In Greensboro, Honda Aircraft Company builds business jets just a short distance from where JetZero plans to manufacture its next generation of commercial aircraft. Across Guilford County in High Point, thousands of buyers and exhibitors arrive twice a year for one of the world’s largest home furnishings markets. Elsewhere in the county, companies are producing pharmaceuticals, medical devices, and specialized industrial equipment.

It’s a remarkable range of industries for a region once best known for textiles, tobacco, and furniture. But manufacturing has been part of the local economy for generations, and that experience continues to attract companies looking for places to expand or establish new operations.

Approximately 31,400 people work in manufacturing across Guilford County. Greensboro, North Carolina’s third-largest city, and neighboring High Point anchor an economy with major international companies, research institutions, transportation infrastructure, and a growing network of advanced manufacturers.

Manufacturing takes new forms
Lenovo has manufactured technology products in Whitsett for nearly two decades. In 2026, the company expanded its North Carolina Smart Campus to increase production of servers and high-performance computing equipment, adding hundreds of jobs.

Lumentum is bringing another type of technology manufacturing to Greensboro. The company selected a 240,000-square-foot facility to produce optical components and lasers used in artificial intelligence data centers. Its plans include hundreds of millions of dollars in investment and more than 400 retained and new jobs.

For Marvin J. Price, Executive Vice President of Economic Development at the Greensboro Chamber of Commerce, the variety of industries reflects how much the region’s economy has changed.

“A hundred years ago, we were furniture, textiles, and tobacco; now we are doing aviation, corporate headquarters, and logistics,” Price says.

High Point is seeing changes of its own. The city recorded $97 million in new capital investment and 422 new full-time jobs in 2025. Among its recent announcements is Swamp Rider, a Canadian manufacturer that selected High Point for its first U.S. production facility. The company makes amphibious vehicles used in energy, mining, emergency response, and other industries.

Yet furniture remains central to High Point’s economy and international identity. Twice a year, High Point Market attracts approximately 75,000 attendees and 2,000 exhibitors to more than 11.5 million square feet of showroom space. Its estimated annual economic impact is $6.73 billion.

Peter Bishop, who leads economic development for the City of High Point, says the local furniture industry has adapted to changes in global manufacturing.

“We still manufacture a lot of furniture, home furnishings, office and institutional products,” Bishop says. Much of the production that remains is custom, high-value work, supported by the area’s long experience in design and manufacturing.

High Point’s international reach extends beyond furniture. More than 80 internationally headquartered companies maintain year-round facilities in the city. Piedmont Centre, a business park covering more than 1,100 acres, is home to over 170 companies and approximately 11,000 employees.

An aerospace industry built over time
Aviation has become one of Greensboro’s most recognizable industrial strengths, although its development has taken decades.

Honda Aircraft celebrated its 20^th anniversary in 2026. The company designs, engineers, and manufactures the HondaJet at its global headquarters at Piedmont Triad International Airport and is developing the larger HondaJet Echelon.

The airport also supports a substantial aircraft maintenance and engineering industry. AAR acquired HAECO Americas in 2025, adding Greensboro’s established aircraft maintenance operations to its network. The company expanded its local engineering capabilities through another acquisition in 2026.

Then came JetZero.

In 2025, the California-based aircraft manufacturer selected Piedmont Triad International Airport for its first commercial aircraft production facility. Its plans call for more than $4.7 billion in investment and more than 14,500 jobs, the largest economic development project in North Carolina history based on job commitments.

The announcement followed years of investment in airport infrastructure and industrial property. Approximately 1,000 acres have been prepared for additional aerospace development, giving companies access to the airport and the region’s existing aviation operations.

For JetZero and other aviation employers, workforce training is another important part of the picture. Guilford Technical Community College’s Aviation Campus offers programs in aircraft structures, aerospace machining, aviation electronics, maintenance, and other specialized fields.

A broader manufacturing base
While aerospace has generated some of the region’s largest announcements, Guilford County is also expanding its presence in life sciences and medical technology.

In High Point, Cambrex completed a $38 million expansion of its pharmaceutical manufacturing operation, adding laboratory space and doubling production capacity. The city also welcomed Torvan Medical, a Canadian medical equipment manufacturer establishing its first U.S. facility.

Greensboro is home to Gilero, a Sanner Group company that opened a new manufacturing facility in 2025. The operation produces components for medical devices and pharmaceutical packaging.

The region’s universities contribute through research and partnerships with industry. Gateway Research Park, a collaboration between North Carolina A&T State University and UNC Greensboro, is home to the Joint School of Nanoscience and Nanoengineering. Its laboratories and specialized equipment support research with applications in advanced manufacturing, life sciences, and technology.

For companies developing new products, those resources offer opportunities to work with university researchers and access specialized equipment close to their manufacturing operations.

A countywide approach to economic development
Greensboro and High Point have distinct economic identities, but they work together when recruiting companies and supporting business expansion.

Through the Guilford County Economic Development Alliance, the Greensboro Chamber of Commerce, High Point Economic Development, and Guilford County coordinate their economic development efforts. The partnership helps companies evaluate available sites, connect with workforce and education resources, and navigate the process of establishing or expanding operations.

The region’s location is another advantage. Five major interstate routes run through or around Greensboro, four port cities are within 285 miles, and Piedmont Triad International Airport provides passenger, cargo, and industrial aviation capabilities.

For manufacturers, those connections provide access to suppliers and customers throughout the Southeast and beyond.

As the region attracts larger projects, the work doesn’t end with an announcement. Companies need employees, infrastructure, and support as they move toward production.

That challenge is especially significant with JetZero’s planned hiring and the continued growth of other advanced manufacturers. Local employers, colleges, universities, and workforce organizations are working to expand training programs and introduce more students to careers in these industries.

Guilford County’s manufacturing history helped establish the workforce, business relationships, and infrastructure that companies rely on today. With billions of dollars in planned investment and thousands of jobs on the horizon, Greensboro and High Point are preparing for a much larger manufacturing economy than the one they inherited.

The post Built Here. Built for What’s Next.<p class="company">Greensboro Chamber of Commerce</p> appeared first on Manufacturing In Focus.

In addition to these assets, there is a “close-knit business community here where relationships really matter. Handshakes go a long way. You just won’t find that in other locations. We want to build an economy that creates opportunities for current residents and employers and future generations as well,” she adds.

Approximately 69,000 people live in Stanly County, according to recent U.S. Census data, up from 62,494 residents in 2020. The median household income was $60,704 in 2024. The county is located roughly one hour from the Charlotte Douglas International Airport and is close to the Charlotte metropolitan area, which has an overall population of nearly three million people.

As Kazimir points out, there’s plenty of land available in Stanly County for companies looking to set up or expand. In particular, a pair of municipally owned sites, Riverstone Industrial Park and Albemarle Business Center, are primed for new tenants. Riverstone is a 24-plus-acre greenfield site with easy access to Interstate 485 and an abundant supply of natural gas (courtesy of the Piedmont Natural Gas Company, Inc.).

The Albemarle Business Center is a 282-acre Class A industrial park fronting North Carolina Highways 24 and 27 and United States Route 52 (a national highway stretching over 2,000 miles across the central and southeast regions of the country). Zoned for heavy industrial, the Center offers sites ranging from five to over 120 acres and can accommodate buildings reaching one million square feet in size.

These two sites represent “really important recruitment assets for us. We’ve also got all different types of private property options as well,” notes Kazimir.

Property and sales taxes in Stanly County are low, as are utility and construction costs, and companies thinking about putting down roots in the county can take advantage of various incentives including tax breaks, training grants, and a streamlined licensing and permitting process. “Our role is to understand what the company’s needs are. Then we can identify some eligible programs. We do have a very aggressive performance grant policy here in Stanly County. It’s very much dependent on a company’s size and scope,” Kazimir explains.

There is a common denominator to all the EDC’s work: “The goal here is to reduce the barriers to investment for companies,” she adds.

The main industries in Stanly are manufacturing (employing 4,730 people, according to DataUSA, health care/social assistance (employing 4,179 people), and retail trade (accounting for 3,385 jobs). Top employers in the area include the Michelin Aircraft Tire Corporation (a Michelin branch specializing in tires for airplanes), Fiberon (a composite decking manufacturer), Auria (a facility that produces engineered systems for vehicles), and Clayton Homes of Albemarle (a retail sales center for mobile and modular residences).

The county hopes to lure more companies within the metal/welding, aerospace/defense, and agri-business sectors. “Those are kind of the big three we actively go after and target to recruit,” says Kazimir.

Outside recruitment has been matched by initiatives aimed at bolstering the local economy. A new Trades Facility recently opened at Stanly Community College, for example. The Trades Facility is now called the Brown Building, in honor of Richard Lane Brown III, a revered state politician who was instrumental in launching Stanly College in 1971.

Comprising 31,600 square feet, the Brown Building features state-of-the-art equipment and classrooms to train students in plumbing, air conditioning/heating/refrigeration technology, and engineering, among other programs. “While other communities are struggling to find employees and workers in the trades, we are actively training the next generation,” notes Kazimir proudly.

The Brown Building has been in operation for less than a year, “so we’re not able to see the effects of it quite yet, until we get some graduates. I’m very excited for it and think it’s a huge case for workforce development in Stanly County and a great reminder of what can happen when we put our resources together,” she continues.

Stanly Community College has an array of other programs including accounting, animal science, information systems, business, math, marketing, and more, and the county is also host to Pfeiffer University, a four-year institution founded in 1885, with a main campus in the community of Misenheimer and a branch in Albemarle. Pfeiffer University offers undergraduate academic faculties of business, education, humanities, natural and health sciences, nursing, and social and behavioral sciences. Graduate-level courses at Pfeiffer U include a renowned Master of Science in Physician Assistant Studies (MS-PAS) program. This program covers a range of healthcare-related fields such as surgery, emergency medicine, orthopedics, internal medicine, mental health, women’s health, and more, and many of its graduates go on to take jobs within the state.

“It’s really wonderful. They’re doing great things there and supplying North Carolina’s rural doctors,” says Kazimir. “A lot of our North Carolina PAs are going to rural environments after graduating, which is really great to see.”

The EDC promotes Stanly County with marketing campaigns, by attending trade shows, and by networking with site selectors looking for new industrial properties. The goal isn’t just to lure private businesses; Stanly County is also touted as an excellent destination for retirees. Pleasant weather, ample recreational opportunities, and a laidback ambiance are some of the county’s charms. As such, “retirement is part of our broader quality-of-life conversation,” says Kazimir.

Stanly County features a warm Mediterranean climate and plentiful forests, hills, vineyards, golf courses, and equestrian centers. Lakes Tillery and Badin offer swimming, fishing, and boating opportunities while the nearly 50-mile-long Rocky River Blueway is well-suited for kayaking and canoeing.

In addition to being welcoming to retirees, Stanly County is a family-friendly place, says Kazimir. The cost of living is low and houses are affordable (the median value of an owner-occupied home is $242,400). Prospective buyers can choose from an assortment of housing stock ranging from lakefront homes to Victorian houses, working farms, and country manors. The mean commuting time for Stanly County workers, meanwhile, is a little over 28 minutes.

Residents also benefit from a low crime rate and the lively Agri-Civic Center. Open since 1989, the Agri-Civic Center can seat 1,050 people while a lobby can fit 200 guests for private events. The Center has played host to live shows, graduation ceremonies, conferences, and wedding receptions.

Other county attractions include Juneberry Ridge, a huge site with over 400 acres of trails for cycling, mountain biking, and hiking, clay target shooting facilities, a conference center, cottages, and fishing ponds, among other amenities. Juneberry hosts a summer series of concerts, boasts a rainwater harvesting network, and uses renewable energy systems.

Recent community events in Stanly County include the 2^nd Annual Still Runs Harvest Hootenanny (a celebration with classic cars, food vendors, and live music) and “Sonatas in The Sanctuary,” an afternoon devoted to classic music performances at an Albemarle church. Albemarle is also the site of the Badin Road Drive-in Theater, one of the only remaining sites of its kind in North Carolina. This drive-in still lures big crowds with regular film screenings.

The county also played host to the Historic Badin Hardaway Pow Wow, a two-day celebration of regional Indigenous tribes. The area that today is Stanly County was once occupied by members of the Cheraw, Tuscarora, and Keyauwee tribes. Following European settlement, Stanly County was formed in 1841 and named after a prominent 19^th century North Carolina politician, John Stanly.

The population rose from under 7,000 people in 1850 to 15,220 by 1900. Growth continued and by 1990, approximately 52,000 people called Stanly County home. Farms in the area raised cotton, corn, wheat, and livestock, while industry grew apace.

While Stanly County is on an upward trajectory, it still faces challenges, particularly when it comes to the availability of buildings that can accommodate prospective businesses. As Kazimir explains, the county needs more speculative industrial development to meet the needs of companies looking to establish or expand operations. Addressing this gap will be important to translating the region’s advantages into continued investment and job creation.

While Kazimir would like to see Stanly County beef up its building inventory, Stanly County has a compelling foundation on which to build. Its strategic location near Charlotte, competitive business costs, available industrial land, and commitment to workforce development position it to pursue new opportunities while strengthening the industries already established in the region. At the same time, its affordable housing, recreational amenities, and close-knit community offer an appealing quality of life for families, retirees, and the skilled workers who will help shape its future.

By bringing together economic opportunity and a welcoming place to live, Stanly County is working to create an environment where businesses can thrive and residents can build lasting futures. For Kazimir, the region’s appeal is clear: “We’ve got something really special here in Stanly County. A hidden gem if you will.” With continued investment and a focus on sustainable growth, this hidden gem may not remain hidden for much longer.

The post A Hidden Southern Gem Seeks to Lure Businesses, Retirees, and Visitors<p class="company">Stanly County, North Carolina</p> appeared first on Manufacturing In Focus.

Today, Rouse regularly meets with companies that are a good fit with the county’s existing businesses, discussing everything from available community resources to workforce development and the area’s many quality-of-life amenities.

Local and state business incentives
Ranked by CNBC in 2025 as America’s Top State for Business, North Carolina is popular with industries of all sizes. Historically, North Carolina, Vance County, and the City of Henderson are known for their state and local incentives and business grants, with added Tier 1 incentives. Statewide, these incentives include loans, exemptions, bonds, building reuse grants, Job Development Investment Grants (JDIG), and more.

Local incentives for businesses expanding or re-locating to Vance County and Henderson range from matching funds and grants from the North Carolina Department of Commerce to expediting permits, reviews, inspections, approvals, and liaising with key community members and agencies. The goal: to get your business up and running as smoothly and quickly as possible.

Founded in 1881, Vance County was named for North Carolina Civil War governor, congressman, and senator Zebulon Baird Vance. The area’s early industries included farming, textile mills, and tobacco, with rail lines coming through the area. Over the decades, major industries coming to the area saw county seat Henderson become a focal point for development. Today, some of Vance County and Henderson’s target industries include light manufacturing, logistics, life sciences, and food and beverage processing.

“Some of our largest employers are manufacturers,” says Rouse of the many companies calling Vance County home. These include molding and trim maker Versatrim and several metal manufacturers and fabricators. “Vance County is a place that has the access, resources, and competitive pricing that can serve any industry. We are open and happy to have new businesses. And if you come to Vance County, we will be partners with you throughout the whole process.”

Natural assets
One of Vance County’s greatest assets is Kerr (pronounced car) Lake. Officially known as the John H. Kerr Reservoir, this 50,000-acre, manmade reservoir has over 800 miles of shoreline along the borders of North Carolina and Virginia. Owing to its massive size and capacity, it remains an excellent water resource for manufacturers and a popular attraction for residents and tourists alike. Owing to this prime water access, the county is home to manufacturers like Henderson-based aluminum and steel dock company, Alumadock.

Popular year-round as a camping ground and recreational area, Kerr Lake is home to fishing tournaments and is where a world-record blue catfish—weighing a whopping 143 pounds—was caught in 2011. This past Fourth of July, marking America’s 250^th, saw additional fireworks and events at the Lake.

Another distinct advantage of Vance County is its proximity to Durham County, just 35 to 40 minutes away by car. Part of the Research Triangle region, Durham County is widely considered a life sciences hub, with dozens of companies operating in that space, anchored by Research Triangle Park (RTP). “Our proximity to RTP, our large water resource, and the utility infrastructure in our community is why we choose to focus on certain industries,” Rouse tells us.

For instance, Walmart’s distribution arm remains a key employer in Vance County, along with several wholesalers. Being situated along major highways like Interstate 85, US 1, US 158, and NC 39 makes the county well suited for distribution, logistics, and utilities being built along the Interstate, such as electrical transmission and fiber optic lines, which is earning the area interest from data center developers.

Welcoming business
As a Certified Economic Developer, Rouse has learned many things over the years, including the importance of communities showcasing their strengths and assets and the importance of business retention. “The big thing that we do is, we go out and meet with each arm of the businesses in our community,” he says. “We meet with our largest employers, develop a survey, and talk to them about how their business operates. This includes who their largest customers are, suppliers, target markets, and some complementary industries they work with. Then we try to figure out what their plans are for the future, any pain points they currently have, and ways that we can alleviate those.”

Once Rouse and his team have all the information in hand, they use it to form a strategic plan to determine the most suitable companies to bring to the county to complement existing businesses—and which ones it may be prudent to avoid. Surveying local businesses determines if they are interested in expansion, if they have any questions, or if they need to be put in contact with others in the county.

“If they have questions about workforce, we put them in touch with our community college system,” Rouse says. “And if there’s a large university nearby that has some specialties that can help these businesses grow, I get them in contact with those people. If they are talking about expansion and adding people, there are available resources at the state level that we can tap into to help make that expansion process easier for them.”

Room to grow
Along with robust utilities, a strong workforce, and available land, the area is also home to the Henderson-Vance Industrial Park. With the mission of providing land development and grants stimulating economic development, the park is close to the Raleigh-Durham area and the Raleigh-Durham International Airport. Ideal for manufacturers and distributors, the park has water via the Kerr Lake Regional Water System, natural gas through Enbridge, electricity via Duke Energy, sewer lines, and other assets.

According to the county, “This site is perfect for businesses seeking a customizable development opportunity—whether you’re planning a manufacturing facility or a distribution hub, this property offers the infrastructure and location advantages you need to succeed.” The park and the county have seen companies leave other areas to come to Vance because of its many advantages, business incentives, affordability, large workforce pool, and room to build and expand.

As Rouse says, “Corporations now know about the benefits of coming to North Carolina and our friendly business environment. I want to help even more people understand Vance County in particular, the resources that we have that make us an ideal place where they can locate. We want to be a destination of choice for companies.”

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The Person County Economic Development Department and the Economic Development Commission operate as separate bodies under the same county umbrella, working in close coordination. The department is staffed by county employees, while the commission functions as an advisory board made up of community and local government representatives including representation from the City of Roxboro, Person County’s only municipality, the public school system, and Piedmont Community College, alongside an agricultural representative, a minority-business representative, a real estate developer, and several members at large.

Bryan Eatmon, Interim Director of the Person County Economic Development Department, has spent two and a half years with the department, most of that time as its Existing Industry Specialist before stepping into the Interim Director role a few months ago. “My role was to support existing business and industry, so finding out what their needs are, their challenges, their strengths, and trying to connect them,” Eatmon says of his earlier position. Much of that work involved linking companies to resources to help them develop their workforce or navigate new legislation. As Interim Director, Eatmon now also leads recruitment of new business alongside existing-industry support.

Manufacturing, healthcare and social assistance, retail trade, and utilities all rank among Person County’s key industries today, according to Eatmon. Two Duke Energy power plants operate within the county, employing a large workforce at wages well above the county average. But manufacturing carries a particular importance for local economic development.

“Manufacturing has a pretty substantial ripple effect within the economy,” Eatmon says. Manufacturers draw on local service companies for maintenance work and rely on regional transportation and logistics providers, multiplying the economic benefit of each new facility. Person County’s economic development team is actively working to attract more manufacturing investment for just that reason.

No company illustrates the payoff of that strategy better than POLYWOOD®, the outdoor furniture manufacturer that has become one of Person County’s largest employers. Sherry Wilborn, Chair of the Person County Economic Development Commission and a Person County Commissioner, was serving as Economic Development Director when the company was recruited to the county and worked closely on the project.

Person County was competing against a site on an interstate in South Carolina. “The building had everything they needed in a great location,” Wilborn says of the competing site. Ultimately, though, it was Person County’s workforce that tipped the decision. The project manager for the company said many times, including in the official announcement, that the building brought POLYWOOD to Person County, but its people made the company choose to stay.

That choice has paid dividends for the county. POLYWOOD has since more than doubled its campus footprint and its employment, now counting more than 600 workers. “That just speaks to the fact that that was the right choice,” Wilborn says.

Person County’s manufacturing base also includes companies with deep roots in the community that are finding new life under fresh ownership. North American Aerodynamics has manufactured parachutes in Roxboro for more than six decades, producing canopies for military, sport, and humanitarian use. Following a season of changing business conditions, the company was acquired by Roberto Montañez, an aerospace engineer who also owns Butler Parachute Systems in Roanoke, Virginia.

Eatmon, in his former role as Existing Industry Specialist, worked directly with the new ownership during the transition. “A lot of companies are a little hesitant to disclose a lot of information, just because they’re privately held,” he says. Even so, he made repeated visits to the facility, meeting with management and ownership to identify the company’s needs.

Workforce quickly emerged as the central challenge. North American Aerodynamics’ work depends on skilled sewing labor and finding workers with that background has not been easy. Even so, the company has grown its workforce from roughly 35 employees at the time of acquisition to about 80 today. Eatmon credits sustained relationship-building for that growth. “We remind them that we’re here to help and find creative ways to get them what they need,” he says.

As a rural county, Person County has ample land, but Eatmon is candid about a gap in its site inventory. Older sites once used for manufacturing remain available, but many no longer match what advanced manufacturers are looking for today. Years of effort went into developing the megasite in the northern part of the county, the site Microsoft ultimately purchased, and that focus came at a cost.

“A lot of eggs were put in that basket for a number of years,” Eatmon says, and while the Microsoft project stands as a major win, it also meant that development of smaller sites, in the range of 50 to 200 acres, received less attention during that period. The department and commission have since recognized the gap and are now working on a site selection analysis in partnership with Duke Energy, with a goal of completing the analysis by the end of October.

“That way we can push forward to getting some public control of some sites and doing the site work necessary to have a better inventory of available sites to attract further investment to Person County,” Eatmon says.

Wilborn sees the shortage as a byproduct of the county’s own wins. “We find ourselves in the position we’re in because of successes,” she says. A 26-acre site was quickly claimed by an existing industry, and the megasite was purchased by an internationally known company in Microsoft. “We have, like Bryan said, prioritized getting ready for the next one.”

Location matters enormously to manufacturers, and Eatmon points to several assets that position Person County well for distribution-dependent operations. U.S. Highway 501 runs north-south through the county and U.S. Highway 158 runs east-west with both connecting directly to Interstate 85. Raleigh-Durham International Airport is roughly 45 minutes from Roxboro, and Person County’s own Raleigh Regional Airport, a general aviation facility rather than a commercial one, boasts one of the longest runways for a general aviation airport in North Carolina at roughly 6,005 feet, with plans to extend it to about 6,800 feet. The airport can currently accommodate a DC-9-class aircraft, giving cargo operations meaningful capacity.

Rail service also runs through the northern part of the county toward South Boston, Virginia. While the absence of a direct interstate through the county puts Person County at a disadvantage relative to some competitors, Eatmon says its highway connections largely offset that gap. Geographically, the county sits between Durham and the Research Triangle Park to the south and Danville, Virginia, a proximity that gives it access to a large pool of highly skilled, highly educated potential employees.

Workforce development runs through three core partners—Person County Schools, Piedmont Community College, and NC State University’s Industry Extension Service. Career and technical education programs in the public schools introduce students to the basics of skilled trades, and the county’s annual Manufacturing Week, held in the first week of October, brings students into local manufacturing facilities to see modern operations firsthand.

“There has been a perception of manufacturing from years ago in which manufacturing was perceived as a dirty, dangerous job with long hours, very repetitive work. That is no longer the case,” Eatmon says. “It is clean, it is safe, it is well-paying, and it’s interesting; it takes a lot of technology and a very unique skill set to operate and work in a manufacturing facility.”

Piedmont Community College offers a range of programs geared toward manufacturing careers, including mechatronics coursework that blends mechanical and electrical engineering. Students frequently secure job offers before completing their programs, and the college’s work-based learning opportunities let students gain real-world experience with local manufacturers while still enrolled. The college also provides customized training for companies adopting new equipment or systems, along with OSHA and safety training.

NC State University’s Industry Extension Services, led locally by Research Triangle Regional Manager, Mitch Poteat, rounds out the county’s workforce resources with leadership training for supervisors, lean-process implementation support, and networking opportunities focused specifically on the manufacturing sector.

Wilborn notes that the commission was deliberately structured to keep education and industry connected. “We have on our EDC, intentionally, [representation from] the community college, the Superintendent of Person County Schools, and the Dean of Workforce Development at the community college,” she says. “We try to utilize our relationships and their relationships, so we can see firsthand when things are moving and shifting in industry and we can react.”

Beyond its strong business case, Person County’s team points to lifestyle as a genuine draw for businesses, individuals, and families. Mayo Lake Park and Hyco Lake offer boating, swimming, and fishing, and the county recently completed a 281-acre park in its southern end for mountain biking and hiking, a regional attraction in its own right. Land prices remain lower than in neighboring, more densely populated counties, and Eatmon describes a slower, close-knit pace of life: “We have a rural community,” he says. “We’re small enough where people know each other, they know their neighbors. It’s not as fast-paced, and we don’t have traffic problems on a commute.”

A Duke LifePoint hospital provides local medical care, while proximity to Durham and Raleigh keeps additional services within easy reach. Wilborn, a Person County native, and Eatmon, who relocated to the area several years ago, both point to a work ethic rooted in the county’s agricultural history. “Our agricultural roots mean we have a strong work ethic,” Wilborn says. “You’ll find people here that are good and welcoming and hardworking, and I think that’s kind of our secret sauce.”

For Wilborn, the county’s recent wins reflect a broader lesson about rural economic development. “You can come to a rural community and find the infrastructure you need, find the workforce that you need, and find the support, maybe even more so at the local level, to be successful,” she says.

Eatmon echoes that commitment to the companies the county recruits. “Once a company comes here, they’re getting a bit of a concierge treatment, because they are important to us and we know the value of a company that decides to come here and wants to invest here,” he says. “We want them to be part of this community. We want them to stay here.”

With a megasite already claimed by Microsoft and a legacy manufacturer rebuilding under new ownership, Person County’s economic development leadership is positioning the community for its next chapter of growth.

The post Manufacturing Momentum: Two Entities, One Mission<p class="company">Person County, North Carolina</p> appeared first on Manufacturing In Focus.

The city is home to several important sites, including the historic Georgian Chowan County Courthouse, built in 1767; the Cupola House (built in 1756-1758, now a museum and one of the first preservation movements in North Carolina); St. Paul’s Church (built in 1760); and other notable buildings. Edenton’s downtown is recognized for its many businesses, including diverse retail options, restaurants, bars, and law offices serving not only the city, but Chowan County.

During Colonial times, Edenton was a well-protected port city and a key trade center for tobacco, timber, and other products, with over 350 merchant ships carrying goods annually. Other industries established themselves, especially agriculture, peanut farming, fishing, and cotton mills. Developed from 1899 to 1923, the Edenton Cotton Mill was an important employer.

“My mom actually worked there when she was pregnant with me in the ’90s,” says Executive Director of Main Street Edenton and Lead Economic Developer for Edenton Chowan Partnership (ECP), James ‘Ches’ Chesson, of the mill. Closed in 1995, the mill and its surrounding village, comprising 44 acres, were donated to Preservation North Carolina and underwent significant, thoughtful renovations with an eye toward primarily residential uses. “Through the use of PNC’s protective covenants, the neighborhood retains a high degree of its original architectural and landscape fabric today,” writes Preservation North Carolina. “The project demonstrated the incredible economic impact of community re-investment through historic preservation and the use of historic tax credits.”

“Historic Preservation is good for business in Edenton, and we are one of the highest per capita users of historic tax credits,” says Chesson. “Historic preservation and tourism are large parts of the modern economy, coupled with established industries who have made the decision to stay and grow in Edenton.”

Born and raised in Edenton, Chesson attended the Naval Academy to complete his undergraduate degree and then earned his MBA from the University of North Carolina at Chapel Hill’s Kenan-Flagler Business School. Serving as a Naval Aviator for 11 years, he returned to his hometown in 2023 following his service. Entering the economic development world, Chesson began working at Main Street Edenton. In late 2024, he expanded his role as Executive Director of Main Street Edenton and acts as the Lead Economic Developer for the Edenton Chowan Partnership.

“Business and government are intertwined, creating a dynamic public-private partnership that is growing the community and expanding our reach,” states the Edenton Chowan Partnership on its website, adding, “There’s a reason why so many people are flocking to Edenton and Chowan County.”

Businesses choose Edenton for its location, infrastructure, workforce, and quality of life. Edenton and Chowan County offer a combination of industrial sites, waterfront access, transportation assets, an established manufacturing base, and a quality of life that appeals to businesses looking to establish or expand their operations.

Mindful of its storied agricultural past—with landmark companies like peanut roaster Jimbo’s Jumbos/Hampton Farms—the area also welcomes other manufacturers and industries, many on Peanut Drive. The area’s first industrial zone boasts diversified businesses calling the site home. These include family-owned sport fishing boat maker Regulator Marine, Fortune 500 company Olam Edible Nuts, food safety and testing specialists JLA International, Inc., and the corporate offices of multi-million-dollar company Colony Tire.

Along with Peanut Drive, the area is home to the Northeastern Regional Airport and Industrial Park. A former WWII military airfield and now owned by the town, Phase 1 of the site is fully occupied. Phase 2, owned by the partnership, is marketed to recruit new companies and grow existing businesses. Some of the location’s many benefits include a 6,000’ x 100’ paved runway capable of handling aircraft the size of a 737 as well as private aircraft, weather reconnaissance aircraft, and local crop dusters; a refueling terminal; overnight accommodations; and more. The airport’s prime location is also within driving distance to Norfolk/Virginia Beach, Raleigh-Durham, and Greenville.

Some sectors that Chesson and his team are focused on bringing to Edenton are advanced manufacturing and boat-building and related businesses. Last year, the partnership saw the arrival of The Whiskey Project Group (TWPG), which launched a U.S. manufacturing base and expanded its NAiAD commercial vessel range in North Carolina.

Opening a new manufacturing facility in Edenton “marks a significant milestone in the company’s commitment to the American market and will serve as the primary hub for the build and delivery of its full NAiAD commercial vessel range across the Americas,” stated TWPG in a media release. On a fully integrated, 50-acre site along the Chowan River, the new American base “will not only enhance service capabilities but also streamline the delivery of NAiAD’s rugged, operator-focused Rigid-Hulled Inflatable Boats (RHIBs) to commercial and governmental clients across North and South America. The facility is a vital part of TWPG’s mission to provide its customers with a competitive advantage through superior design, innovation, and localized support.”

Describing the manufacturing presence in Edenton as a “pivotal moment” for The Whiskey Project Group, CEO Darren Schuback added: “This is more than just a new facility; it’s a commitment to our American customers and partners. We are bringing our proven expertise and a legacy of building the world’s most capable watercraft directly to the U.S. market, with the ability to offer build slots now to meet the growing demand for our vessels.”

For the Edenton community, the facility will create skilled jobs and honor the area’s legendary maritime past. And as makers of next-generation tactical watercraft, TWPG is also initiating a big push toward a greater presence of U.S. Department of Defense (DOD) related businesses, including testing boats.

“We’re making a concerted effort to attract businesses serving the Maritime Industrial Base,” Chesson explains. “We are in an ideal location on the waterway, on the Chowan River and the Albemarle Sound, plus our proximity to Norfolk, the Hampton Road shipyards, and Marine Corps Base Camp Lejeune. The Riverbulk Terminal, a barge company in Edenton, has the ability to move large pieces of equipment up and down the East Coast. That’s a big value-add we are targeting.”

For the Edenton Chowan Partnership, retaining existing companies is as important as welcoming new ones. This is often done through ECP, EDPNC, and NC Commerce through Building Reuse Grants and other incentives; the partnership is there to help. “We leverage our relationship with all our regional partners to create competitive incentive packages, help facilitate conversations with landowners and building owners, and support workforce development with our community college systems and high schools,” says Chesson.

“The high school system and community college system are very adept at responding to industry needs,” he says. “Programs are dictated by businesses, and North Carolina boasts one of the strongest Community College systems in the nation. The community colleges have budgets from the state to help with Occupational Safety and Health Administration (OSHA) training, forklift training, and other customized trainings. If an industry partner has trouble finding labor skilled in fiberglass or epoxy, for example, the community colleges can respond and set up a customized training program,” he explains. “We act as the conduit or the connector between local businesses and industry to make sure their workforce pipeline is healthy. How can we help make it better? How can we connect them with the necessary training that they’re needing, or anything they’re lacking?”

As Director of Main Street Edenton, Chesson is proud of the city’s unique historic downtowns and the associated efforts aimed at preservation. These initiatives encompass everything from sidewalk beautification and new lighting to helping local business owners with historic tax credits when they are tackling renovations. “We also maintain retail leakage analysis, so when we have a new business interested in downtown, we can help them make sure they’re going to be sustainable for the long haul.” There is also a robust historic commission headquartered downtown in charge of restoring some older properties, including managing grants and donations to restore and preserve old historic homes and buildings that are open to the public.

With so much to offer businesses and residents, Edenton and Chowan are also popular with tourists. And, like many communities across the U.S., housing is always top of mind, resulting in several ongoing housing developments including getting a multifamily project through the development pipeline and transforming a brownfield site into housing for teachers and other city employees.

“A big piece of what we’ve been working on is being very intentional about how we grow and diversify our local economy,” says Chesson. “We’re not looking for the next 1,000-employee site selection; we want to be intentional about bringing in employers who are going to be here for the long haul, who are looking to integrate with our culture, our quality of life, and want to embrace the community. We will continue making Edenton and Chowan County a place where people want to come, do business, and thrive.”

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Located within the Charlotte metropolitan region, Monroe has established its own identity as a center for manufacturing, industry, and employment. Companies benefit from access to the greater Charlotte market while operating in a community with an established industrial base; transportation connectivity through I-485, U.S. 74, and the Monroe Expressway; Charlotte Monroe Executive Airport; and the infrastructure necessary to support business growth.

“One of Monroe’s greatest advantages is our ability to work directly with companies as they navigate the development process,” says Campo. “The city is a one-stop development shop including planning and zoning, permitting, engineering, fire, and stormwater. Monroe also owns and operates its electric, water, sewer, and natural gas systems.”

While Monroe maintains an average 10-day turnaround standard for complete commercial permit submissions, speed alone does not define good economic development. It’s also about having access to people who will answer questions, identify potential obstacles, and work toward solutions.

“That is the Office of Economic Development’s opportunity to serve,” Campo stresses. “When a prospect comes to Monroe, we want to understand the entire project, not simply how many acres or square feet the company needs. We want to understand its utility requirements, transportation needs, workforce, investment, timeline, and plans for future growth. That allows us to ask a much more important question: What does this company need to be successful here?”

Answering that question requires partnership, and Economic Development strives to connect businesses with the right resources, whether bringing city departments together around a development issue, connecting an employer with South Piedmont Community College and the Centralina Workforce Development Board, or helping a company become part of the broader business community through organizations such as the Union County Chamber of Commerce.

“We place that same emphasis on our existing industries,” says Campo. “A project announcement is important, but it’s only the beginning of the relationship. The true measure of a business environment comes in the years that follow as companies hire employees, invest in equipment, expand production, and respond to changes in their industries.”

SEECO (Southern Electrical Equipment Company) is one example of a recent successful partnership that came about when its existing footprint became a constraint on its growth in Charlotte and in Indian Trail. “We knew we needed more space, but we didn’t want to just move into another building and find ourselves having the same conversation again in five years,” says Advisory Board Member, Christie Panto. “We wanted to make a decision that would give SEECO room to grow for the next 10, 20, and 30 years.”

The opportunity in Monroe allowed SEECO to consolidate operations into one much larger facility, with both the land and flexibility to improve the way people, operations, inventory, and equipment work together. “The Monroe facility gave us approximately 109,000 square feet in a new facility that we could make work for our operation, rather than trying to make an older, more expensive building work around us,” Panto says. “We wanted room to expand, and we wanted opportunities nearby that could support additional growth down the road.” Monroe made sense for practical reasons: the cost, the facility, the land, and the opportunity to grow.

Monroe was also a reasonable geographic compromise, offering a location with good access to major roads for those who wanted to commute while also being a community where employees could choose to live if they wanted to relocate closer to work with good schools and overall affordability.

Working with local officials and economic-development partners was nothing but positive and productive, Panto adds. “It was one of the nicest surprises of the whole experience. We had great cooperation from the City of Monroe, Union County, the Chamber, and our local education and workforce development partners,” she says. “There was a genuine interest in understanding what we were trying to accomplish and figuring out how everyone could help make it happen. We found a partnership with this community that understood the importance of growing manufacturing. When one of us succeeds, we all do.”

While SEECO came to Monroe because the business case made sense, what they found was so much more. “We didn’t necessarily anticipate how much we would appreciate the community itself,” Panto says. “Don’t underestimate the value of finding a community that actually wants you there.”

While SEECO is a new partnership, MacLean Power Systems’ Monroe Operation—previously known as ITEC, a manufacturer of instrument transformers essential to the modern electrical grid—has been a proud part of the local community for more than 20 years. “Monroe is where we have built our team, expanded our capabilities, invested in our operation, and created opportunities for employees to create rewarding, long-term careers,” says Greggie Mull, Human Resources Manager. “Our growth has brought increased investment in machinery and equipment, employee development, and workforce training. We have also gained additional training resources through our partnership with South Piedmont Community College.”

MacLean’s workforce includes employees from diverse backgrounds and a broad workforce that includes people from the Charlotte area, Lancaster and Pageland in South Carolina, and other surrounding communities, an important strength of its operation. Additionally, the Monroe Expressway has improved transportation routes for shipping products and made it easier to reach potential employees across the region, important connections for a company committed to operating, investing, and hiring in Monroe for the long term.

As the Monroe operation has grown, connection to the community has grown with it, Mull adds. “While many local residents still know us as ITEC, we are proud to be part of MacLean Power Systems and remain committed to investing in Monroe and the surrounding region.”

MacLean relies on local talent to manufacture products and values partnerships with organizations such as South Piedmont Community College, which helps develop the next generation of skilled manufacturing professionals. Continued collaboration among employers, educational institutions, economic development organizations, and other community partners will help Monroe remain a place where manufacturers can invest, grow, and succeed.

“For our Monroe operation, modern manufacturing requires continued investment in technology, stronger and more efficient processes, and increased opportunities for employees to develop their skills,” says Mull. “Local education and workforce-training partners are an important part of that continued progress.”

That partnership between education and manufacturing plays a key role in Monroe. In fact, South Piedmont Community College views its manufacturers as true partners in workforce development, working directly with local employers to understand workforce needs, identify skill gaps, and respond with the right training solutions—from curriculum programs and short-term credentials to customized training.

“We also support manufacturing apprenticeships and help employers strengthen their recruitment and talent pipelines,” says South Piedmont Community College President, Dr. Stacy Waters-Bailey. “We are committed to being a trusted, reliable partner to our manufacturing industry.”

As speed and responsiveness are critical in today’s economy, South Piedmont Community College works directly with employers to quickly develop customized workforce solutions that address their specific needs. In many cases, this means moving from identifying a workforce challenge to launching training within days.

“Our goal is to remove barriers for our local manufacturing partners and help them respond quickly to changing business demands,” says Waters-Bailey. “Our employers have a direct voice in shaping what we do. Through advisory committees, employer surveys, and ongoing conversations with industry, we listen closely to what businesses are seeing and experiencing.” This feedback helps to continually refine programs so graduates are prepared for the jobs and technology that employers need today and will need tomorrow, benefiting not only employers but also students, as they can be assured that they are receiving industry-relevant training at South Piedmont Community College.

To that end, the college works hand-in-hand with industry to deliver both credit and short-term, non-credit programs that provide students with the technical expertise, practical experience, and durable skills area employers value, says Waters-Bailey. “Our goal is straightforward: to ensure our students are ready to contribute, grow, and lead in the workforce.”

When it comes to the independent business-community voice, the Union County Chamber of Commerce champions business growth throughout Monroe and Union County through advocacy, economic development, and collaboration, striving to maintain the region’s momentum by strengthening relationships between businesses and partners in government and education.

“Monroe’s diverse industry base makes this work easier by creating opportunities for talented individuals in nearly any industry imaginable,” says President and CEO, Clayton Whitson. “The Monroe area is unique in that business, government, nonprofit, and education partners collaborate with a goal of mutual success.” That collaborative spirit, coupled with the geography that places the Chamber in proximity to a major metro, access to ports and rail, and an ever-growing workforce base, gives companies a real strategic advantage in the marketplace.

The Chamber places a large emphasis on relationships with businesses, Whitson adds. As new businesses enter the market, the Chamber connects with the community in a variety of ways, particularly with the existing business network through Chamber programming. “We tailor our programming to continually provide content that will address areas of ongoing need for our employers, such as environmental health and safety or workforce development,” he explains. “Getting professionals connected to these groups provides peer support for current and future needs and strengthens ties to the community.” The Chamber then communicates needs and opportunities to community partners involved with business retention and expansion efforts.

“North Carolina has always had a business-friendly reputation, and that doesn’t happen by accident,” Whitson says. “The Chamber’s advocacy and public policy work with governmental units at every level to ensure we’re creating an environment where our companies can thrive and continue to provide economic opportunities for our friends and neighbors. Our businesses understand this value and actively provide feedback to guide our public policy work.”

Finally, working to establish that Monroe has access to a regional workforce system, not merely the labor force contained within the city limits, the Centralina Workforce Development Board understands that workforce development starts by understanding exactly what an employer needs and then connecting that employer to the appropriate resources.

As labor markets cross municipal boundaries, workforce professionals can engage companies during recruitment as well as after they locate, and employer needs—occupations, skills, wages, recruitment timelines, and training—should drive the workforce response. “The Centralina WDB and its local NCWorks Career Center in Monroe provide talent recruitment and retention services for employers and career advising, training, and placement services for career seekers,” says David Hollars, Executive Director, Centralina Workforce Development Board. “We work with local partners in developing a regional talent pipeline through the MonroeWorks initiative with the city.”

The Centralina WDB is also actively involved in Our Future in UNiSON—addressing career pathway development and increasing the number of individuals with post-secondary degrees, certificates, and certifications—and with Union JobReady and the Chamber’s Workforce Development Committee in developing strong career guidance, knowledge, and work-based learning opportunities for students in the local middle and high schools.

“These companies and organizations demonstrate different parts of our partnership,” says Campo, adding that SEECO offers the perspective of a manufacturer that recently chose Monroe, while MacLean Power Systems provides the perspective of an employer with approximately two decades of area experience. “Our Chamber, workforce, and education partners demonstrate the network that supports businesses before and after a location decision.”

For Monroe Economic Development, the responsibility does not end when a company selects a site or opens its doors, she adds. “We want to be there for the next expansion, the next workforce challenge, and the next opportunity. We want businesses to choose Monroe, and to have every reason to choose Monroe again when it’s time to make their next investment.”

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As Asheville experienced downtown revitalization and population growth, the EDC helped position the region for long-term economic competitiveness. Over time, the EDC implemented a five-year collaborative economic development strategy to help guide the region’s efforts to advance economic prosperity.

The EDC is bound by five key strategies to meet its goals. The first is retaining and expanding manufacturing in the area, a classic cornerstone of the area’s economic fortunes. Second is targeted industry recruitment to bring workers and job-makers to the area and help increase wages in strategic growth sectors. Third is entrepreneurial strategy, especially through initiatives like Venture Asheville and programs like the Optimist Ventures Accelerator, both of which look to marry world-class mentorship with capital to benefit start-ups. EDC Executive Director, Clark Duncan, says that the EDC has been engaged in this kind of work for half its lifetime and describes entrepreneurship as economic gardening for the headquarters of tomorrow.

The two final EDC strategies are workforce development and economic research. As a relatively prosperous county, Buncombe wants to expand economic participation through strategic thinking with its grassroots partners to close the gaps that prevent people from seizing economic opportunities for themselves. For its efforts, EDC has been awarded accreditation and notable distinctions like being named Economic Development Organization of the Year by the International Economic Development Council (IEDC), in August 2026.

The EDC’s strategies will continue to be put to good use as the coalition has begun its five-year plan, AVL5X5 for 2030, this year. The plan outlines priorities for various industry clusters, workforce needs, goals for infrastructure, and business attraction strategies. It also represents a more disciplined approach to economic development activities for the coalition. AVL5X5 will aim to have an impact on the areas of Western North Carolina served by the EDC and bring more business attention to the area.

Certainly, there is a lot to be found in the area if one looks closer. “We have generational strength in our workforce, tied to the automotive and aerospace industries,” Duncan says of Asheville-Buncombe County’s ongoing workforce strengths in precision machining. The region is within a 45- to 90-minute drive of major auto industry figures like BMW, Nissan, and Volkswagen and has also seen a 65 percent growth in aircraft parts manufacturing in the last decade thanks to multinational employers like GE Aerospace and Pratt & Whitney. The mountains of Western North Carolina, despite being challenging terrain for some, offer between 10- and 100-acre land parcels for potential businesses looking to tap into the talent of the region.

Along with its growing reputation as a destination for the arts, travel, and outdoor adventure, Asheville has enjoyed a string of economic success stories throughout its decades. From locally headquartered manufacturers like AVL Technologies and Poppy Handcrafted Popcorn to multinational investment in power generation, medical device, automotive, and aerospace innovation, the region is focused on what comes next.

In recent years, the economic trajectory of the region has been fueled by the investments of jet-engine maker, Pratt & Whitney. In what remains the largest project announcement in the state of North Carolina west of Charlotte, the company pledged to build a turbine airfoil manufacturing facility in the prestigious Biltmore Park West Development, constructing a 1.2-million-square-foot facility on a 100-acre site in just under two years.

This commitment helped Asheville and Buncombe County open a 900-acre commercial, industrial, and research park, while Pratt & Whitney has gone on to exceed its investment, job-count promise, and prevailing wage rate. To date, the company has invested more than $1 billion in the state-of-the-art facility and employs over 1,000 residents of the region. Duncan attributes this success to both the availability of talent in the necessary fields (STEM, engineering, production) and an innovative partnership of six regional community colleges and the successful training programs of Asheville-Buncombe Technical Community College.

An exciting stop on the community’s road ahead is the announcement of the Futures Factory in Summer of 2026. The 70,000-square-foot facility will serve as a regional hub for industry innovation and an advanced manufacturing workforce training center. Dr. John Gossett, President of the Asheville-Buncombe Technical Community College, has been a leader in the efforts to make this vision a reality. According to Gossett, 25 percent of the space will offer customized training for new and expanding industry, with the remaining area used for leading manufacturers to access research and development and the expertise of the statewide post-secondary institutions to solve complex problems and remain competitive in the face of changing technological and global pressures.

As a signature proposal of the AVL 5×5 Plan, the Futures Factory represents an investment of around $45 million, with construction given a 2030 deadline to coincide with the timeline of the economic strategy. The Futures Factory will be a powerful tool for industry retention and recruitment and will help the area’s manufacturing workplaces modernize and adopt globally competitive practices like AI, robotics, cybersecurity, and more.

The Futures Factory will provide an opportunity for manufacturers to come to the area to create their product with a lot of help to call on, Gossett says. “Manufacturing is a part of who we are, a foundation of our past and a cornerstone of our future.”

This is a time of demographic shifts and challenges both nationally and globally, a state that was further exacerbated by the chaos of the COVID-19 pandemic. However, even during the most difficult times, the area has been able to rally thanks to the efforts of the EDC and partners in the public and private sectors with a shared ambition to grow economic prosperity for the mountainous region.

2026 marks the two-year anniversary of Hurricane Helene, a tropical cyclone that struck the area in September 2024. In the ensuing time, seven industry expansions have been announced in Asheville and Buncombe County, from worldwide employers like GE Aerospace and Pratt & Whitney, to locally headquartered manufacturers like Southeastern Container and East Fork. In total, these announcements represent an aggregate of over $400 million in new capital investment and over 800 net new jobs in advanced manufacturing, demonstrating strong confidence in the region.

In addition, the Asheville Regional Airport, the third-busiest airport in the state of North Carolina, is in the process of doubling its size and growing direct flight service. With construction expected to conclude by end of 2027, this ongoing expansion will double the square footage of the terminal and double the number of gates, facilitating even more travel for business and residents.

To be sure, industry growth and investment in the Asheville-Buncombe County area shows no signs of slowing down. As the county continues to navigate economic and demographic shifts, the EDC’s work remains essential to sustaining the region’s momentum and ensuring that its prosperity extends community-wide. From attracting major advanced manufacturing investments and strengthening workforce development to supporting local entrepreneurs and helping established businesses evolve, the EDC’s approach reflects a recognition that lasting economic growth depends on more than individual projects or investment announcements; it requires a coordinated effort to connect businesses with the talent, infrastructure, research, and resources they need to compete and grow in a rapidly changing global economy.

EDC Board Chair, Carol Nguyen Steen, notes that economic development was top of mind for the region, its elected leadership, industry leaders, and education partners in the drafting of the most recent iteration of the AVL 5×5 Strategy. As Vice President for the legacy community development and real estate firm, Biltmore Farms LLC, Steen underscores how regional assets, talent, and investment come together to drive economic opportunity and make a better tomorrow for the area.

As a local, she believes that the culture of trust and unity within Asheville and Buncombe County is unlike any other, adding that the EDC collaborates with multiple organizations across the county to both overcome economic challenges as well as seize opportunities unique to the region. “The value of people working together is so understood in this community,” she says.

Initiatives like AVL5X5 and the Futures Factory will help lay the groundwork for that next phase of development, positioning the region to embrace emerging technologies while building on its longstanding manufacturing strengths. Just as importantly, the partnerships that have helped Asheville-Buncombe County weather economic uncertainty and recover from significant challenges demonstrate the value of a community working toward shared goals. With new investment taking shape, established industries continuing to expand, and opportunities emerging for the next generation of businesses and workers, the region is building on its history while preparing for what lies ahead.

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RCEDC is a nonprofit organization with a clear mandate in supporting the industries already rooted in the community while attracting new manufacturers to the county. It’s a mission with real stakes. Manufacturing accounts for roughly 25 percent of all jobs in Randolph County, making it a cornerstone of the local economy and a driving force behind the county’s long-term planning.

“We really focus on the industrial sector, and that is supporting the industry that is already based in our community as well as the attraction of new industry to Randolph County,” says Kevin Franklin, President of RCEDC. “It’s an important part of our local economy. We want to keep that healthy and thriving and make sure we’ve got plenty of opportunities for our residents.”

That dual focus of supporting existing employers while pursuing new investment shapes nearly everything RCEDC does, from its incentive structure to its day-to-day outreach. It’s an approach built on the understanding that economic development isn’t just about landing headline-grabbing announcements, but about sustaining the businesses already contributing to the tax base and employing local residents.

Randolph County’s industrial base spans a wide range of sectors—automotive, aerospace, plastics, food and beverage, metals, furniture, and textiles among them—but one sector is generating more momentum than any other right now. “The automotive sector is big, with Toyota batteries in production now in our community,” says Franklin.

Toyota announced its investment in the county in 2021, and the ramp-up has been substantial ever since. The company has committed to more than 5,000 jobs, with roughly 3,000 already on site. That growth is ongoing, and according to Franklin, it’s having a positive impact community-wide.

The scale of the investment is significant not only for the jobs it creates directly, but for the ripple effects it generates throughout the local economy, from suppliers seeking proximity to the plant, to service industries supporting a growing workforce, to the broader signal it sends to other manufacturers considering the region. A project of this magnitude tends to validate a community’s readiness in the eyes of other site selectors, and Franklin and his team are clearly aware of the opportunity that presents.

The Toyota battery plant sits on the Greensboro-Randolph Megasite, an approximately 1,800-acre property that Toyota owns outright, alongside with a handful of on-site suppliers. The megasite was central to landing the deal in the first place. “That was a pretty big pitch,” Franklin says of the site’s role in the negotiations.

Megasites of this scale are rare, and they typically take years of coordinated planning among state and local agencies to prepare for a project of Toyota’s size. Having land ready for an operation with this footprint was a critical piece of the puzzle and it’s part of the reason RCEDC continues to emphasize site readiness as a priority for future growth.

Ask Franklin what draws manufacturers to Randolph County specifically, and a few themes emerge quickly: workforce, quality of life, and a long manufacturing heritage that has left the region with a strong labor pool.

“I think they’re coming for the workforce. I think they’re coming for quality of life as well,” he says. “And because we have such a high concentration of manufacturing, we’ve got a high manufacturing quotient for many of the sectors that we’re bringing in. So that means there are resources, there are suppliers, and there’s workforce.”

That manufacturing quotient, a measure of how concentrated an industry is in a given area relative to the national average, matters to companies evaluating where to locate or expand. A high quotient signals an established ecosystem of workers who already understand plant environments and production schedules, and a regional identity tied to industrial work. For companies weighing the risks of standing up a new facility, that kind of ecosystem can meaningfully reduce ramp-up time.

Location plays a significant role too. Randolph County sits centrally within North Carolina and along the East Coast more broadly, with direct access to interstates 73, 74, 85, and future I-685. The county is also within reach of I-95 and I-77. “It’s really quite a convergence from a transportation standpoint,” Franklin says. For manufacturers, that convergence translates directly into logistical efficiency, meaning shorter shipping times to both suppliers and customers and easier access for the workforce commuting from surrounding counties.

Rail infrastructure adds another layer of advantage, with Norfolk Southern operating multiple lines through the county. “Not every community has rail access,” Franklin says, “so that provides some unique opportunities as well.”

For heavier manufacturing operations, or those moving significant volumes of raw materials and finished goods, rail access can be a deciding factor that highway infrastructure alone can’t replace. It’s a differentiator RCEDC leans on when pitching the county to industries with rail-dependent supply chains, such as automotive and metals manufacturers.

Despite its many strengths, Franklin is candid about the challenges RCEDC faces when it comes to available real estate. As a legacy textile, furniture, and tobacco community, Randolph County has a substantial inventory of older industrial buildings but many weren’t built with today’s manufacturing operations in mind. “We do sometimes struggle with availability of ready-to-go sites and suitable buildings,” he says. “For example, the ceiling heights typically are not what our manufacturing operations today are looking for.”

This is a challenge familiar to many legacy manufacturing regions across the country. Buildings constructed decades ago for textile mills or furniture production were rarely designed with the clear-height requirements or automation infrastructure that modern manufacturers now expect. Retrofitting older stock can be costly, and in some cases, it’s more economical for a company to build new than to adapt an existing structure.

On the site development side, the picture is mixed. Some properties are closer to shovel-ready than others, and Franklin tells us the county doesn’t currently have a fully prepared shovel-ready site on offer, though that could change quickly with the right end user. Indeed, site readiness has become a decisive factor for many manufacturers, particularly those on compressed timelines, and communities without shovel-ready inventory can find themselves excluded from consideration before negotiations even begin. RCEDC recognizes this gap and is prepared to move quickly to close it when the right opportunity presents itself.

The workforce remains one of RCEDC’s central priorities, and its partnership with Randolph Community College plays a key role in addressing it. “We have a great partnership with Randolph Community College, and of course North Carolina is known for its customized industrial training program,” which gives the county a strong tool for preparing workers to meet the specific needs of incoming manufacturers. “We are talking with the community college on a weekly basis,” says Franklin.

That weekly communication points to a working relationship built on a continuous feedback loop between the organization recruiting employers and the institution responsible for preparing the workforce those employers will hire from. When a new company signs on, RCEDC and the community college can move quickly to design training that matches the operation’s specific needs, rather than relying on generic programs that may not translate directly to the plant floor.

Randolph Community College can help train the local workforce, but of course wages and workplace culture remain firmly in each company’s hands. “What we can’t control is culture and wages,” Franklin says. “The companies that are really focused on providing the right type of environment for their employees and paying them fairly generally don’t have trouble finding the right kind of applicants.” RCEDC can help build the pipeline, but it’s ultimately up to individual employers to make the jobs at the end of that pipeline attractive enough to fill.

For manufacturers considering Randolph County, RCEDC offers a structured set of incentives designed to support both new entrants and companies already established there. Performance-based cash incentives, typically structured over a five-year window, form the backbone of the offering. RCEDC calculates anticipated new taxable revenue from a company’s operations and negotiates a portion of that back to the business over time.

“We also work closely with the state of North Carolina for grants and incentives at the state level,” Franklin says. “Some of those require matches from the local governments, and we participate in those.”

For companies eyeing vacant buildings that need upfitting, RCEDC has had success securing state grant dollars to support renovations, administered on a per-job basis. Training support is available as well, through customized grants developed in partnership with the community college. “We can put a plan together through the community college to help with that training even over a three-year period,” says Franklin.

This layered approach to incentives gives RCEDC multiple levers to pull depending on a company’s specific circumstances. Rather than offering a single, one-size-fits-all package, the organization tailors its support to the size and needs of each business, whether that’s a multinational automaker or a small manufacturer looking to expand its footprint.

RCEDC’s support doesn’t stop once a company sets up operations. The organization’s existing industry program, built around outreach and ongoing connections to resources, is one of its most important functions. “Let’s get the new company here and then continue to support them through our existing industry programs,” Franklin says.

That ongoing relationship is, in many ways, the quieter half of RCEDC’s work. Recruitment announcements generate headlines, but retention and expansion, keeping existing employers satisfied and growing, often matter more to a region’s long-term economic health.

On the smaller end of the scale, the City of Asheboro has recently introduced small business grants aimed at companies that may not qualify for larger state-level programs. “When they fall in that gap, if they’re growing, adding jobs, adding tax base, there’s an opportunity to capture some incentive dollars, grant dollars on a much smaller scale,” Franklin explains. That gap-filling function matters for a community like Randolph County, where not every employer is a Toyota-scale operation. Smaller manufacturers and family-owned businesses make up a meaningful share of the local economy, and ensuring they have access to growth capital, even in modest amounts, helps keep that segment of the industrial base healthy.

RCEDC sees the county’s manufacturing base continuing to shift toward higher-skill, higher-automation operations over the next five years, with particular opportunity in metals, plastics, and additional automotive-related industries. “We’re definitely moving in the advanced manufacturing direction—more automation, more highly skilled workers—which is beneficial because that means they’re receiving higher pay and better benefits,” Franklin says.

This trajectory mirrors a broader pattern playing out across manufacturing hubs nationally as automation reshapes the skills required on the plant floor and pushes wages upward for workers equipped to operate and maintain increasingly sophisticated equipment. For Randolph County, positioning itself at the front of that shift could prove to be a defining factor in the type of investment the region attracts over the next decade.

RCEDC operates with a small but dedicated team, with three full-time staff members and one part-time. Kevin Franklin leads the organization, with Crystal Gettys serving as Business Recruitment Director, focused on bringing new business to the county and working with property owners to bring new products onto the market. David Hursey serves as Existing Industry Director, interfacing daily with local industry to ensure companies have the resources and connections they need to thrive. Malynda Shumaker, working part-time, manages the organization’s financial operations.

Such a lean structure means each team member wears multiple hats, and it speaks to the level of coordination required to run an organization responsible for both landing large-scale investments and maintaining relationships with the county’s smaller, established manufacturers.

With a strong industrial base and a clear strategy for workforce development and incentive support, Randolph County—and the RCEDC team guiding its growth—is positioning itself for a new era of advanced manufacturing.

The post Built to Grow<p class="company">Randolph County, North Carolina</p> appeared first on Manufacturing In Focus.

NCEDA’s roots go back to a core mission of supporting the professionals working to bring jobs and investment to North Carolina. What began as an industrial development group has today grown into a full-fledged professional association supporting economic developers across every corner of the state.

“We’re actually 60 years old this year,” President, André Lennon says. “We celebrated in spring 2026. The association started as an industrial development group with the purpose of supporting economic developers in the state of North Carolina in recruiting industry to this state, helping bring jobs to the state, and supporting our citizens.”

That founding purpose has scaled dramatically. Today NCEDA counts nearly 1,000 members, a mix of economic development practitioners and ally members, professionals who support practitioners through site readiness work and other services that fuel business growth.

The organization itself runs lean. As a not-for-profit membership association, NCEDA is governed by a volunteer board and works alongside the L2 team. “NCEDA is a not-for-profit membership association of economic developers from across the state of North Carolina,” Vice President, Clark Duncan, explains.

The board draws its strength from geographic and professional diversity, helping NCEDA understand and advocate for the differing needs of urban, suburban, and rural communities across the state.

Ask NCEDA’s leadership what’s fueling North Carolina’s economic momentum, and several sectors consistently rise to the top: aviation and aerospace, automotive manufacturing, biotechnology, technology, and data all remain strong performers.

“What’s exciting is that they’re pretty consistent across the state of North Carolina,” Duncan tells us. “We are a state that continues to see a lot of growth and investment in aviation and aerospace, and automotive manufacturing. Biotechnology remains dominant, as does technology and data.” He adds one more sector to the list—food and beverage—which he describes as a consistently strong performer for the state.

For a state routinely ranked among the best places in the country to do business, the reasons go beyond any single factor. Geography plays a foundational role, according to Lennon, who points to the state’s position in the Southeast and on the East Coast as an advantage that simply can’t be replicated.

“North Carolina has been very competitive over the past decade, and our geography is one of our competitive advantages that you can’t make up,” he says. “We have some quality of life advantages that assist us, but also the business climate is one of our strong competitive advantages as well. There’s a tax structure that’s set up that supports and incentivizes business investment.”

Duncan builds on this point, emphasizing the role NCEDA plays in sustaining a favorable long-term cost of doing business through relationships with legislative leaders. “Working with our legislative leaders, reminding them of the importance of having a long-term cost of doing business that’s favorable for companies,” is central to the association’s work, he says.

He also points to infrastructure investment, adding that the state’s interstate and highway network is a major asset, giving companies an efficient way to move products to customers. That, paired with a tax structure designed to let companies reinvest in themselves and in North Carolina over time, rounds out the state’s competitive edge.

The team also highlights a critical piece of the competitiveness puzzle: state investment in project-ready sites. Preparing properties in advance through due diligence and infrastructure investment can reduce risk and shorten speed-to-market for companies evaluating North Carolina. “There’s a lot of investment coming from the state to intentionally help and spur economic development all across North Carolina,” Duncan says, “and that makes for a big competitive advantage, along with our workforce solutions.”

While the North Carolina Department of Commerce and local governments administer most formal incentives and grants, NCEDA’s role is less about the dollars and more about the connective tissue between them. Lennon describes the association as a bridge linking the state’s many resources into a coherent, collaborative whole.

“We want our most rural counties to be as successful as our most urban,” says Lennon. “An association such as ours that represents the entirety of the state really thinks about how we share resources, how we advocate across all of our diverse members, so that we can come together to support project wins in all parts of the state.”

NCEDA connects its members to partner organizations such as the North Carolina Railroad and the Golden LEAF Foundation, which support site readiness and infrastructure funding. “Our association, being a member trade association, is the connector,” Lennon says. “We’re helping provide professional development opportunities on how to apply for those grants where they’re best administered.”

Workforce development runs through nearly every conversation about North Carolina’s competitiveness. NCEDA advocates for workforce policies and investments that respond to employers’ needs while also helping develop the next generation of economic development professionals.

“Over the last 15 to 20 years, North Carolina has been a real leader in investing in education and workforce development, which is necessary for effective economic growth in any state,” Lennon says. Through its foundation, NCEDA also invests in the future of the economic development profession through mentorship, internship, and other programs designed to bring new professionals into the field.

The connection between workforce policy and successful business recruitment can be seen in Rockingham County’s recent recruitment of TSEA Energia, a Brazilian manufacturer establishing its first U.S. manufacturing facility in the county. TSEA places a strong emphasis on apprenticeships and developing its workforce through hands-on learning—exactly the type of employer need that has shaped NCEDA’s advocacy for greater state investment in apprenticeships, community college programs, and other work-based learning opportunities.

“When we advocate for workforce funding, it’s because we hear directly from companies about what they need to be successful,” says Leigh Cockram, Director of Economic Development and Tourism for Rockingham County. “TSEA is a great example. Apprenticeships are an important part of their workforce model, and our community college and workforce partners are working with the company to help build that pipeline here. At the same time, the state has increasingly recognized the need to invest in apprenticeships and other work-based learning opportunities. That alignment between what employers need and where we invest our workforce resources is critical if North Carolina wants to continue winning projects and, more importantly, help those companies succeed after they get here.”

NCEDA’s flagship talent initiative, Career Trek, through its partnership with the NCEDA Foundation, actively recruits promising college graduates into economic development careers with the goal of sending them back to their home communities as future leaders. “We’re actively recruiting very promising college graduates from across the state into economic development professions so that they can go back into their hometown communities and take a leadership role in unifying businesses and educational and academic allies with our elected leadership to strengthen the economies of all 100 counties in the state,” Lennon says.

That long-term investment extends to mentorship within the profession itself, pairing younger economic developers with senior colleagues to build institutional knowledge and a shared sense of purpose.

Indeed, NCEDA’s programming reflects an intentional effort to support members at every career stage. Alongside Career Trek, the association runs an Emerging Executives group for early-career professionals, offering programming tailored to those just beginning in the field. A mentorship initiative pairs senior members with early-career professionals to encourage knowledge sharing across generations. And the Practitioners Workshop, now in its third year, rounds out the offering for members further along in their careers.

“We have a representative each year on our board who provides insight into their perspective and the key ideas they want to hear at our conferences and other meeting content throughout the year,” Lennon says of the Emerging Executives group.

Duncan echoes the sentiment, framing NCEDA as a professional home regardless of where a member is in their career or where they’re based in the state. “This organization is the place where, no matter where you are in your career, we’re here for each other; it doesn’t matter where you are in the state, your age, or your demographic,” Duncan says.

One of NCEDA’s most consistent contributions is its legislative advocacy, which channels feedback from economic developers across the state’s 100 counties to lawmakers in Raleigh. That work depends on both strong relationships and NCEDA’s credibility as a statewide voice for the profession. “We have a great relationship with lobbyists and advocates in Raleigh, but we also take the time to understand and know our legislators and make sure they’re aware of what we need,” Cockram says.

NCEDA has consistently advocated for greater and more predictable state investment in site readiness, including due diligence and infrastructure needed to make properties more competitive for projects. “It’s really important that we also maintain a level of prestige and respect from our legislators, so they know that when we’re coming to them, it’s for something that’s truly needed statewide,” Cockram says, “not specific or self-serving for any one sector of our membership.”

Looking ahead, the competitiveness challenge is broader than any single program: North Carolina must continue aligning policy and investment around the full economic development ecosystem—project-ready sites, infrastructure, utilities and energy, workforce and education, housing, transportation, speed-to-market, and a predictable business climate. One area of ongoing advocacy is expanding funding for project-ready sites, where speed to market has become a critical competitive factor.

“We’ve seen additional funding for site readiness, whether that’s due diligence studies for industrial sites or other infrastructure improvements to have these sites ready for projects when they’re relocating to our state,” Lennon shares.

Ultimately, he credits the association’s success to something less tangible than funding or sector strength, and that is collaboration. “Organizations like NCEDA really set the state of North Carolina apart in the very competitive economic development landscape in the United States,” he says. “You have to have great land, products, and sites. You have to have a highly skilled and adaptable workforce. But really, the magic is in collaboration and how you pull together teams across universities, industry, and government to support economic growth. That remains a key priority for NCEDA.”

After 60 years, NCEDA’s next challenge is not simply to celebrate North Carolina’s success, but to help sustain it. With nearly 1,000 members and a statewide network of practitioners and partners, the association is positioned to help ensure that the policies, investments, and collaboration that made North Carolina competitive continue evolving for the next generation of projects and communities.

The post Keeping North Carolina Competitive for 60 Years<p class="company">North Carolina Economic Development Association (NCEDA)</p> appeared first on Manufacturing In Focus.

This year marks 20 years since that transition, and the organization is marking the milestone by reflecting on how its mission has evolved, growing from a Chamber committee into a dedicated economic development engine that now supports more than 130 manufacturers across the county.

“We became our own entity laser-focused on job creation—the creation and the retention of quality jobs in Henderson County,” says President and CEO, Brittany Brady. She explains that doing so helps to offset taxes and expenses for the county’s residents, a dynamic that has shaped HCPED’s priorities from the start. “We’ve always been focused on strong job creation and strong capital investment because it offsets taxes and expenses for our citizens,” she says. “Having that strong tax base is important, and obviously, having great jobs for our citizens is important.”

Over the past 20 years, though, HCPED’s role in the community has broadened well beyond chasing individual projects. Brady describes the organization today as a strategic development partner, one that has built out more robust workforce programming and product development efforts alongside its traditional recruitment work.

Remarkably, all of this is accomplished by a lean team. HCPED typically employs between three and four people. “We are small and mighty,” Brady says of her staff.

HCPED operates as a 501(c)(6) entity and describes itself as a public-private partnership. Elected officials and public bodies fund much of its work, effectively contracting HCPED to recruit and retain quality jobs on the county’s behalf. Private investors also contribute, having recognized the return that comes when new industry moves to town. “When industry comes to town, it benefits everyone,” Brady says, “and so they have invested in the work that we do.”

Balancing those public and private interests, she says, comes down to listening to what public partners find important and to what the industry itself needs. “It’s listening to what our public partners find important, what industry sectors are a good fit for our community, how they’re developing their land code and where we can work with them,” Brady explains. “The other element is understanding what industry needs, understanding if there’s an opportunity to become more business-friendly, if there are opportunities to collaborate.”

That approach, Brady says, has paid off in an unexpected way by helping both public officials and private companies better understand why economic development matters in the first place.

Part of what sets Henderson County apart, believes Brady, is the strength of its relationships with elected officials, relationships HCPED has worked deliberately to build. “They have bought into economic development, and that isn’t by chance. That is us really working with them, having meetings, educating them again on the importance of manufacturing investment in our community and how great manufacturing is—it’s really clean jobs, great jobs, strong investment.” The result is a business-friendly environment where companies know they can pick up the phone and get the answers they need. “They feel welcome here,” she says.

HCPED’s work is overwhelmingly concentrated in one sector. Roughly 95 percent of its office’s focus is on advanced manufacturing, and its location plays directly into that specialty. Henderson County sits south of Asheville, North Carolina and north of Greenville, South Carolina, a position that lends itself naturally to transportation components manufacturing. “We can serve the automotive industry in upstate South Carolina and even further south, as well as the growing aviation and aerospace cluster that has been established in western North Carolina,” Brady says.

Beyond transportation, the county’s industry base spans several sectors shaped by its mountain setting and its growing population. Outdoor products manufacturing, healthcare and healthcare manufacturing, food and beverage manufacturing, general machining, advanced materials, and professional and technical services all feature prominently. “More and more people want to live in western North Carolina, and those headquarters-type jobs and technical jobs are finding their way to the mountains as well,” Brady says.

When it comes to the investors HCPED is actively courting, the target list mirrors its existing strengths in aerospace, automotive, outdoor products, healthcare products, food and beverage, machinery, advanced materials, and professional and technical services.

Ask Brady what she shows prospective investors first, and location tops the list. Henderson County sits on Interstate 26, within a day’s drive of most major East Coast markets, and benefits from connectivity to Interstates 40, 81, 77, and 85. “That is huge because we have this opportunity to get along the Eastern Seaboard.”

The county is also just an hour from an inland port, with access to multiple deep-water ports across North Carolina, South Carolina, and Georgia. Several of its premier industrial sites sit minutes from Asheville Regional Airport, and Charlotte International Airport is less than two hours away. “There’s just an abundance of location advantages to being here in Henderson County,” Brady says, noting how critical that combination becomes for companies looking to shorten supply chains and diversify freight options.

For companies weighing where to land, HCPED points to its Economic Development Assistance Grant, a performance-based incentive tied directly to job creation, wages, and capital investment. Companies that qualify can recoup a percentage of their ad valorem taxes on both real and personal property. “Our program is pretty aggressive, and we go up to 120 percent of those ad valorem taxes based on jobs, wages, and investment,” Brady says. Companies that bring high job counts, strong wages, and substantial investment stand to see that full 120 percent return through the performance-based grant, a significant draw for manufacturers evaluating sites across the region.

Beyond recruitment and retention, HCPED has invested heavily in workforce development through its Made in Henderson County program, launched in 2012 to introduce local students to manufacturing careers.

The program began with a video, then expanded to include facility tours, educator visits, classroom presentations, and eventually a children’s book. Brady describes it as a cradle-to-career pipeline. Elementary school students in Henderson County Public Schools receive a picture book about local manufacturing. Middle schoolers go on plant tours. By high school, students are encouraged to consider an apprenticeship program run in partnership with Blue Ridge Community College, or to pursue manufacturing-focused training at the college directly.

“We know that many of these students do want to go to a traditional four-year university, and so for those students who are seeking a four-year degree, we do want to remind them that they can come back to Henderson County and there are great jobs,” Brady says.

Local manufacturers function almost like small cities in themselves, employing far more than production-line workers. “Whether you have an engineering degree, an HR degree, a marketing degree, or anything in between, there’s a good chance that a manufacturer in Henderson County will have a good job opportunity for you,” she says.

The children’s book at the center of the program, titled You Can Make It, grew out of Brady’s own experience as a parent. As the mother of two school-age children, she has seen firsthand how important reading is, both at home and in the school system. “Students are always finding new facts and new stories from reading. And as a parent, helping a child read, you’re also learning these things,” she says.

That observation became the seed for a book aimed specifically at first-grade students in Henderson County Public Schools, designed so children and their parents could learn about manufacturing together. “We want students to know that you can make it. You can be successful in your hometown, and you can make products here through manufacturing. And for those parents who are reading the book, you too can make it. You can also make products here in Henderson County,” says Brady.

Asked about HCPED’s priorities for the next three to five years, Brady points to a 101-acre tract adjacent to Asheville Regional Airport known as Ferncliff Industrial Park, purchased jointly by Henderson County and HCPED a couple of years ago.

“These 101 acres and its location by the airport, its proximity to Interstate 26, make it a prime manufacturing site,” Brady says. The site requires LEED certification, supporting clean manufacturing operations, and its direct access to the airport runway is a rarity in western North Carolina and across the state more broadly.

“We would love to capture aerospace manufacturing there at Ferncliff Park,” Brady shares. “That would be a win for us personally as an organization, but also for our community and as the state, getting back to our roots as being first in flight.”

For HCPED, the relationship with a new manufacturer doesn’t end once a deal closes. Brady describes a hands-on approach that begins the moment a company begins its site search and continues long after it opens its doors. “When a company comes to Henderson County, we’re with them 100 percent of the way. When they’re starting their search, we want to make sure that we’re finding the right location for them and removing any hurdles that are with them in that startup phase. But also once they get established, we stay with them.”

HCPED positions itself as a connector within the broader community, linking companies to the local leaders, partners, and resources they need to put down roots. “We like to say we’re a jack of all trades, where we know so many different people in the community and we’ll connect you with those leaders,” Brady says.

As a membership-based organization, HCPED also hosts a range of events for its investors and for the broader manufacturing community, alongside a members-only portal that lets manufacturers connect with one another. Regular retention visits help HCPED’s small team stay attuned to what existing companies need, whether that means help securing a grant, expanding infrastructure, connecting with another manufacturer, or linking up with a utility partner.

With its next chapter centered on aerospace ambitions at Ferncliff Industrial Park and a workforce pipeline already reaching the county’s youngest residents, HCPED’s message to prospective manufacturers is straightforward. As Brady puts it, Henderson County is open for business.

The post Small and Mighty: Turning Geography into Growth for Western North Carolina Manufacturers<p class="company">Henderson County Partnership for Economic Development (HCPED)</p> appeared first on Manufacturing In Focus.