down and become more complex. They require more due diligence. Some site selectors feel that in the short term, fewer shovels will go into the ground this year. They are pessimistic in the one-year timeframe, but optimistic in the five-year timeframe.

2. Geopolitical Hot Takes

The conference included sessions on several pressing economic trends. For example, extreme weather and the increasing stress on electrical grids are leading to a major energy crisis.

Debt held by companies and by the government may pose real challenges for further lending and corporate expansion. In other words, refinancing will be more expensive and could dampen project activity.

Trade wars have benefits and downsides. Foreign direct investment will grow, we will trade, and things will improve.

AI may promote a productivity boost through factory automation and other areas, but on the other side, AI may devalue education and cause mass youth unemployment and white-collar job loss. Many site selectors emphasized the importance of exposing the next generation to blue-collar career pathways.

3. Know Your Life Science Niche(s)

When it comes to the life science sector, site selectors emphasized that economic developers should build a deeper understanding of specific market strengths. Utah has a strong life science sector, but pitching that strength is not enough. Marketing to life science companies requires specialized and informed messaging by sub-sector (e.g. medical devices, drug discovery, gene therapy, and so on).

For example, the pharmaceutical sub-sector has a different product life cycle than biotech companies. Medical device and diagnostics sub-sectors follow yet other cycles.

The discussions also highlighted some market and demographic shifts:

• Growth in the aging population means growth in medical care spending.
• Obesity drugs have increased in demand, accelerating project activity.
• Federal-level reductions in research funding have led large companies to focus on acquisitions rather than internal research.
• Nationwide, active pharmaceutical ingredient (API) companies are competing with data centers for power and ready sites.

Lastly, companies are evaluating communities on multiple factors, not just incentives. Companies are analyzing the local tax structure, utilities, and overall community fit. “Sustainable operations matter more than incentives. Incentives go away eventually,” said one consultant.

4. Federal Spending Continues to Fuel Aerospace & Defense (A&D) Projects 

U.S. Department of Defense spending is driving demand for relocation projects. Companies are focused on artificial intelligence (AI) and modernizing manufacturing. The markets for drones and satellites are also attracting investment.

Key site selection criteria for these projects include utility reliability, certified talent, logistics, zoning and permitting for heavy manufacturing, and highway, rail, and air cargo routes.

A&D companies are seeking supply chain diversification, particularly in rare earths. China is dominant in that segment, and Mexico is showing some growth despite mining technology constraints. EDCUtah has seen growth in mining and mineral projects, with five new projects in the last year.

When asked to cite regional best practices in A&D, the site selector panelists called out, in general, the states that promote advanced training programs and workforce development. The Space Beach Initiative in Long Beach, California features strong labor concentrations and takes advantage of the Port of Long Beach’s proximity. Closer to home, the area around Hill Air Force Base and Salt Lake City were brought up twice in the panel discussion as places that are “doing it right” and “have created a successful ecosystem.”

5. From Flatline to Finish Line

A few factors can help improve your community’s odds of closing a deal. The first is utility rate negotiation. Can the utility adjust the rate to help get projects across the line?

Another is building strong local relationships with key employers ahead of time, to provide the best choices for data and interviews. It’s helpful to know both the top employers and the employers that are struggling – and understand the reasons behind their successes and struggles.

On a related front, it’s important to represent public policy accurately. Sync up with local leaders ahead of time and know your community’s talking points.

Don’t break confidentiality and NDAs. This is a serious point with consultants and with companies. And if you are clever enough to track private jets that land nearby, and have identified the company by doing so, don’t be cute and disclose that to anyone. It can chill the deal.

“Time kills all deals” was a key message from another consultant. Timeline changes and delays on your end bring significant project risk. On the flip side, sometimes company priorities and goals change, and that too can lead to a deal flatlining.

Lastly, remember: site selectors are on the same side as the communities. They want a deal done, too.

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For additional information or to schedule an interview, please contact us.

Did you know that two of the nation’s 10 largest credit unions are located in Utah? From maintaining one of the largest branch networks in the country to investing millions in local safety nets, America First Credit Union is deeply rooted in Utah’s economic story.

Founded in Salt Lake City in 1939, AFCU was originally chartered as Fort Douglas Federal Employees Credit Union. Today, AFCU is the sixth largest credit union in the United States, with $23 billion in assets and more than 1.5 million members.

We caught up with Brett Christensen, chief lending officer, to learn about the Utah business climate and the “business of winning.”

As a large financial institution, how does America First view its role in supporting the Utah’s economic development?

We have a presence in Utah, Nevada, Arizona, Idaho, New Mexico, and California, but about 60 percent of our members and our business is located in Utah. We view it as very important.

Not only are we one of the largest credit unions in the country, we have one of the largest branch networks, with 116 locations. Branch offices support our presence in the community.

Branches have changed over time. We don’t have all the thousands and thousands of transactions at the teller window like we did in the past. A lot of that’s done online and through mobile applications now. But when people have a problem, or they want to open an account, or they want to get a big loan, they still want an in-person presence. And so, we’re always evaluating how we can maximize our branches in our areas, and how we can help to develop the communities where our members live.

Can you share examples of how America First has partnered with local organizations, developers, or municipalities to advance community or commercial projects?

We take our commitment to the community seriously, and that shows up best in the local organizations we choose to support. For instance, we’ve partnered with YCC Ogden by donating $500,000 to help build transitional housing for those escaping domestic violence. We also invested $250,000 in the Fullmer Foundation’s youth boxing arena, which provides a free after-school haven for underprivileged youth in Salt Lake.

Our support extends to specialized care and education as well; we donated $1 million to Primary Children’s Hospital in Lehi to support their school zone and pantry, and $600,000 to Make-A-Wish Utah for the expansion of their Salt Lake facility. We also focused on accessibility and housing by giving $25,000 to the Ronald McDonald House SLC for ADA updates and providing $100,000 to establish Teen Centers in Weber and Davis Counties. These centers offer homeless students a safe place to shower, do laundry, and use computers to keep up with their schoolwork. By teaming up with these dedicated developers and municipalities, we aren’t just donating money. We’re helping build the infrastructure our neighbors need to thrive.

What percentage of your portfolio is business-related versus individual member-related?

We started 84 years ago with a focus on consumer banking. The next step was mortgage lending, and then the next step after that was commercial and business lending. Today, our business is about 64 percent consumer, 26 percent mortgage and 10 percent commercial.

We’ve got 88,000 business accounts and a portfolio of $1.7 billion in commercial loans and Small Business Administration (SBA) loans. We’re one of the largest credit union SBA lenders in the country.

We’re acquiring a bank in the next few months out of Las Vegas, and that’ll increase our commercial and business opportunities. Once we complete that acquisition, we’ll have about $3 billion total in business loans, and it’ll be about 18 percent of our portfolio. So supporting businesses is a growing part of our business, and a very important part.

How does America First balance its commitment to individual members with the financial needs of growing businesses?

We’ve actually grown business lending and business deposits at a faster rate than our consumer side. Many of our consumer accounts are people who are business owners. We’ve already gained their trust with consumer activities, and it’s a natural transition for them to bring their business accounts to us. And many of what were initially business accounts, well, those people bring their consumer lending here for much the same reason.

When we analyze the value of a member account or a business account, we include all the consumer and the business activities. We consider those mixed business and consumer accounts to be some of our most valuable. We continue to grow our products and services to meet the needs of larger businesses.

What are you seeing in Utah’s business climate?

The economic metric that touches us the most is employment numbers. When people are feeling good about their jobs and their incomes, then they’re borrowing more, and that helps us on the loan side. When they’re doing well with their jobs and their incomes, then they’re able to pay their loans on time, and that helps us on the collection side.

I wake up most mornings feeling very fortunate that 60 percent of our business is in Utah, because Utah has done very well economically. When you look at growth rates of businesses, growth rate of the population, unemployment rates, growth in income, delinquency or losses of different loan types, and so on, Utah is generally in a very favorable spot. Utah often ranks in the top five out of 50 U.S. states in about every metric you look at.

We certainly view that as a wonderful advantage to be headquartered, and have the majority of our business, in a state that’s doing so well. We can’t take it for granted. We still have to work hard and make good business decisions as we manage the business. But we know that the state has done very well economically, and we’re thankful for that.

Utah’s workforce is a key component of our economic success. How does America First invest in its own employees and the broader workforce?

We have around 3,600 employees. Training them, keeping them, and providing a meaningful career path for them is a big part of our program.

I think we do better than most at it, based on the amount of longevity that I see. We’re big enough that people can grow into positions over the course of their careers. For example, we have a senior management team of about 40 managers and vice presidents, and I would say the average tenure in that room is 20 to 25 years. We also bring in quite a few students, in intern programs and part-time teller positions, and work them up through the organization.

We work hard to build a culture that’s family oriented. We let people know that work is important, but also their personal life and their personal time is important to us. We want them to have a good work-life balance. It’s worked out well for us as an organization.

How is technology transforming your approach to community banking and business services in Utah?

To stay relevant, especially for younger members and businesses – it’s all technology-driven. Just look at the fintechs, the financial technology companies that are out there. They’re growing like crazy, and it’s because they have great tech.

As important as technology is, we’ve learned that having a person-to-person relationship, with a member or business owner, can go a long way as well. Our goal as an organization is to become that hybrid of a financial service provider with great technology that you want, expect and deserve, and also have an exceptional human service element.

We’re growing 8 to 10 percent a year, and a big part of our strategic plan is improving in technology. One example is on the business side, where one of the hardest parts is opening up new accounts. It’s such a labor-intensive process, with lots of human involvement, and it can take a week or two or three in a worst-case scenario. There are so many different forms and different things that have to be gathered up and processed.

We have invested a lot of money with a software provider to develop the ability to open up our business accounts online and at a much quicker pace. That’s a huge advantage for us now. What used to take weeks, we can get done on the same day. That’s a big deal, and it only happens through technology.

We’re also going down that road for our loan products. It’s easy to apply online, and you can get a quick underwriting decision. We’re taking it to the next step of getting documents signed and money dispersed. We have big initiatives on digital accounts and digital loans and digital deposit products as well.

Some of our readers may not know about credit unions. What’s your “Credit Union 101”?

When you get to the brass tacks of making a loan, or opening a deposit account, running a checking account, or a money market account, or a CD, or a car loan, or a credit card – banks and credit unions are very similar. The key difference is really the ownership structure. A credit union is a not-for-profit organization. Our members are our owners.

Both banks and credit unions need to do well financially to prosper, but I think the motive’s a little different. Our motive, you know, isn’t governed by driving hard bottomline results as much as it is doing well for the members. If we can do that, then we can return that income back to our membership with better deposit rates, or better loan rates, or better products and better services.

On the personal side, what brought you to Utah?

Many years ago, I was stationed at Hill Air Force Base as a second lieutenant. I became a big fan of the Utah Jazz. Then we moved to Las Vegas, and then to Texas where we raised our family. But I was still a Jazz fan. I tell people that the two reasons my wife and I moved back here are Donovan and Mitchell. He was so, so good, and so fun to watch.

I think the latest trade by the Jazz for Jaren Jackson is going to be great. I’m just so thrilled to be out of the business of trying to lose, and back in the business of trying to win. It’s going be fun next year. We’re going to be a good team. ‍

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“Building Together” highlights examples of the impact of your investment and EDCUtah’s work in communities across the state. 

For additional information or to schedule an interview, please contact us.

EDCUtah’s Community Spotlights seek to elevate Utah communities and connect them with business leaders to help shape future growth. In this Q&A, Green River City Manager Edward Castro Bennett shares how the community is leveraging regional partnerships, infrastructure planning, and clean energy innovation to support projects that are feasible and built to last.

Tell us about Green River.

Green River is a small, resilient, western desert community on the edge of some of the most remarkable landscapes in the country. We sit in Utah’s Gunnison Valley, surrounded by the Book Cliffs, canyon country, major highways, rail lines, and vast stretches of public land. People tend to pass through us on their way elsewhere, and what often gets missed is that Green River is much more than just a stop along the way.

We are a service town in the truest sense. We provide food, lodging, fuel, emergency services, and infrastructure support for travelers, recreationists, truckers, energy workers, researchers, and neighboring rural communities. That service role extends well beyond our city limits and into a region that depends on us far more than the size of our population suggests.

We are also a river town. The Green River has shaped our history, our economy, and our relationship with the land. Water here is not abstract or taken for granted. It’s something we manage carefully, respect deeply, and plan around with intention because so much depends on getting it right.

At the same time, Green River is a connector. We connect people to the outdoors, to energy development, to rail and freight movement, and to remote parts of the state that rely on a stable hub. With that comes responsibility. Our decisions affect visitors, workers, and communities spread across a wide area.

Green River offers steady progress, serious partners, and a community that is prepared to do this work the right way.

What sets us apart is not just where we are on the map, but the role we play. We carry regional weight with a small team, limited resources, and a strong sense of stewardship. That has shaped how we think, how we plan, and how seriously we take our obligation to do things right, not just for today, but for the long haul. ‍

You’ve worked as City Manager for almost two years now. What community developments are you most proud of?

I am most proud of the foundational work we are doing. When I arrived, my mandate was to bring the city into a modern economic development ecosystem.

This past year, we launched a rebrand that gave Green River a fresh identity with a .gov web domain, a new executive seal, and our guiding North Star: “Waypoint to Wild.” It’s more than a slogan – it’s a direct call to action. It reflects who we are as a community, rooted in grit and history, while opening doors to new opportunities for growth, pride, and belonging.

We also made history with Airbuild Inc, the first EDCUtah-supported corporate expansion project in Emery County’s history. When their proof of concept succeeds, it will be a revolutionary step for sustainability. We’ve also continued to support A-1 Lithium as it expands operations here, proving Green River is playing a real role in the future of energy in Utah and the intermountain West. ‍

Tell us about the Airbuild project win and why that matters to Green River? 

Airbuild matters because it reflects the direction Green River is heading. The company brings clean energy innovation, job creation, and environmental stewardship together in a way that is practical and grounded. We expect our partners to uphold our ideals of experiencing the west and being active members of the community. Airbuild is doing that in real time.

The project also demonstrates that Green River can support complex, forward-looking investments. It shows that a small rural community can be a serious partner in projects that matter at a regional and national level. ‍

How does the city approach working with developers and property owners?

We strive to be transparent and consistent. We focus on clear rules, early and open communication, and mutual respect. Developers and property owners deserve to know what is expected of them, how timelines look, and where flexibility can (or does not) exist.

I have a four-pronged approach to everything we do in town. I ask three questions (the third has two parts):

1. Is it legal?

2. Is it ethical?

3. Will it a) provide for the greater good for the community, or b) cause the least amount of harm?

That’s it. That’s the criteria for every decision we make.

We work to partner without compromising the long-term interests of the community. That means asking as many questions as possible early-on in the conversation. There is an incentive to avoid surprises later-on, and focusing on projects that are feasible, responsible, and aligned with our planning goals makes all these things easier. ‍

What types of incentives or local support are available for development projects?

The City of Green River supports development through coordination and partnerships rather than one-off local incentives. We work closely with the Governor’s Office of Economic Opportunity (GOEO), EDCUtah, and most importantly the Utah Inland Port Authority to connect projects to state level tax incentives, financing tools, and funding programs that a city our size simply does not have the capacity to administer in house.

The Inland Port partnership, in particular, allows Green River to leverage tools that would otherwise be out of reach. Instead of trying to recreate complex incentive programs locally, we focus on being a strong, reliable on the ground partner while the state brings resources, expertise, and scale. We currently have nearly 10,000 acres of Inland Port project zones within our city limits.

Our role is to do the best we can for our citizens and all the residents in our little corner of the world. When we can align with the right partners and keep city processes clear and predictable, then good projects move faster, risks are better managed, and investors can move forward with confidence knowing commitments are real and coordination is already in place. ‍

What opportunities are you most excited about in 2026?

Right now, we have five major economic development and downtown revitalization efforts underway at the same time. That includes the Thriving Communities Program through the U.S. Department of Transportation, our Brownfields work with the U.S. Environmental Protection Agency (EPA), the Broadway and Main engineering and redesign project and a Green River Economic Development Blueprint, both sponsored by GOEO, and our participation in Utah Main Street through the State Historic Preservation Office. That’s a lot for a small city, but it’s intentional. These projects are complimentary and we are engaging in them so we can do all the background, technical groundwork all at once.

As these efforts wrap up, we will have clear plans, the ability to prioritize projects, and tools to allow for real implementation of future development. Instead of reacting to opportunities as they appear, we will be ready with engineered designs, cleaned and usable sites, aligned incentives, and a shared downtown vision through which developers, property owners, and the community can move forward. ‍

What projects are the city working on to enhance quality of life for its residents?

A big part of our work right now is not just physical projects, but cultural as well. We are intentionally shaping how the city functions, how people are treated, and what kind of community we want to be. That means setting clear expectations for residents, staff, and council; follow through; communication; and mutual respect – both within city government and across the broader community.

On the development side, we are being deliberate about the kind of growth we support. Forward-thinking development for us means projects that recognize there are real people living here, not just parcels of land or investment opportunities. We are working to create places where people can gather, walk, work, and live in ways that strengthen connection instead of fragmenting it.

Quality of life is built through consistency and care. When a city like ours operates predictably and plans with humans in mind, I truly believe we can create a culture where people feel invited, supported, and willing to build their future here. ‍

What is the city currently doing to address infrastructure, power, water, roads, growth, skilled labor, housing?

If we build it, they will come. If we focus on planning ahead, then we can mitigate the risks instead of waiting for systems to fail. On infrastructure, that means assessing capacity, prioritizing maintenance, and sequencing projects so investments make long-term sense. Water and wastewater planning is especially critical given our desert environment. We are consistently working on upgrades and working with interested parties to reduce angst and allow for the leveraging of resources.

We coordinate closely with our local utility providers and regional partners to ensure reliability and future capacity. Road improvements are prioritized based on safety, condition, and long-term use rather than short-term fixes. This is automated at this point, utilizing an AI program to evaluate our roads and give us clear direction on maintenance and upkeep.

On growth, workforce, and housing, we recognize that these challenges are regional, not isolated. We work with intrastate agencies and potential employers to find solutions that reflect the scale and realities of rural Utah rather than importing models that do not fit.

What’s one thing you wish more people knew about Green River?

I wish more people understood how much responsibility we carry. Green River does far more than its size suggests. We keep things moving for travelers, industries, public lands, and nearby rural communities across a huge stretch of the state, often with a very small team and limited resources. When something works, we are probably serving people well beyond our city limits.

That reality shapes how we think, act, and feel. We have to be careful and we have to think long term. There is not much room for trial and error in a rural place like this. Decisions around water, roads, infrastructure, public safety, and land use carry real consequences, and fixing mistakes later is hard and expensive. And money is not something we have in spades to use willy-nilly. We value our taxpayers and recognize every penny we spend is because of them.

Because of this, we tend to move deliberately. We focus on doing things right the first time, even if it takes longer. The responsibility we carry has made this community aware that what we do here matters to a lot more people than most realize.

In your opinion, why should people invest in Green River right now?

People should invest in Green River because a lot of unglamorous work has happened behind the scenes to make sure systems function, expectations are clear, and long-term decisions are not being made in isolation. We’re not chasing trends or trying to sell a version of Green River that doesn’t exist. We’re focused on building the basics first. That means infrastructure, land use, utilities, downtown reinvestment, and regional coordination that can actually support growth rather than strain it. When projects move forward here, they will do so on a foundation that is thought through and durable.

Green River knows who it is and what role it plays in the region. We respect the limits of a small rural city, and we plan within them instead of pretending they are not there. At the same time, we are clear about where we are going and the kinds of projects that make sense here. For investors who think long term, this is the moment. The plans are coming together, the groundwork is nearly complete, and the city is positioned to move from planning to implementation. Green River offers steady progress, serious partners, and a community that is prepared to do this work the right way.

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“Building Together” highlights examples of the impact of your investment and EDCUtah’s work in communities across the state.

For additional information or to schedule an interview, please contact us.

EDCUtah’s Rex Buys attended the Area Development Consultants Forum in Fort Lauderdale, Florida, in December. He took extensive notes of the site selectors’ presentations and panel discussions, and we’ve culled some of the most interesting insights.

1. Power was the biggest issue of 2025. Some of this is driven by datacenters. The annual Terawatt Hours (TWH) used by U.S. datacenters is expected to double between 2023 and 2027 (approximately 150 to 300 TWH). Power and local taxes are the highest operating expense line items for data centers. Labor is much lower. If you are in the running for a datacenter project, try to understand the financial underwriting that’s going on.

2. As artificial intelligence (AI) replaces administrative positions, technical degrees and trades could become better jobs in communities. Imagine a future where key industries are building tech companies and fixing pipes.

3. The “Airport Cutoff” can impact secondary markets and rural areas. This is the criterion stated by company executives that their expansion needs to be close to an airport with a direct flight back to headquarters. This is common with manufacturing facilities. Site selectors coach executives all the time not to use this criterion because it eliminates many good sites.

4. Do you have enough workforce within 40-45 minute drive? Can you prove it with data? Site selectors have to be able to prove it to their clients, so if you can assist in that effort, it can benefit your bid.

5. When responding to RFIs, don’t submit “TBD” for many data points. If the site selector is evaluating 100 site responses, TBDs will likely be passed over. If you don’t have the information, tell the site selector this and when you’ll be able to get it.

6. Construction starts and housing construction starts are commonly used metrics for site selectors. Economic developers should be familiar with these data and deploy them to strengthen your case.

7. A great tool to show economic and population growth: Google Earth images showing a region 10 years ago, 5 years ago, and today.

8. For small communities: Use a broker to market your land. If you don’t have a broker, other brokers won’t bother to look at your site because they believe they won’t get paid a commission if they engage with your site. It is also a sign that the site may lack utilities or have other defects. Sites without brokers get passed over more often.

9. The OBBBA (One Big Beautiful Bill Act) is redefining incentives and infrastructure investments. Leading changes to be aware of include tariffs, accelerated depreciation, new market tax credits (NMTC), opportunity zones, and changes in the Inflation Reduction Act. To learn more about the impacts of OBBBA, watch the recording of EDCUtah’s Virtual Town Hall here.

If you have specific questions or would like more information from this conference, contact us at connect@edcutah.org.

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For additional information or to schedule an interview, please contact us.

Delta Air Lines has operated in Utah since 1986, when it acquired Western Airlines. Growing its Salt Lake City schedule from 115 daily flights to 255 today, Delta’s investment in Utah has had a profound impact on our state’s business climate. We caught up with Brie Davis, regional sales manager of Delta Air Lines global sales, to learn how Delta supports Utah’s business community and infrastructure.

Fidelity Investments first established its presence in Utah in 1986, when it began operations with 100 brokerage associates. Fidelity’s regional presence has grown significantly since then, with the company now employing more than 3,400 associates across major business units such as brokerage, wealth, enterprise technology, and workplace investing. Fidelity is the largest private employer in downtown Salt Lake City and also has two investor centers in Salt Lake City and Orem. And, in November 2025, the company expanded its Invest in My Education initiative to Utah.

We spoke with Alex Janak, director of government relations and public affairs at Fidelity Investments, about Fidelity’s commitment to community engagement, education, and financial literacy programs. ‍

Alex, you’re fairly new to Fidelity. Tell us about your background and what you’re excited about in this new role.

I am originally from Idaho but moved to Salt Lake City over 20 years ago to attend the University of Utah for my undergraduate and graduate degrees. I began my career at the Utah Educational Savings Plan as a research analyst and then a financial analyst. I then spent nearly 10 years working for the Utah Legislature at the Office of Legislative Research and General Counsel, where I managed a team of policy analysts specializing in topics spanning transportation, taxation, public and higher education, public sector retirement and more. I had the opportunity to work on some really interesting projects, including the state’s efforts to host the 2034 Winter Olympic and Paralympic Games, collaborating with both the bid committee and then the organizing committee. I also worked on creating the public-private coordination for the Capital City Revitalization Zone project to revitalize the Delta Center, convention center, and surrounding area.

After more than a dozen years in the public sector, I wanted the opportunity to approach similar work from a new perspective. I joined Fidelity in August 2025 as director of government relations and public affairs. In this role, I represent Fidelity in several external facets, including through our community relations and philanthropic efforts; state and local legislative work; and building our relationships with local chambers of commerce and across the state’s business community.

While I have only been here a few short months, I have been blown away by the amount of goodwill at Fidelity and its emphasis on good corporate citizenship. I am looking forward to supporting and extending this work in partnership with my internal partners at Fidelity and external collaborators across Utah. ‍

Fidelity recently announced some exciting news in Utah related to its Invest in My Education college success initiative. What can you tell us about it?

To extend our longstanding support of financial education and empowerment to the next generation, we launched Invest in My Education(ME)^SM in 2023 to enrich the lives of under-resourced students and help them achieve better post-secondary outcomes, increased graduation rates, greater financial literacy, and access to stronger professional networks. Through its Fidelity Scholars Program, Invest in My Education combines student scholarships with comprehensive ongoing support, including college success coaches, mental health and wellness resources, Fidelity mentors, financial education, and career readiness resources and support. This fall, we expanded the program to Utah students, who can apply for our next application cycle now through January 29, 2026.

Unlike many other grant programs, Invest in My Education focuses on the “mighty middle” student – that is, students with GPAs of 2.5-3.59. Of our current student participants, 63% are the first in their families to attend college and 94% report the program is increasing or maintaining their motivation to earn a degree. By combining higher education accessibility and affordability with wraparound support, Invest in My Education is helping empower students to achieve greater economic mobility and pursue pathways to generational wealth, which can in turn can support better long-term outcomes for students and their communities.

Beyond student support, the initiative will also bring its Ecosystem-Building Grants and Completion Grants to Utah. Ecosystem-Building Grants improve pathways for thousands of under-resourced students, and Retention and Completion Grants help local higher education institutions keep at-risk students in school. ‍

What is the significance of this program for other EDCUtah investors or for out-of-state companies that might be considering an expansion in Utah?

Increasing interest in and access to higher education to grow the regional workforce is one of Utah’s top priorities. A 2024 study commissioned by the Utah System of Higher Education found Utah employers crave increased communication skills and work ethic among recent graduates, deeper technical skills, stronger industry collaboration, and expanded work-based learning opportunities.

The state has taken steps to overhaul its higher education system, with greater emphasis on “career-ready” fields and enabling reinvestment in new programs and offerings, but financial barriers still hold too many people back from their dreams of attending college and completing their degrees. Invest in My Education and the Fidelity Scholars Program help bridge that gap, providing not only financial support but also mentorship and career development to help bolster students’ futures and, in turn, support industries and economies. The initiative is a great example of how K-12 education, higher education, nonprofit community partners, and the private sector can work together to ensure more students have the resources they need to succeed. ‍

>> Read: Fidelity Chooses to Invest in Salt Lake City

Fidelity supports Utah communities in many other ways, too. Could you share more about the company’s philanthropic efforts?

Since our founding, Fidelity’s goal has been to strengthen the financial well-being of our customers. Our community relations work supports this mission by collaborating with organizations that address a broad spectrum of community needs, investing in under-resourced individuals and families, and harnessing our associates’ broad talents to help drive change.

We value deep, long-term relationships with nonprofit organizations across Utah. Utah is the top-ranked U.S. state for financial literacy education, which we proudly support through our work with Junior Achievement and the Utah Council for Economic Education. Our associates visit classrooms to reinforce curriculum and help students build essential money management skills; we host Family Savings Events that create welcoming spaces for parents and students to discuss budgeting and savings strategies together; and our work with Junior Achievement includes job shadowing experiences for high school students and participation in JA Finance Park. These programs empower students to understand how decisions today impact tomorrow, equipping them to navigate an increasingly complex economic environment with confidence.

We have also been an important partner of the Utah Food Bank for more than 30 years, conducting food and fund drives that have provided the equivalent of over 30 million meals to Utahns facing hunger and volunteering thousands of hours at the Utah Food Bank’s warehouse. In 2025, our Utah associates donated 1,412,840 meals – enough to feed 323 families of four for a year. Separately, we’ve also sponsored a school through the Mobile School Pantry program for a decade.

We also work with organizations like the Boys & Girls Clubs and the Salt Lake Education Foundation to provide meaningful support for youth and their families. We invest in academic success by supporting after-school tutoring and homework help programs and, beyond academics, we host events that bring families together, creating a welcoming space where they can enjoy activities and build connections with our Fidelity associates.

Anything else you’d like to add?

I am thrilled to be part of the Fidelity team and look forward to working more closely with our regional partners in this role. Please do not hesitate to reach me directly at alex.janak@fmr.com.

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“Building Together” highlights examples of the impact of your investment and EDCUtah’s work in communities across the state.

For additional information or to schedule an interview, please contact us.

Brigham City Economic Development Director Paul Larsen has worn many hats during his nearly three decades of service — planner, problem-solver, and community builder. This year, he received EDCUtah’s Public Sector Leadership in Economic Development Award honoring his long-time efforts in Box Elder County. As he prepares to retire at year’s end, Larsen shares lessons from a career dedicated to helping his community thrive.

What guiding principles have shaped your work as an economic developer?

I’ve always approached the job as someone who lives here. It’s important to experience the consequences of your decisions. My first bit of advice is to live in the community you serve.

Second, see every project through residents’ eyes. Development always has impacts, and your responsibility is to minimize those where you can. If you can defend your work to the average resident, you’ll sleep well at night.

The award presentation highlighted your deep community understanding. How did you gain that?

When I came here nearly 30 years ago, I didn’t know much about Brigham City. Growing up in Montpelier, Idaho, my only connection was driving over for peaches and pears during harvest season. My mother canned fruit. We would drive over here every year during harvest time, fill the car with peaches and pears, and drive home. Then she would spend two weeks bottling fruit.

Before my job interview, I arrived early and was struck by how much I liked the place — the Main Street, the parks, the mountains. It felt like home. Over the years, I’ve learned its history and what makes it special – from the co-op, the Academy building, and the bird refuge to the Fruitway, Spiral Jetty and Golden Spike National Historic Park. That deep appreciation helps me understand what matters to residents.

What advice would you give to someone entering economic development?

Have a broad background. My career has spanned natural resources, planning, land use, and economic development, and that mix has been invaluable. You don’t need to know everything, but you should know who to call when you don’t.

Get involved with EDCUtah, the Utah Alliance for Economic Development, and professional groups like the Urban Land Institute or American Planning Association or Main Street America. Keep learning.

Also, recognize that everything a city does contributes to economic development — from public safety and utilities to libraries and parks. Our city budget is about $100 million, and I like to say that’s our economic development budget. Because quality services make businesses want to be here.

What are the ups and downs of this field?

Economic development is full of highs and lows. Recently, we worked for over a year on a food manufacturing project only to have it fall through. The reasons were out of the control of either the company or Brigham City, and it happened quickly. We went from having a press release, to suddenly…they’re not coming.

My advice is to focus on what you can control. Do your best on your end and accept that sometimes external factors will change the outcome.

On the bright side, persistence often pays off. Niagara Bottling is a great example — their first site fell through, but we worked with them to find a better option on Forest Street, and they’ve grown steadily since.

Nucor is another success story. They’re now on their third expansion here, but our first interaction almost went off the rails. During a site visit in 2005, after heavy rains, one of their reps called me from a flooded property asking, “What are you trying to sell me? I’m standing in 18 inches of water!” Fortunately, we worked through it, and the company has become a fantastic partner. The lesson: be flexible, understand company needs, and play to your community’s strengths.

That story brings to mind different ways to negotiate. What are your principles for negotiating with companies?

In economic development, sometimes you just think to yourself, “I want this project so badly.” And you’re tempted to sugarcoat things. But in reality, you need to tell companies the hard truths. If a company needs more water or new power infrastructure, be upfront about costs and timelines.

Good projects appreciate transparency. It’s not their first rodeo, either. They know that development requires investment. When you’re honest, you can work together to solve challenges.

Why does Main Street matter in economic development?‍

Main Street is the heart of the community, you know? A healthy downtown reflects a healthy city. I once read about a CEO who visited a town with boarded-up storefronts and decided not to locate there. The reverse is also true.

When we were working with Procter & Gamble on its Box Elder County site, their visiting team loved eating at the Idle Isle Café on Main Street. It was a beloved café with hometown cooking. They’d step outside after lunch, look around, and say how great our downtown looked. That impression mattered.

Although Idle Isle has since closed, downtown Brigham City looks better than ever thanks to grant funding and revitalization efforts combined with the hard work of merchants and business owners. You can’t replicate that atmosphere in new developments. It shows pride, and that resonates with both residents and prospective businesses.

How has your relationship with EDCUtah shaped your work?

I couldn’t have done my job without EDCUtah. When I was talking about my career path, EDCUtah was critical in bringing me along and helping me understand economic development.

Their business development team worked with us on major projects like Procter & Gamble, Niagara, and Nucor. Their research team provides the kind of demographic and market data a city our size could never compile alone.

And the events…the quarterly breakfasts, the opportunity to network and meet people. That’s just priceless. I tell people that of all our memberships, EDCUtah is the last one I’d ever want to lose.

You mentioned that you have a broad background. What was your career path?

I grew up wanting to be an astronomer, until my first semester of physics and calculus convinced me otherwise. My other love was the outdoors, so I earned a degree in fisheries and wildlife at Utah State University. I planned to become a bear biologist, but the job market didn’t cooperate.

There were two openings on the Interagency Grizzly Study Team up in Yellowstone National Park, a five-year project. I was one of five finalists, but I didn’t get picked. If I’d have got that job, I’d be a bear biologist today. Professor Barry Gilbert suggested I look into landscape architecture. I really liked what I saw, so I went back and got my master’s degree. That degree landed me in West Valley City as a planner.

Six years later, I applied to be Brigham City’s city planner. The job description never mentioned economic development, but when I started, they said, “Oh, by the way, you’re also our Economic Development Director.” I had no idea what that meant, so I attended classes at the Economic Development Institute for three years, joined the Utah Alliance and EDCUtah, and leaned on great mentors like EDCUtah’s Alan Rindlisbacher (now retired).

Economic development is a deeply gratifying field. Seeing how your work improves people’s lives — through jobs, infrastructure, and community vitality — makes it all worthwhile.

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“Building Together” highlights examples of the collective impact of your investment and EDCUtah’s work in communities across the state. 

For additional information or to schedule an interview, please contact us.