Sun Corridor - Summer 2022

Joe Snell

Brig. Gen. Jeffrey Butler

Judy Rich

Danette Bewley

David Hutchens

Michael Crow

David Adame David Smallhouse

Sharon Bronson

Susan Gray

Wesley Kremer

Dr. Robert Robbins

Lisa Lovallo

Mike Ménard Bill Rodewald

Marc Cameron

Sandra Watson

Lee Lambert

Ian McDowell Diane Quihuis Fletcher McCusker

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Mayor Regina Romero

Dr. Chad Whelan

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Reaching

New Heights Region Eyes Future with Renewed Collaboration

By Jay Gonzales For the better part of 2021, businesses and communities everywhere spent their time and energy strategizing how to emerge economically from a historic, global pandemic.

At the same time, business leaders in Southern Arizona were hearing positive things about the region, mainly that it was better positioned for recovery than most communities because of its inherent characteristics– the wide-open spaces, the environment, the affordability.

Sensing an opportunity, business and government leaders banded together to build and start to implement a longterm plan for the economic future of the region. And therein lies the difference between Tucson’s economic reality today versus that of the past, and how it sets up the region for success in the future.

There’s a strong, collaborative sense of direction now that, admittedly, has not always been there.

“I think we’ve come a long way. Before Sun Corridor, the community was fractured and not as well-aligned as it is today,” said Lisa Lovallo, market VP for 84 BizTucson

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Southern Arizona Cox Communications. Lovallo also is a member of the Sun Corridor Inc. Chairman’s Circle.

“We’ve had a breakthrough in the last four to five years where the private sector and the public sector are working much better together.”

Make no mistake, there’s massive work to be done to realize the region’s potential, business leaders say. But there is palpable optimism.

Evidence the number of economic development victories in the last several years, the two biggest being the 2016 arrival of a division of Caterpillar, the massive mining equipment manufacturing company, and the decision by Raytheon to expand its missiles operation here and add more than 2,000 jobs, while consolidating lines of business. Each of those efforts came about because of what some called unprecedented public- and private-sector collaboration in the community.

Another sign that the economic development interests in the region are on the same page is the group of private and public sector leaders who

came together last year to build a plan to address the region’s economic challenges. The Pivot Playbook is the third comprehensive economic development plan produced by Sun Corridor Inc. in recent years, but this one has specific measurable initiatives and tasks that are now being put into play.

The Pivot Playbook acknowledges the major economic victories in the region while at the same time recognizes that it’s still not where it wants to be when it comes to jobs, attracting top companies, infrastructure, the talent pool and overall economic strength.

“We have made some progress with Caterpillar, Raytheon, TuSimple and many others,” said Joe Snell, president and CEO at Sun Corridor Inc. “We still have much to do. At some point, to take that next bold step, we’re going to have to have investment.”

That time and that opportunity are now, said Snell, with the federal government’s $1 trillion infrastructure improvement initiative that can begin to address the backlog of infrastructure needs in the region. There will be www.BizTucson.com

BizECONOMY

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I think we’ve come a long way. We’ve had a breakthrough in the last four to five years where the private sector and the public sector are working much better together.

– Lisa

Lovallo, Market VP, Southern Arizona Cox Communications

heavy competition for funding over the next several months and getting the region’s fair share is critical to positioning for future economic development and growth.

To win in that arena, the economic development community is going to have to show the same level of collaboration that it has in recent years – maybe more.

To that end, this may be the time that the Tucson region must collaboratively decide what it aims to be to compete for the jobs and the industries that define a thriving community. The pieces are here with a top-ranked research university, a burgeoning high-tech industry sector and more cohesion among the various sectors.

So where does the region get its future direction?

“Economic development is a long www.BizTucson.com

game,” Snell said. “Our original Economic Blueprint was an exercise in creating a vision for Tucson, and it still stands firm today.

“You have to have a purpose and know where you’re headed. There are going to be people that say we can’t have growth because it hurts the environment. The reality is we need economic growth to pay for our quality of life. We are able to find the balance between growing our economy and preserving and protecting the assets that make us unique.”

With three massive entities – Pima County, the City of Tucson and the University of Arizona – that have their own long-term visions, and in some cases their own economic development plans, and add on a business community that has become significantly more engaged entities in recent years, bringing

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all of those together for a cohesive direction may sound out of reach.

Jan Lesher, the newly appointed Pima County Administrator, is a Tucson native who has been through all the iterations of economic development plans both through her political involvement here and as former director of the Arizona Department of Commerce under Gov. Janet Napolitano.

Up to now, Lesher said, economic development plans for the region, including those coming from Pima County, have “been all over the board.”

“When you don’t have a strategic plan, you say yes to the next guy that comes in the door because we want to have an opportunity to say, yes. That’s the shoot-at-anything-thatflies approach,” she said.

Instead, added Sharon Bronson, chair of the Pima County Board of Supervicontinued on page 86 >>> Summer 2022 > > > BizTucson 85

BizECONOMY continued from page 85 sors, these same economic plans, while tailored to entities, even large ones like Pima County, need to find a common ground for the overall economic good of the region to realize an organized and strategic direction.

“My hope as we begin to work in this next phase with Sun Corridor is if the County develops an economic development plan that is adopted and embraced by the Board of Supervisors, that it is a document that is in collaboration with Sun Corridor’s plans and the Pivot Playbook,” Bronson said. “I think that’s what tells us what our direction and our goal is.”

The Pivot Playbook was published last summer with five broad focus areas that were gleaned as priorities based on sources such as site selectors, opinion leaders and business experts. Specific initiatives were discussed and suggested, and various aspects of the plan are being implemented.

Most pressing, is getting the region’s hands on the aforementioned billions of federal infrastructure dollars to begin making an immediate impact not only for the benefit of those already here, but to attract new business, new employees and new resources.

Snell said it’s no secret that Tucson must focus on its infrastructure, most notably its roads with stronger efforts by the various government entities. Millions and millions of dollars in funding through the Regional Transportation Authority, and state, county and municipal government have been a start, but there is a long way to go.

The 2014 arrival of the streetcar, the widening of Grant Road and current widening of Broadway and some improvements on Interstate 10 between Tucson and Phoenix have been visible and needed. But site selectors continue to tell Tucson it has to get moving on its infrastructure to be competitive for attracting businesses.

“The streetcar was a start,” said Snell, who arrived in Tucson in 2005 to lead Sun Corridor Inc. “The roads are the next focus. We’re going to have to put some real money into this.”

But that’s only a piece of what the region wants and needs for its economic future. Companies like Raytheon, World View and Bombardier are the foundation of an aerospace, space and defense industry that is growing as an economic anchor for the region. Cater86 BizTucson

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pillar is attracting other mining companies for a sector that has been critical to the region for decades.

And UArizona with its highly regarded science and engineering colleges is breeding new and innovative businesses with help from UArizona’s business incubator Tech Launch Arizona and Tech Parks Arizona.

When Dr. Robert C. Robbins arrived five years ago, he had missed most of the economic development dysfunction. Caterpillar was already here. Tech Launch Arizona had already begun its work. His vision is to help continue to build what was developing when he got here, although he acknowledges that the university was not always engaged in the overall economic development of the region.

“I think (economic development) obviously is always embedded in the mission of any land-grant university,” Robbins said. “I think people were aware, but I don’t know that my predecessors embraced that part because this is a big, complicated job.”

Crediting previous UArizona President Ann Weaver Hart with the decision to start Tech Launch Arizona – “That has been a game changer,” he said − Robbins added that he sensed that economic development had established a more prominent position on UArizona’s radar by the time he got here.

“There was a solid what I would call entrepreneurial innovation ecosystem here,” Robbins said. “It obviously wasn’t as developed as Boston or the Bay Area, and it was lagging behind maybe Boulder, Denver and Austin.

“I think that I certainly have embraced it. I think that it’s an incredible opportunity for the university and it is part of our mission to develop the region for new companies and new job opportunities, and to help the economy of Southern Arizona, but also to give our students opportunities to stay here.”

Robbins is more specific than most when discussing a potential economic direction for the region.

“If we are betting on the future, I would probably put most of my chips on quantum networking and quantum computing,” he said. “I think we potentially could leapfrog both of them (Boulder and Austin) if we went all in on the quantum side of things.

“It’s probably going to take another two decades to realize this, but why not start setting the foundation for building

out new companies around quantum computing and quantum networking?

It’s going to be like the internet, it’s just going be faster, more efficient and less expensive. There are going to be tremendous opportunities.”

Whether it’s quantum computing or some other high-tech industry, one thing is certain, Snell said. The region has to continue on its recent path of collaboration, reaching back, if appropriate, for some of the great ideas of the past that can help generate a prosperous future.

Snell said he thinks back to that first of the economic blueprints, put together in 2007, to establish a baseline for the economic direction of Tucson. It was more about vision and coming together and light on specific initiatives, Snell said. But overall, the blueprint remains valid today. The blueprint specifically identified four industry clusters − the best fit the makeup of the economic community.

“I think we should look at that original blueprint that was a framework,” he said. “I saw the government doing what the private sector should be doing, and the education sector doing what the government should be doing. That was really a way to reframe that, to say, ‘University you do this, city and county do this, private sector do this.’

“We went through a pretty exhaustive analysis to target that we can win with.

And then the third element of it, which was really maybe the most important, was to create a sense of direction for us.”

It was already happening pre-COVID, Lovallo said. It’s now a matter of continuing the momentum.

“We were together and going strong before COVID,” Lovallo said. “Pima County showed great leadership to get us ahead in COVID. We have all kinds of assets. We just have to execute better and set goals. There are a lot more good guys than bad guys.”

“We know we are stronger when we work together,” said Sun Corridor Inc. Chair Judy Rich. “The pandemic really brought this to light. With the Pivot Playbook, it’s been heartening to see elected officials and private-sector leadership come together to set a post-pandemic vision and action plan.

“Many of the playbook strategies are already in place and working. But we have to stay the course and strengthen many other areas noted in the plan.”

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A Moment in Time

REGION

for the $1.2 Trillion in Infrastructure Funds in Play

By Jay Gonzales There’s a key scene in a famous 1980s movie in which a main character looks at himself in a mirror before a lifechanging meeting, adjusts his tie and says, “Life all comes down to a few moments. This is one of them.”

The Tucson region is at one of those moments in time, leaders say, when it can either invest in itself and continue the economic development momentum of the last few years or play catchup to others who do.

The moment stems from the $1.2 trillion Infrastructure Investment and Jobs Act, passed by Congress last year that will pump money into the infrastructure of U.S. communities.

“We have got a once-in-a-lifetime shot in the next 24 to 36 months with this federal infrastructure money coming down so we better be in line to get it,” said Joe Snell, president and CEO of Sun Corridor Inc. “That means not 88 BizTucson

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only getting funding from Washington and making sure we get our fair share of state money, but investing in ourselves.”

The backlog of infrastructure needs in the region nears hundreds of millions of dollars, perhaps even billions.

Efforts like the Regional Transportation Authority, the extension of a half-cent sales tax in the City of Tucson and millions in funding from local governments have made a dent. But the conversation about Tucson among site selectors and companies looking to relocate here still focuses on infrastructure needs and talent acquisition and retention.

“Our roads need investment, but so does everything else like trails and sidewalks,” Snell said. “We had a good start with the light rail, but we need to do more of that.”

Infrastructure and talent acquisition are two key focus areas in the Pivot Playbook, the recovery plan assembled

by members of Sun Corridor Inc. as an economic development action plan coming out of the pandemic.

Retired Raytheon executive Steve Eggen and Cox Communications Market VP Lisa Lovallo, a member of the Sun Corridor Inc. Chairman’s Circle, are spearheading the implementation of the playbook’s infrastructure and talent initiatives.

“The challenges I think many regions face − and I think one of the challenges that we certainly face as a region − are that we have to have investment in order to grow our economy and grow in our community,” Eggen said, noting that the infrastructure bill provides that investment opportunity. “We have to demonstrate why it should come to our region. We can’t let this opportunity pass us by.”

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BizECONOMY dollars being made available to communities. Every municipality in the region is busy submitting grant requests for major projects like rebuilding the 22nd Street bridge between Kino Boulevard and Tucson Boulevard to more specific needs like improving broadband throughout the community.

Sun Corridor Inc. and the Pivot Playbook steering committee are trying to show a cohesive strategy to give the entities a better shot at getting the funding.

Sun Corridor Inc. members have been meeting with the various government entities, particularly the Tucson and Pima County governments, “to understand what are their priorities from an infrastructure standpoint,” Eggen said.

“Our position is that we can then use the business community to help facilitate and demonstrate from an overall governmental standpoint where this impacts the businesses in the community.

We can’t do a shotgun approach,” Eggen said. “We have to identify, say half a dozen or a dozen specific projects that we can go after and capture those tangible dollars to show an immediate result

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in the community.”

Tucson Mayor Regina Romero said the passing of Proposition 411, a 10year extension of a half-cent city sales tax to be used for road projects, in May is an example of how Tucson is investing in itself, which Snell and Eggen agreed is an important aspect of showing the region is worthy of the federal infrastructure dollars available.

“The passing of Prop 411 represents a $740M shot in the arm for Tucson’s streets and mobility infrastructure,” Romero said. “We also directed $65 million of our American Rescue Plan dollars across the next two years for transformational investments to promote affordable and stable housing, community reinvestment and relief for families, essential and frontline workers, and small businesses.”

New Pima County Administrator Jan Lesher said the initiatives in the Pivot Playbook were a guide for the county in making its decisions on which federal infrastructure grants to pursue.

“What we did was take all the different opportunities that we saw that might

be on our list for possible funding that we might receive, and we did a crosswalk with the Pivot Playbook,” Lesher said, adding that the county wants to make sure, going forward, that municipalities in Pima County are at the table and that Sun Corridor Inc. can help guide the efforts.

Lesher said, “going after federal money is great, but if we’re all looking for different things, and we’re not focused on critical elements, it’s not as helpful.”

Then, the key is to show progress with the millions coming your way, Eggen said.

“You need to first capture the dollars, then you need to be able to put them into action,” he said. “What happens when you put them into action? No. 1, you create jobs immediately. No. 2, you start to demonstrate your ability to improve your community to attract more investment. It’s kind of a synergistic thing that happens when that occurs.”

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SUN CORRIDOR INC. LEADERSHIP

PRESIDENT & CEO TMC HEALTHCARE

CHAIR OF THE BOARD

What are some of the ways you have seen collaboration between the various economic development partners improve over the last several years?

We know we are stronger when we work together. We see across the country that turf battles cannot happily co-exist with a successful, thriving and healthy community. We have to avoid squabbles at all costs if we want to continue our success. Our strength lies in our collective good work.

Which economic development “victories” over the years have had the most impact on your business and why?

The notable successes which have impacted all of us greatly were the establishment of Raytheon’s new headquarters here, the attraction of Caterpillar in 2016, TuSimple’s technology advancement and multiple expansions, and many others, large and small. Every new job results in a stronger economy and more money circulating in our community, benefitting us all.

What are some issues that you think need more or better collaboration and how would you begin to address those?

It’s really important to speed up timelines to fix our roads.

Also, it’s critical to leverage the federal dollars becoming available soon to achieve big goals in shoring up aging infrastructure, connecting growth corridors, and other priorities of the City of Tucson, Pima County and Tucson International Airport.

Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

Here at TMC, we are laser-focused on talent attraction and retention of doctors, nurses and healthcare professionals. The pandemic was very tough on our caregivers. We have a robust talent strategy and are doing everything we can to keep them.

A strong, healthy, and vibrant community is critical to us as we recruit talent from all over the country.

In what ways can you, as a member of the Sun Corridor Inc. Chairman’s Circle, contribute to continuing the momentum that has been generated in the region in recent years?

Local business leaders have to be very aware of the role we play as economic engines for this region. At TMC, we specifically support teacher development, training future physicians and nurses, workforce investment efforts, and building upon the region’s strengths in biosciences. Economic growth can live in a place that celebrates kindness, that is inclusive, and that doesn’t leave the vulnerable behind. I see remarkable things for the future of this region.

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JUDY RICH

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SUN CORRIDOR INC. LEADERSHIP

PRESIDENT & CEO FORTIS INC.

To what do you attribute some of the improvements in collaboration between the various entities involved in the region’s economic development? In other words, why has the environment improved over the years?

The most important element has been trust. Years ago, many of the companies, governments and other groups that cared about economic development were focused on executing our own plans to promote it, partly because we didn’t know what other stakeholders were doing and whether they were as invested as we were.

But Sun Corridor Inc. has given each of us a way to prove our commitment to our region’s economic success. And now that we’re all working together, we can see how much everyone is bringing to the table and share in the development of strategies that make sense for everyone. That, in turn, lets each of us focus on what we do best, avoiding overlapping efforts and contributing to greater success.

Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

TEP’s plan to transition to cleaner, less carbon-intensive resources will require significant investments in new infrastructure, including wind and solar generation, energy storage systems, upgraded transmission lines, and other necessary facilities. Its most pressing challenge is to develop that infrastructure at a pace that maintains both reliability and affordability while achieving its resource planning objectives.

IMMEDIATE PAST CHAIR

When it comes to talent, we’re focused right now on talent retention – fending off the impacts of the pandemic and other forces that have contributed to what some are calling the “great resignation.” We’re focused on promoting engagement among our employees, making sure they have everything they need to succeed and feel welcome and included in everything we do.

If you were involved in the recruitment of a company to the region, what are the top selling points of the region that you would want to communicate to a prospective employer?

Wearing my Sun Corridor hat, I’d highlight our strategic location, world-class integration between the research, education and business communities and the resilience of our local supply chain. But because personal factors also play into these decisions, I’d also point out that, to me, Tucson has always seemed to be a perfectly sized city, large enough to provide world-class amenities and opportunities, but small enough to support an ideal quality of life.

In what ways can you, as a member of the Sun Corridor Inc. Chairman’s Circle, contribute to continuing the momentum that has been generated in the region in recent years?

As a longtime Tucsonan serving as CEO of a Canadian company, I’m in a unique position to promote our community internationally. We already have a surprising amount of collaboration despite the physical distance that separates Arizona from Canada, with 500 Canadian-owned companies employing more than 146,000 Arizona residents.

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DAVID G. HUTCHENS

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SUN CORRIDOR INC. LEADERSHIP

MANAGING DIRECTOR MIRAMAR VENTURES

What are some of the ways you have seen collaboration between the various economic development partners improve over the last several years?

Even before the pandemic, it was apparent that the leadership in Tucson began a more collaborative process to address challenges and issues facing our region. It was refreshing to witness leadership in the local, state and federal government work with education and major employers to develop solutions. I truly believe that Sun Corridor Inc. played an instrumental role to create an even more cooperative culture during the pandemic, especially in economic development. Sun Corridor’s team was able to bring industry, government and higher-education leaders together to develop the Pivot Playbook. It is an effective plan to exit the pandemic with our region in a better place to live, work and attract, plus retain key economic contributors.

What are some issues that you think need more or better collaboration and how would you begin to address those?

Fixing and improving our roads has been an issue in our community for decades. The underlying issue is how do we fund this critical infrastructure? Some local funding solutions have been put into place but historically and currently these solutions have been essentially Band-Aid solutions. When you look at our neighboring states, they addressed the issue by increasing taxes on transportation fuels with the result that there is a noticeable difference in the quality of their roads and highways. With the increasing adoption of electric vehicles, there is a need to develop a means to include them in the solutions

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to finance our road infrastructure. Electric vehicles obviously pay no fuel taxes but the wear and tear these vehicles cause is at least equal to fossil-fuel-powered vehicles. Inclusion of electric vehicles to pay their fair share, I believe, is a high priority opportunity for the state to develop a creative solution to fund transportation infrastructure based on vehicle miles driven.

I do believe communication between the municipalities and Pima County have recently improved and I hope it continues.

It is always challenging to minimize turf issues and I do not know of a silver-bullet solution. But if we continue to improve communications and work together towards sound fiscal policies in a cooperative manner, our region will benefit in so many ways.

If you were involved in the recruitment of a company to the region, what are the top selling points of the region that you would want to communicate to a prospective employer?

Our regional community has so much to offer. We have a world-class education, research and outreach university. Plus, we have a community college that is being widely recognized for its cutting-edge workforce development education in conjunction with its quality traditional education curriculum. Tucson is widely known as a friendly, open and engaging community where newcomers are welcomed quickly. And of course, for outdoor enthusiasts, our weather and recreational offerings, including our beautiful natural resources, are world-renowned.

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SUN CORRIDOR INC. LEADERSHIP

JOE SNELL

PRESIDENT & CEO SUN CORRIDOR INC.

Businesses looking to relocate or expand will prioritize communities and regions that they can easily get to, move around in and transport product in and out of all on smooth and efficient surfaces of roads and highways. It’s a basic need for not only the primary job-focused clients we work with, but every business large and small. It’s a top site-selection criteria for these reasons. The most pressing issue in infrastructure is securing levels of investment we need from the federal infrastructure dollars coming down the pike.

As far as talent goes, it’s the No. 1 site-selection criteria in nearly every project we have. Talent drives all market decisions. The talent equation now has an elevated level of importance with low unemployment, massive job openings and higher wage levels needed to recruit and retain top talent.

Our Pivot Playbook has a number of key actions we are tackling in this area. Last year we developed a talent attraction-focused web site called Thrive in Tucson, which works as a “one-stop shop” of Tucson resources and information that answers the question – what’s it like to live and work in Southern Arizona?

If you were involved in the recruitment of a company to the region, what are the top selling points of the region that you would want to communicate to a prospective employer?

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with our higher education partners the University of Arizona, Pima Community College and ASU; and Pima JTED and the K-12 educational system that is bringing up the next generation of talent.

We sell the community’s partnerships and relationships. A client can work through SCI and leverage all of the resources we have on our Chairman’s Circle and Board. We can connect our clients with anything they need. We sell the fact that you can be a big fish in a smaller pond, at less cost of doing business, than larger markets.

Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

To be successful in economic development, we have to match our assets with a company’s needs. Simply put, these targeted industries are important because we can be competitive within them to attract business. We have what they need. Companies in these industries can leverage the current and future assets of the region and provide our economy the best opportunity for long-term success. In the work we do, we focus on four industry targets. This doesn’t mean we don’t serve any primary industry who may call us, but these are our best, higher-skilled and higher-paying prospects.

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Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

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SUN CORRIDOR INC. CHAIRMAN’S CIRCLE

DAVID ADAME

PRESIDENT & CEO CHICANOS POR LA CAUSA

Beyond Zoom calls and baking sourdough bread, we’ve all learned many important lessons from the pandemic, and one of the big lessons has been that we are all in this together and must rely on each other. I think we previously understood that from a macro, 30,000-feet-above-the-ground level, but it really hit home on the micro level when all businesses, nonprofits, communities, government, education groups and individuals better understood the dynamics in relation to how everything – absolutely everything – is connected in one way or another, or more accurately in several different ways, big and small.

Which economic development “victories” over the years have had the most impact on your business and why?

There have been so many, including helping improve the housing crisis through various ways. In fact, I am pleased to accept the Housing Visionary Award awarded to CPLC at the National Housing Conference in Washington, D.C., for our work in this area. Understanding the positive or negative social determinants concerning housing as a community and family investment, we will continue to address the mounting challenge of affordable housing in the coming years, as will other organizations and entities, by building and overseeing the development of more affordable homes.

What are some issues that you think need more or better collaboration and how would you begin to address those?

We still need to continue to amplify and spread the word about Sun Corridor Inc. – about what that means in terms of economic development not just for Southern Arizona and the state, but for the region and the United States. Sun Corridor is a work in progress working for progress. It’s about connecting not only locations but commerce, health, education and culture. It’s both pragmatic and aspirational, as it should be.

The pandemic put us a little behind in terms of time and delayed opportunities. But I believe as we have more examples of collaboration, as we recover and can chronicle and showcase such collaborations, we can quickly regain lost ground and, in fact, find fresh common ground toward achieving our goals, with Sun Corridor becoming a highly recognized and highly respected brand and living blueprint for success.

If you were involved in the recruitment of a company to the region, what are the top selling points of the region that you would want to communicate to a prospective employer?

We’ve got space! This has been of particular interest during the pandemic, to promote the safety of more elbow room, and encourage new building. But we also have space for innovation and collaborative creation, for social impact as well as business growth, and for hosting extended assignments and visiting work teams and research teams, and the community developers and industry growth experts to liaison and assist with the business as well as the quality-of-life aspects of thriving in Southern Arizona. That’s a big plus.

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What are some of the ways you have seen collaboration between the various economic development partners improve over the last several years?

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SUN CORRIDOR INC. CHAIRMAN’S CIRCLE

DANETTE BEWLEY

PRESIDENT & CEO TUCSON AIRPORT AUTHORITY

The Tucson Airport Authority (TAA) has been the beneficiary of the tremendous work of economic developers coming together to bolster growth for southern Arizona. Sun Corridor Inc. has placed the spotlight on the Tucson International Airport (TUS) through the TUS Blueprint which highlighted the resources the airport could leverage to further economic growth in the region. TAA took that vision a step further by publishing the TAA Commercial and Industrial Business Implementation Plan. With over 7,000 acres of undeveloped land, the TAA recognizes that our airports − both TUS and Ryan Airfield − are major contributors to the economic success of the region, and we have enjoyed partnering in the various forums made available in the metro area.

Which economic development “victories” over the years have had the most impact on your business and why?

Our most recent and public victory was a great regional collaboration. In October 2021, Flair Airlines, a Canadian airline, met with TAA leadership and Visit Tucson to develop a plan to bring non-stop air service from Canada to TUS. That effort, with the financial support of the City of Tucson and Pima County promises to yield winter season service to five locations in Canada – potentially bringing thousands of Canadian visitors to southern Arizona for the first time. The TAA, with its five partner airports and Flair Airlines made our intentions public at the end of February.

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TAA derives a significant portion of its revenue from its aeronautical tenants. Their success is our success: • Raytheon Missiles & Defense is not only the region’s largest employer; they are TUS’ largest tenant.

• The expansion of the Pima Community College Aviation Campus is a much-needed development for the aviation community in Tucson.

• SkyWest Airlines is in the final stages of design for its muchanticipated 200K SF hangar facility.

Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

For the Tucson Airport Authority, infrastructure for Tucson International Airport and Ryan Airfield are extremely important. Like a highway system, standards of work change over time for runways and airfield configurations. As a result, TUS was prioritized by the FAA to complete the Airfield Safety Enhancement (ASE) program. The ASE Program, as defined, will transform the TUS airfield, which does not meet current FAA standards to a condition that meets current FAA safety standards.

In terms of talent acquisition, we understand our airlines and tenants need qualified aviation professionals. The ability to attract talent to the region and to create our own talent through educational opportunities, such as those offered by the Pima Community College Aviation Program, directly impacts our tenants and their bottom line.

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SUN CORRIDOR INC. CHAIRMAN’S CIRCLE

SHARON BRONSON

CHAIR PIMA COUNTY BOARD OF SUPERVISORS

Increased communication among our regional partners has yielded better collaboration. Part of this has been due to the creation of standing formal meetings among the partners, as well as the constant informal discussions that happen organically. These methods of communication also happen at multiple levels within the partner organizations, which has allowed everyone involved to be on the same page as much as possible.

These discussions have also evolved recently to more immediately include all participants necessary from these partner organizations when working on a project.

Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

On the issue of infrastructure, Pima County has many land assets we would like to see developed to reach a more diverse economy. Strategic infrastructure development to attract new and growing industries will be key for us. There are many current opportunities related to infrastructure funding from the federal government. Leveraging those opportunities on a rolling basis will be pivotal. As an illustrative point on the importance of infrastructure in economic development, our Aerospace Research Campus is a fully infrastructure-ready campus with all major utilities lining the property which is more than 300 acres. Among our current land assets, this area has re102 BizTucson

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ceived the most attention due to the combination of several factors, including available acreage and adjacent plug-andplay infrastructure readiness.

If you were involved in the recruitment of a company to the region, what are the top selling points of the region that you would want to communicate to a prospective employer?

When we are actively in talks with a company, we tout several things, including: • Talent pool and pipeline – including the University of Arizona, Pima Community College, Pima County Community Workforce Development and other educational and workforce partners • Infrastructure availability and capacity • Community and sense of place • Collaborative work processes across jurisdictions, providers and private business • Ease of doing business in Pima County and surrounding municipalities • Low cost of doing business in Pima County • Existing companies that are comparable to, or can support/ feed the prospect • Possible incentives

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SUN CORRIDOR INC. CHAIRMAN’S CIRCLE DOD LIAISON

BRIG. GEN. JEFFREY BUTLER

COMMANDER 162ND WING AIR NATIONAL GUARD

Intentional collaboration between partners has made for the biggest improvements over the last several years. The Morris Air National Guard Base’s partnership with the Tucson Airport Authority is a prime example of a win-win situation for collaboration and economic development in Tucson.

As a self-sustaining entity, capital improvements at Tucson International Airport, such as runway and terminal construction, are traditionally funded through state and federal grants, with a matching share from the TAA depending on the grant and respective cost formula. One recent partnership that is taking shape is the End-Around Taxiway Project (referred to as DBB1). DBB1 is the first of three Design-Bid-Build (DBB) projects associated with the Airfield Safety Enhancement (ASE) Program at TUS. The ASE program has been a great opportunity for the 162nd Wing to partner with the TAA and Federal Aviation Administration to meet new federal safety standards and address long-standing airfield geometry issues that will increase airfield safety.

If you were involved in the recruitment of a company to the region, what are the top selling points of the region that you would want to communicate to a prospective employer?

Members of the Arizona Air National Guard are embedded in our community, and sense of community is one of the top selling points for this region. Tucson offers a rich, welcoming southwest culture blind to ethnicity. Diversity is an integral part of the AZ ANG, and that is reciprocated in the composi104 BizTucson

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tion of our hometown.

And food. You can’t beat the dining options and quality of food that is available locally. Our Force Support Squadron is praised on a monthly basis for the 7,000 meals they make from locally-sourced agriculture and goods.

Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

Aerospace and defense have bolstered the local and state economy since the 1950s, but there exists a small but vocal population that would just assume we packed up, moved out and never came back. The military’s presence in the region needs continued focus for several reasons, but primarily because of the local economic impact and homeland defense capabilities that we provide.

A 2014 Military Affairs Commission Study indicates that the military has a $383 million annual economic impact on the local community. But the roots are even deeper for members of the Arizona Air National Guard. We recruit locally and have several generations of families who work on the base.

But most importantly, securing our nation’s skies and protecting the U.S. and state of Arizona is a written and inherent part of our mission at the 162nd Wing. We support the North American Aerospace Defense Command in providing 24/7 immediate response operations from Tucson.

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SUN CORRIDOR INC. CHAIRMAN’S CIRCLE

MARC CAMERON

VICE PRESIDENT – RESOURCE INDUSTRIES SALES, SERVICES AND TECHNOLOGY – CATERPILLAR INC.

The need for talent is absolutely critical to Caterpillar’s Tucson office. From our downtown site where we design and develop our prototypes, to our testing and training sites in Green Valley where we validate our machines and technology, Caterpillar needs talent ready to drive innovative solutions to the marketplace. In addition to building a strong early talent pipeline, our region needs a robust pipeline of experienced mining professionals, test engineers, welders and mechanics.

We’re working to build those pipelines. For example, Caterpillar has started to work with the Tucson Metro Chamber to support a mining sector workforce initiative. Our company is also excited by the Tucson Hispanic Chamber’s efforts to build stronger Sonora, Mexico, industry connections. These and other efforts will help develop strong, cross‐sector workforce programs to promote the region’s sectors to talent.

as our nation’s supply chain was disrupted. It has increased the profile of Arizona’s natural resources as a source of competitive advantage for our nation’s economy.

Are there industries that the region should be more aggressive in pursuing and how would those fit within the makeup of the Tucson business structure?

With so many companies opening in Arizona along our I‐10 corridor, there is an opportunity to attract more business focused on autonomy, alternative energies, battery production, and more that can meet the growing needs of electric vehicle manufacturers. The universities and community colleges have great researchers and experts to train the workforce of the future. Tucson can do more to invest in research, early venture development, and corporate attraction to make I‐10 the road to innovation.

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Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

Arizona has always been known for copper, and it continues to be the number one state for mining precious metals − for example, lithium, which is critical for the shift to electric vehicles. There is a need for expanding the mining industry focus

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MICHAEL CROW

PRESIDENT ARIZONA STATE UNIVERSITY What are some issues that you think need more or better collaboration and how would you begin to address those?

I am a firm believer that we need to do a better job in working together to determine what kind of future we want to live in, and then working backwards to formulate the actions that will get us there.

We have a tremendous opportunity with an emerging new economy to work together to transform Arizona as a place where discovery and development drive job growth and catalyze new industries and business development in a way that make this state a destination for investment in new technologies. This is a moment for us to work together in all parts of the state.

Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

Overall, we need to work collectively and focus strategically on attracting and supporting industry clusters that will strengthen our regional economy and maximize our resilience to economic downturns or unanticipated disruptions in the long-term. The transformation happening now in the new economy means the time is right to establish a long-term return on investment by doubling down on the areas where we already have momentum.

Arizona’s traditional industries have served us well, but the pandemic highlighted their vulnerabilities. When we look at the rapidly increasing rate of knowledge creation and techno-

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logical innovation happening around the world, there can be no doubt that high-tech fields are driving the future.

Are there industries that the region should be more aggressive in pursuing and how would those fit within the makeup of the Tucson business structure?

In addition to biosciences and personalized medicine, the industries of the new economy include advanced manufacturing/materials, artificial intelligence, automation/robotics, big data, cybersecurity, digital media, and virtual/augmented reality. We should be enhancing our understanding of the strategies and investments other regions have made and are making to position themselves for future economic stability and success, assess and mobilize our unique strengths and advance a forward-looking trajectory.

In what ways can you, as a member of the Sun Corridor Inc. Chairman’s Circle, contribute to continuing the momentum that has been generated in the region in recent years?

I am working with my team to continue the economic momentum of the Arizona Board of Regents’ New Economy Initiative, a plan to increase educational access and attainment for Arizona students, which will effectively prepare the skilled workforce of the future in key areas like manufacturing, engineering, healthcare, mining and aerospace.

At ASU, we are enrolling more low-income students through the Arizona Promise scholarship program, establishing new science and technology centers, and preparing record numbers of highly trained engineers. Combined with the separate, targeted efforts of our sister state institutions, we believe that higher education can act as a catalyst for building a stronger, more prosperous Arizona.

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SUSAN GRAY

PRESIDENT & CEO TUCSON ELECTRIC POWER What are some of the ways you have seen collaboration between the various economic development partners improve over the last several years?

Improved collaboration has been critical to our community’s economic development success. The introduction of focused economic development stakeholder meetings has really helped, and we’ve seen strong participation from collaborators across our region – from top elected officials down through the development staff, plus infrastructure providers, education leaders and workforce development agencies.

Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

Infrastructure is our business, so we never take it for granted.

Our projects have long lead times, particularly for new customers with significant electrical needs. That’s why our engagement at the front end of project inquiries is so critical, to ensure that we’re in a position to respond promptly and get started on any necessary improvements. It’s also why we’re focused so intently on resource planning to ensure the availability of safe, reliable and increasingly sustainable energy for our community’s future.

While those energy resources are critical, our people remain our most valuable resource. We’re focused on the engagement and growth of our current employees because we know that’s the best way to attract new talent. Like a lot of employers, we’ve also grown more innovative in our approach to remote and hybrid work in roles where that kind of flexibility is pos110 BizTucson

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sible. We’re also clear about communicating our commitment to diversity, equity and inclusion, so job seekers know that TEP is a place where they can bring their best, true selves to work.

If you were involved in the recruitment of a company to the region, what are the top selling points of the region that you would want to communicate to a prospective employer?

Quality of life and our location in a growing, warm-weather state with proximity to major markets have always been key selling points. But Tucson is also being recognized internationally for our diverse, talented workforce and a burgeoning entrepreneurial ecosystem supported by a major research university.

Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

We do need to continue supporting the growth of those sectors, but that’s not something we can do with a single, acrossthe-board approach. Each of those clusters is unique and requires different types of support from our government leaders, infrastructure providers and other stakeholders.

The pandemic has changed the game board, creating openings for us to build new clusters in areas like logistics/supply chain providers and automotive technologies. But we can’t ever lose sight of our need to support the unique and continuing needs of our community’s key industries.

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WESLEY D. KREMER

VP, RAYTHEON TECHNOLOGIES PRESIDENT, RAYTHEON MISSILES AND DEFENSE What are some issues that you think need more or better collaboration and how would you begin to address those?

Workforce development is the number one area that needs more collaboration with all our local partners. We should focus on developing a strong local pipeline, because highly skilled homegrown talent is more apt to stay and invest their talents in this community.

The skilled workforce I envision will require everything from advanced engineering degrees to vocational training. We’re addressing this need through our partnership with Pima County’s Joint Technical Education District, a public educational program that augments traditional high school with free, intensive career training. We also work with Pima Community College to influence certification programs and technical training, which allow workers to quickly gain new skills in manufacturing. This is important because a lot of what we do requires higher-skilled talent capable of advanced manufacturing.

Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

The airport is a critical economic driver. We need more direct flights to key U.S. cities. More flights would help us better connect to our customers, suppliers, colleagues and future talent.

Beyond the airport, I think there’s a need for improved infrastructure, specifically roads. That could include widening the roads, especially I-10, and increasing driving speeds where pos-

sible. These improvements, along with others, will enhance our ability to move people and raw materials in and out of Tucson, which is essential to our growth and expansion.

We also spend a lot of time and energy on talent acquisition. We partner with UArizona to shape curricula as part of their industry advisory board, and we fund both engineering capstone and research and development projects. This helps keep innovative students thinking about the types of problems confronting industry today.

More broadly, we work with local school districts to support K-12 STEM programming and provide mentorship opportunities for students through academic enrichment programs, as well as financial support.

Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

These industry clusters are supported by UArizona’s undergraduate and advanced degree programs, and they are absolutely worth investing in further. The work done in these clusters is going a long way to enhance the economic competitiveness of the Arizona-Sonora region.

To thrive in Tucson, we must work with local and federal partners to grow and expand, and we partner extensively with UArizona in numerous ways. But we want those students to stay in Tucson when they graduate, and we’d like to see them contributing their talents to the aerospace and defense industry.

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LEE LAMBERT

CHANCELLOR & CEO PIMA COMMUNITY COLLEGE What are some of the ways you have seen collaboration between the various economic development partners improve over the last several years?

The sea change in the way Pima Community College does business is reflected in the deepening connections between our Workforce Development unit and Sun Corridor Inc., the City of Tucson, Pima County and the region’s other municipalities.

WFD is regularly invited by Sun Corridor and other entities to take part in discussions with businesses seeking to relocate or expand in Pima County, and to support those efforts through tours of our facilities, data and customized solutions.

For example, we have been at the table with the autonomous vehicle manufacturer TuSimple throughout their expansion in Tucson, and our long-term partnership has resulted in a firstin-the-nation Autonomous Vehicle Driver and Operations Specialist certificate that will allow truck drivers to successfully transition to the coming era of autonomous vehicles. Similarly, our participation in the initiative that brought Caterpillar Inc. to Tucson has led to the creation of our Applied Technology Academy in which Caterpillar engineers augment their theoretical training by getting their hands dirty in our machining and welding labs.

What are some issues that you think need more or better collaboration and how would you begin to address those?

Our region needs to make a concerted effort to move forward on existing comprehensive, far-reaching economic development plans such as the Pivot Playbook. Moreover, we need to ensure optimization of existing taxpayer-funded infrastruc-

ture, such as the Centers of Excellence that have been completed or are being constructed at several College campuses.

These Centers will expand the region’s capacity to provide skilled workers that businesses can rely upon as they expand or relocate in Tucson.

In addition, we need to bring to the attention of business the need for the federal government to change Pell Grants and other student aid programs to fund tuition for short-term noncredit training credentials.

Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

The topline data regarding employment is encouraging – the state’s jobless rate is at a historic low. But if you dig a little deeper, another story emerges. Labor participation rates in Arizona are low to a degree that can’t be explained by the number of retirees in the state. In Tucson, the labor participation rate also is below the national average. That is a drag on our economic growth.

The challenge for the region is to move these non-participants back into the labor market by providing them with the skills that employers need to keep their business thriving. We need to maximize the existing infrastructure in place, such as our Centers of Excellence. And we need to find ways to incentivize employers to provide work-based learning, such as internships and apprenticeships, through tuition reimbursement and other means.

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LISA LOVALLO

MARKET VP SOUTHERN ARIZONA COX COMMUNICATIONS What are some of the ways you have seen collaboration between the various economic development partners improve over the last several years?

Every economic development organization, business and municipality is focused on creating more opportunities for Southern Arizona families. The only way we will achieve this is to work together.

We have improved because everyone understands that none of us can succeed if we don’t all come together. To make our community stronger, healthier and more equitable, we have to all pull in the same direction. Economic development is a team sport.

What are some issues that you think need more or better collaboration and how would you begin to address those?

We are still trying to figure out how to best leverage the federal infrastructure funds that are headed to our community.

There has never been a more critical time for business and government to hold hands to address our most pressing needs.

Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

Cruz counties. We are working with all our municipal partners to figure out how to close the gap and get every household connected.

If you were involved in the recruitment of a company to the region, what are the top selling points of the region that you would want to communicate to a prospective employer?

Tucson and Southern Arizona have so many assets. We have a diverse economic base. We have a top research university, an award-winning community college, a workforce with access to training and development. We are committed to open space, to celebrating our cultural uniqueness and making our community a place where everyone is seen and heard.

Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

We have worked very hard to cultivate and develop these industries and we need to continue to build on our strengths and success with these employers. These clusters generate highpaying jobs and are businesses that are growing.

Cox is actively engaged in the broadband infrastructure priorities of the region. We have identified unserved and underserved communities throughout Pima, Cochise and Santa

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FLETCHER McCUSKER

CEO UAVENTURE CAPITAL

Which economic development “victories” over the years have had the most impact on your business and why?

Film and television production would expand 10 times, but our New Mexico neighbors trump us with huge tax credits and incentives. The Arizona Legislature recognized that this year and introduced legislation to allow us to compete with New Mexico. Clearly, our elected colleagues are beginning to see that we need to have more arrows in the quiver. Likewise, optics will soon become a major source of employment in the region. We have had international photonics companies recently move to Tucson and Sahuarita. With great innovation coming from the University of Arizona, the No. 1 optics college in the U.S., there are a number of optics start-ups flourishing in the region. The resultant merger-and-acquisition activity, to the extent we can keep these superstar researchers in Tucson, will give us the chance to really be “Optics Valley.”

Have you experienced or received feedback from outside entities regarding the region’s economic development climate? If so, what are some of the specific comments you’ve heard about the region’s economic development efforts and strategies?

In what ways can you, as a member of the Sun Corridor Inc. Chairman’s Circle, contribute to continuing the momentum that has been generated in the region in recent years?

The relocation of Caterpillar’s mining division from Illinois was a huge win for Tucson, especially given that we were competing against Denver. Other mining interests have followed − Hexagon, AXISCADES and others. Over a dozen mining conglomerates now have a presence in Tucson. The incentives provided to Caterpillar by Rio Nuevo, the City and the State also cemented the thesis that our region will not win these large employers on weather alone. Arizona’s so-called “gift clause” that prohibits most jurisdictions from aggressive incentives needs to be changed. Rio Nuevo is exempt from the gift clause prohibition, otherwise Caterpillar would be in Colorado.

Tucson has been identified as a Top Five destination post Covid. The attributes mentioned most often include geographically dispersed, affordable, a great university, a vibrant downtown and a rapidly evolving start up ecosystem. If we could combine incentives with our affordability, no city could compete.

Are there industries that the region should be more aggressive in pursuing and how would those fit within the makeup of the Tucson business structure?

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I still believe Tucson can better tell our story, especially following the pandemic. All of us travel for promotional tours.

All of us host company leaders that are looking at the region.

We need to weaponize our results and allow site selectors, company CEOs, remote workers, escapees from California to see that Tucson is to Phoenix what Austin is to Dallas. And, incentives, incentives, incentives. We need to do what we can to make Tucson fiercely competitive in attraction and retention.

That makes all of us public policy advocates. Now is our time.

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IAN McDOWELL

VP & TUCSON REGIONAL DIRECTOR SUNDT CONSTRUCTION INC. Which economic development “victories” over the years have had the most impact on your business and why?

The resurgence of downtown Tucson has been not only thrilling to see, but also very impactful on our business. One of the most significant successes occurred when we were selected to build the Tucson Mining Center for Caterpillar, as facilitated by Rio Nuevo in close collaboration with Sun Corridor Inc. The success of that project is one of the best calling cards we have and has led to multiple other projects for large corporate office tenants and other key clients working downtown.

What are some issues that you think need more or better collaboration and how would you begin to address those?

Our community’s ability to fast track a potential business from concept to construction will have an impact on how many of these organizations commit to the Tucson region. I think there is an opportunity to be the best in class in how we move projects through the design review process, namely how we deliver building permits and development plans to facilitate a rapid start to construction of new projects. Dialog has already started on these topics, and I believe solutions could include collaborations between the private sector and local area governmental agencies to facilitate fast tracking of development plans.

Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

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I absolutely think these areas should be where our focus continues. These industries provide high-paying jobs, and the corporations involved tend to foster other work with local small businesses to support their efforts in the region. Once a cluster is established, the ability to attract new similar enterprises is enhanced, and so does their ability to recruit their workforce.

That said, I think we ought to embrace businesses of all sizes and types. Manufacturing, data centers, and even light industrial projects provide opportunities for people in the region to earn a livable wage.

In what ways can you, as a member of the Sun Corridor Inc. Chairman’s Circle, contribute to continuing the momentum that has been generated in the region in recent years?

I was fortunate enough to be part of a meeting last year where a delegation of representatives from Sun Corridor Inc. met with a delegation from Sweden at their embassy in Chicago. At that meeting we found out they were bringing a technology consortium from their country to explore the possibility for expansion in Arizona. Staff from Sun Corridor Inc. were able to convince that group to extend their trip to Southern Arizona and we were able to host them through tours of existing businesses and by highlighting the advantages of living and working in Southern Arizona. I tell this story to express something simple. Join and show up. We had a strong contingent of volunteers on this trip and as a collective we are hopeful it will pay dividends for our region.

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MIKE MÉNARD

GENERAL MANAGER BOMBARDIER AVIATION TUCSON SERVICE CENTER

As a relatively recent transplant to the Tucson area, I still get the impression that Tucson is one of Arizona’s best kept secrets. While Sun Corridor Inc. is doing a fantastic job of promoting the region from a business perspective, in the final analysis, companies are people, and we need to attract people to come live in Tucson.

Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

The most pressing issue for the aviation and aerospace industry is the need for a qualified workforce. To serve its customer base, Bombardier requires a workforce with skills acquired over a period of many years, including specialized training and schooling. Over the last two decades, the nature of the talent flow from the military services was such that there was no need for the promotion of aviation careers at the high school and college levels.

At the onset of the COVID-19 pandemic, corporate aviation flying dropped dramatically as the world shut down. As the world slowly re-opened, the need for corporate and private flying increased sharply to levels that are currently well above pre-pandemic levels. Those increased flying hours translate quickly into an increased maintenance demand which, concurrent with the overall labor shortage in the world, creates an exponentially larger problem.

If you were involved in the recruitment of a company to the region, what are the top selling points of the region that you would want to communicate to a prospective employer?

While the readily available inventory of industrial space remains low, the availability of land to support that development is there as a “build-to-suit” opportunity. The overall business climate in the region has improved and government entities stand ready to support and help in any way they can. From a talent acquisition point of view, the affordability of the Tucson area along with its countless offerings for entertainment, fine dining, hiking, golf, etc., is also a key selling point.

Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

Short answer: YES! As a general rule for those industry clusters, establishing a presence in a given location represents significant investment both in terms of real estate as well as talent.

Given the magnitude of that investment, these companies are considering a long-term presence in the Tucson area. From an economic development standpoint, these industries bring skilled, highly compensated and stable jobs to the area, creating a pool of talent attracting other companies in the same or closely related industries. Trying to be everything to everyone has never proven to be a winning strategy.

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What are some issues that you think need more or better collaboration and how would you begin to address those?

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DIANE QUIHUIS

BOARD OF DIRECTORS PIMA COUNTY INDUSTRIAL DEVELOPMENT AUTHORITY What are some of the ways you have seen collaboration between the various economic development partners improve over the last several years?

The Pima IDA has been working to build a better community since 1972. There are many, many local projects that have had excellent collaboration among governmental entities, local for-profit companies and nonprofit organizations. Some of the more recent notable partnerships include the following: • The Pima IDA issued bonds to develop the “Center of Hope Apartments” at 4554 S. Palo Verde Road in Tucson. The project consists of 100 units that provide housing for low-income tenants. HS Lopez Family Foundation, La Frontera Center, Family Housing Resources, Federal Reserve Bank and the Pima IDA all collaborated on the financial framework to complete this project that now serves many underserved residents in this community.

Tucson Medical Center was approved for revenue bonds • by the Pima IDA that were used to finance the costs of construction, improvement and equipping of healthcare and related facilities located at their main campus, southeast Tucson, and 35 acres in northwest Tucson. These are planned patient centric projects that will improve our community’s healthcare choices and increase business development.

• Southern Arizona Land Trust is developing Belnor Vista, a 125-acre parcel which is planned for mixed use live/work/ play, multi-modal development. This exciting new mixeduse project is located in the rapidly growing southwest market of Tucson and will provide economic and employment opportunities for Pima County residents and will be a wonderful place to live, work and enjoy activities.

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El Tour de Tucson, The Pima IDA extended the loan that they had previously made to Perimeter Cycling, to assist them with the financial aspects of failing to hold an El Tour event during COVID.

What are some of the issues that you think need more or better collaboration and how would you begin to address those?

As needs grow for affordable housing across all income ranges, new approaches allow for unique public-private partnerships dedicated to middle income and workforce housing. How do we get homebuyers over the finish line? In today’s roller coaster market with rising home prices and higher mortgage rates, we need to seek innovation and deliver right-fit homeownership programs.

We must continue to identify the community and federal resources that will create a path forward for the workforce and middle-income housing, as well as loan and economic development opportunities.

To what do you attribute some of the improvements in collaboration between the various entities involved in the region’s economic development?

Post-Covid, we are starting to see more interactions among people which has spurred on collaboration aspects. I also think more people are open to new and innovative ideas and areas of expansion and collaboration that we did not see previously. The focus from local entities like Sun Corridor Inc., Rio Nuevo and Pima County have also brought new patrons to the downtown Tucson area and new businesses throughout Pima County.

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SUN CORRIDOR INC. CHAIRMAN’S CIRCLE

SUN CORRIDOR INC. CHAIRMAN’S CIRCLE

DR. ROBERT C. ROBBINS

PRESIDENT UNIVERSITY OF ARIZONA

Any time we can attract major employers to the region or retain those that are here, it is a win, and I think of the University of Arizona’s partnership with Raytheon as a key asset for southern Arizona. The company has a need for talent in STEM fields, particularly areas like aerospace engineering, as well as business and other disciplines, and the university’s ability to educate students who can then go meet these needs, and those of other employers, is the core of our mission.

Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

The University of Arizona plays an important role in meeting the workforce needs of our region, and we are proud to partner with economic development organizations, our other state universities, community colleges, Pima JTED, and many others to create a pipeline of talent. Key to keeping talented graduates here in southern Arizona are two things: opportunity and quality of life. Through our research and innovation enterprise, we contribute new ideas and products that can make their way to market, spurring growth and opportunity.

Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

We want to pursue every area of opportunity, but these three sectors − aerospace and defense, mining, and biosciences and medicine − are key points of strength and opportunity for our region. The university has prioritized all of them in our strategic plan as areas where we can have outsized impact because of our distinctive strengths and interdisciplinary culture. As I have said since I arrived in Arizona, the university, our region and the entire state are poised to lead in the Fourth Industrial Revolution, the convergence of biological, digital and physical technologies that is transforming our world.

In what ways can you, as a member of the Sun Corridor Inc. Chairman’s Circle, contribute to continuing the momentum that has been generated in the region in recent years?

I take every opportunity I can to champion southern Arizona. We live in one of the most distinctively beautiful places in the world, and we have an amazing combination of talent, institutional capacity, history, and community spirit that I think will propel us onto the world stage in the years to come. Sharing this story is one of the most important things the members of the Chairman’s Circle can do to help contribute to the success of our region and our state, equally important as the work we do leading our individual institutions.

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Which economic development “victories” over the years have had the most impact on your business and why?

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BILL RODEWALD

SVP, REGIONAL MANAGER SCHNITZER PROPERTIES What are some issues that you think need more or better collaboration and how would you begin to address those?

Since Schnitzer Properties entered the Tucson market with our first acquisition in 2015, we have seen incredible growth and improvement in terms of infrastructure, job creation and amenities. The opportunity for collaboration among all stakeholders continues to be the improvement of the condition of the streets and roads in many areas of the community. Attracting new industries that create jobs at every level depends on transportation of people and products. Building state-of-theart manufacturing facilities, distribution warehouses and hightech campuses will require some real attention to road conditions. We can begin by educating the community as to the benefits of additional job opportunities and upward mobility with some basic surface road infrastructure improvements.

If you were involved in the recruitment of a company to the region, what are the top selling points of the region that you would want to communicate to a prospective employer?

There are so many advantages to locating or expanding a company in Tucson that make this a fun conversation to have with almost any prospect. The easy points are the physical beauty of the area, the access to all of the benefits of UArizona, the affordable housing, world-class shopping, restaurants and terrific hotels and resorts. The possibilities for year-round recreation including golf, hiking, biking and sightseeing are an easy sell. Although a bit more nuanced, most prospects appreciate the fact that the cost of doing business in Tucson can be significantly less than bigger markets like Phoenix, Salt Lake City, Denver or San Diego. The companies that I deal with 124 BizTucson

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are almost universally impressed with the potential of working with Sun Corridor Inc., the City of Tucson and Pima County to facilitate an easy transition into the community. Until recently, all of these selling points only helped if there were existing facilities that could accommodate a new prospect to the area, particularly one who could not wait 12 to 18 months for a build to suit. Fortunately, that has changed with several spec developments by Schnitzer Properties and others. The future looks bright!

Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

Communities with a diverse industry base are always better and stronger. Imagine a community with tourism as its only industry during the past two years. One of the true strengths of the Tucson market is the diversity of the employment base and the fact that the institutions of higher education in Tucson and Pima County graduate students who can support the many industries mentioned. It has been great to witness the influx of technology-based companies that have added to or supplemented the growth of lower tech industries like manufacturing and distribution.

Biz www.BizTucson.com

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SUN CORRIDOR INC. CHAIRMAN’S CIRCLE

SUN CORRIDOR INC. CHAIRMAN’S CIRCLE

REGINA ROMERO

MAYOR CITY OF TUCSON

In one word: urgency. More people were at the table as we sought, and continue to search, for answers to shortages around supply chains, housing, and the workforce. There was a realization that through collaboration and an all-of-government approach we could jumpstart our economy and thrive as a region.

What are some issues that you think need more or better collaboration and how would you begin to address those?

Water shortages and climate change present existential challenges to business that are now coming to a head. Customers and constituents are already asking businesses, government and utilities to accelerate efforts to reach net zero greenhouse gas emissions. The City of Tucson is doubling down on stakeholder meetings so we can communicate the urgency of our Climate Action and Adaptation Plan while getting clear input on the impacts of our efforts in community.

If you were involved in the recruitment of a company to the region, what are the top selling points of the region that you would want to communicate to a prospective employer?

Prospective companies are looking closely at Tucson because of the availability of talent coming out of the University of Arizona and Pima Community College. From bioscience to entrepreneurship to technical education, Tucson produces a reliwww.BizTucson.com

able stream of talent year after year. Another important selling point is quality of life. Just this month our Economic Initiatives office was able to recruit Phantom Aerospace. Tucson is a hub for aerospace and defense, and they chose Tucson as their next home for 35 engineers to build their rockets.

The Phantom Aerospace team cited our quality of life and opportunities for workforce as levers to successfully attract or relocate employees from other parts of the country. Housing in Tucson is relatively more affordable than in other states. And proximity to California, Colorado, and New Mexico − states where they do business − allows their workforce to stay and grow here.

Are there industries that the region should be more aggressive in pursuing and how would those fit within the makeup of the Tucson business structure?

In addition to our bullish approach to Tucson’s existing and small businesses to foster economic resiliency, Tucson’s Comprehensive Economic Development Strategy is laser focused on our seven regional clusters to provide a strong foundation for Tucson’s economic development strategy. These include Aerospace & Defense; Photonics & Optics; Bioscience; Transportation & Logistics; Business Services; Renewable Energy & Natural Resources; and IT Services & Software.

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To what do you attribute some of the improvements in collaboration between the various entities involved in the region’s economic development? In other words, why has the environment improved over the years?

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SANDRA WATSON

PRESIDENT & CEO ARIZONA COMMERCE AUTHORITY Which economic development “victories” over the years have had the most impact on your business and why?

Arizona’s unprecedented economic growth has been fueled by our state’s visionary leadership, most notably Governor Doug Ducey and our legislature.

Policies that lower taxes, reduce regulatory burdens, expand investments in key infrastructure like roadways and broadband, and increased education opportunities have driven growth. Examples include Arizona’s lowest-in-the-nation flat tax and the governor’s proposed $100 million investment to expand broadband to underserved areas.

Another example would be HB 2822, which the governor signed in March. The new law lowers business personal property tax liability 90% or more, making Arizona substantially more competitive for high-wage, high-tech jobs and industries.

If you were involved in the recruitment of a company to the region, what are the top selling points of the region that you would want to communicate to a prospective employer?

Arizona offers companies the complete package: a low-cost business environment, a skilled and growing workforce, toptier universities and community colleges, a vibrant innovation ecosystem, modern infrastructure, affordable energy, and access to top global markets.

With 130,000 miles of highway, Arizona provides access to more than 85 million consumers within a day’s drive. In addition, the state offers access to six border ports of entry with Mexico, convenient access to air travel with 12 commercial and 71 reliever airports, the Port of Tucson – a full-service inland port and rail yard offering more than 1.7 million square feet of amenities – and SkyBridge Arizona, the nation’s first air cargo hub to house both U.S. and Mexican customs officials.

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Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

Tucson’s vibrant export industries such as aerospace and defense, mining and biosciences are ripe for further expansion.

For example, we’ve seen new expansions in the biosciences from companies like BD and Eurofins.

Advanced manufacturing is also primed for additional growth. In March, the ACA, along with our partners in Southern Arizona, Sun Corridor Inc., was proud to announce a new U.S. headquarters and manufacturing facility from PowerPhotonic in Sahuarita. In December, Leonardo announced plans to expand its regional presence in Oro Valley by 200 jobs.

In what ways can you, as a member of the Sun Corridor Inc. Chairman’s Circle, contribute to continuing the momentum that has been generated in the region in recent years?

Southern Arizona is an exciting place to be for economic growth. The ACA works closely with our partners at Sun Corridor Inc. to promote the region’s many assets and attract future expansions in targeted industries.

The University of Arizona, which is a national leader in emerging technologies such as quantum computing, optics, agrisciences, and space technology, will continue to enable innovation. The University of Arizona Tech Park is an example of how entrepreneurs can partner with university expertise to bring new products and services to market.

Biz www.BizTucson.com

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SUN CORRIDOR INC. CHAIRMAN’S CIRCLE

SUN CORRIDOR INC. CHAIRMAN’S CIRCLE

DR. CHAD WHELAN

CEO BANNER-UNIVERSITY MEDICINE TUCSON

A skilled workforce is a key attractor for economic development, and it is an area in which our region struggled, even pre-pandemic. Now, it is an even greater risk. But, we also have some highly innovative and effective institutions that are transforming opportunities not only for our young adults but also older adults looking for new and improved opportunities.

I do believe though, that we collectively need to help publicly celebrate these innovations locally and afar so that people can see the impact on our future workforce. At the same time, the economic development partners in our region do need to help coordinate and prioritize what target areas our talent pipeline development efforts need to focus on. All sectors of our economy are struggling to find talent at this moment, so if we do not help prioritize and focus, we run the risk of trying to do everything for everyone and not succeeding for anyone.

Two of the top focus areas in the Pivot Playbook recovery plan are infrastructure and talent acquisition. Within those two focus areas, what are the most pressing issues for your organization and what can your organization do to address those?

JTED, Pima Community College, The University of Arizona and others, to build a better pipeline for people who want a career in the healthcare sector. We need to do a better job of helping people see the broad opportunities that the healthcare field can offer.

Tucson has developed a number of industry clusters that are gaining momentum in the region such as aerospace and defense, mining, biosciences and medicine, and various aspects of technology. Do you consider those to be areas that need continued focus and why?

Given the size of the population in Southern Arizona, I think it is important that we have industry clusters that we are known for. It will be hard for us to be everything for everyone.

These clusters have been successful, and we should continue to look to grow these. However, we also need to look to how to expand the circle of these clusters where it makes sense. As an example, our current footprint in biosciences and medicine while solid could grow significantly in size but also expand into the sector more broadly.

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What are some issues that you think need more or better collaboration and how would you begin to address those?

Far and away the most pressing issue for our organization and industry is people. The healthcare sector is growing and has been dramatically affected by the pandemic and subsequent great resignation. We have an immediate need for healthcare workers today, but we also know that our future needs will dwarf what we are seeing today. We see this as an opportunity to work with our pipeline partners such as Pima

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SUN CORRIDOR INC. BOARD OF DIRECTORS

Travis Anderton

Don Bourn

Mara G. Aspinall

Jean-Claude Bernard

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James D. Buie

Travis Anderton Vice President, Sterilization – Global Supply Chain BD BD is one of the largest global medical technology companies in the world, advancing the world of health by improving medical discovery, diagnostics and the delivery of care. The company develops innovative technology, services and solutions that advances clinical therapy for patients and clinical process for health care providers.

BD has a global presence of 75,000 associates who are addressing some of the most challenging global health issues.

BD helps customers enhance outcomes, lower costs, increase efficiencies, improve safety and expand access to health care. www.bd.com

Jean-Claude Bernard Manager – Global Expansion Bombardier Inc. Global leader in aviation headquartered in Montreal, Canada, with over 13,000 employees worldwide. Bombardier is present in more than 12 countries including its production/engineering sites and its customer support network.

For fiscal year ended Dec. 31, 2021, Bombardier posted revenues of $6.1 billion.

The Tucson facility serves the aftermarket business, servicing in-service business aircraft.

The facility provides services such as aircraft maintenance, interior refurbishment, and paint services to its worldwide customers.

Bombardier has been present in Tucson since 1975 through Learjet Inc.

Mara G. Aspinall Managing Director, BlueStone Venture Partners CEO, Health Catalysts Group A $50 million venture capital fund focused on life sciences investments in the Southwestern states. BlueStone has three portfolio companies in Arizona.

Serves on the board of directors of BCBS of Arizona, Abcam, Allscripts, Orasure, and Castle Biosciences.

Co-founder of ASU School of Biomedical Diagnostics, the only program in the world focused entirely on the study of diagnostics. Aspinall is also the Principal Investigator in The Rockefeller Foundation / ASU grant on COVID-19 diagnostics research.

Don Bourn CEO Bourn Companies Founded in 1990 and headquartered in Tucson.

Privately held real estate development and investment company, specializing in large-scale mixed-use projects, corporate office and retail properties.

Completed more than 4 million square feet of projects across Tucson and the Western United States.

Summer 2022

Jaime S. Chamberlain James D. Buie President Involta Award-winning national hybrid IT service provider and consulting firm. Involta helps organizations plan, manage and execute hybrid IT strategies using a broad range of services including strategic consulting, colocation, cloud computing, managed IT, cybersecurity, fiber, and network connectivity.

Led the company’s expansion from a regional provider to a national brand, establishing its hybrid cloud strategy and building capabilities to better serve clients through numerous acquisitions while continuing to grow organically.

Jaime S. Chamberlain Chairman Greater Nogales and Santa Cruz County Port Authority Founded in December 2004.

Brings together key stakeholders from the area to address improving Arizona’s largest port facilities, streamlining the crossing process at the Nogales ports of entry and enhancing economic development in the Nogales-Santa Cruz County region.

The Mariposa Port of Entry and the Nogales port of entry system are the gateway for 13 million cars, 21 million people, 1,200 trains and 380,000 trucks representing close to $30 billion in international trade.

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SUN CORRIDOR INC. BOARD OF DIRECTORS

Amy Cohen Amy Cohen Vice President, Product Based Transformation Raytheon Missiles & Defense The industry’s most advanced end-to-end solutions to detect, track and engage threats.

Engineer/Program Manager with 30 years of experience in aerospace and defense.

Assesses risk and ensures resiliency of products including missile defense systems, precision weapons, radars, command and control systems and advanced defense technologies.

Michael DiChristofano Vice President, Tucson Subaru President, Tucson New Car Dealer Association The Tucson New Car Dealers Association was established in 1947 by dealers to offer support for economic development and transportation initiatives.

Jon Dudas Senior VP and Chief of Staff University of Arizona Founded in 1885.

A land-grant university with a total enrollment of 49,471 students for Fall 2021.

Ranks in the top 20 among all U.S. public research institutions and No. 35 overall nationwide with more than $761 million annually in total research activity.

Nationally, ranks No. 1 in astronomy/astrophysics (since 1988), No. 5 in physical sciences and NASA-funded activity, and No. 2 for universities with high Hispanic enrollment.

www.BizTucson.com

Michael DiChristofano

Rafael Barceló-Durazo Head Consul Consulate of Mexico in Tucson Consul Barceló took office in 2020. Previously, has served at the Ministry of Foreign Affairs Human Rights Department. A career diplomat since 2010, has been posted to the Embassies of Mexico in Brazil and Costa Rica. He also served as a consultant at the Mexican Supreme Court of Justice.

Consul Barceló is a lawyer and Master in Administration and Public Policy. The Mexican Consulate promotes economic, cultural and social relationship between Mexico and Southern Arizona, representing the interests of Mexican nationals in Pima and Pinal counties.

Ali J. Farhang Managing Partner Farhang & Medcoff Firm has offices in Tucson and Phoenix. Practices business consultation, commercial litigation, labor and employment law, and various regulatory issues. Awarded Best Lawyers in America, Labor & Employment Law 2022, 2021, 2020, and Arizona’s Finest Lawyers 2015 - present.

Member of the Southern Arizona Leadership Council.

Chairman and founder of the Arizona Bowl. Co-owner of the Tucson Sugar Skulls.

Co-host of the Spears & Ali show on ESPN Tucson Radio 104.9FM/1490AM.

Jon Dudas

Rafael Barceló-Durazo

Jenny Flynn President & CEO Community Foundation for Southern Arizona The Community Foundation for Southern Arizona strives to create an equitable and vibrant community for all Southern Arizonans by connecting donors to the causes they care about, now and forever.

Serving the region south of the Gila River, the foundation offers philanthropic services to donors, nonprofit capacity building, and impact funds for southern Arizonans to support causes important to our region, including arts, workforce development, sustainability, and healthy communities.

Manages the economic development compliance team.

Sarah Frost CEO Banner - University Medical Center Tucson Banner - University Medical Center South Expanded access for telehealth services. Nonprofit health system making the highest level of care accessible for Arizona residents.

Nearly 7,000 employees providing exceptional patient care, teaching future healthcare professionals and conducting ground-breaking research.

Opened a $450 million hospital in April 2019.

Partnership between the University of Arizona and Banner allows for aligned leadership of academic research and clinical care delivery.

Banner’s 2019 economic impact in Tucson was $944 million.

Ali J. Farhang

Jenny Flynn

Sarah Frost

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Edmundo Gamillo

Michael Groeger

Guy Gunther

Ryan M. Hartman

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Lawrence M. Hecker Edmundo Gamillo Executive Director Middle Market Banking/Commercial Banking Chase Bank, N.A. With 25+ years in the financial services industry, leads the unit providing banking solutions for Middle Market clients.

Chase is the U.S consumer and commercial banking business of JPMorgan Chase &Co. and serves 20,000 businesses in metro Tucson.

In 2020, the firm donated almost $600,000 to charities in the Tucson area. Also in 2020, JPMorgan Chase committed $30 billion to advance racial equity. As part of that, the firm hired a Community Manager in southern Arizona to connect the community to tools and resources focused on financial health to help close the racial wealth gap.

The firm has served Arizonans for 100+ years through its predecessors Valley National Bank and Gila Valley Bank.

Michael Groeger VP, Commercial Group & Specialty Sales Blue Cross® Blue Shield® of Arizona Committed to helping Arizonans get healthier faster and stay healthier longer.

Offers health insurance and related services to more than 2 million customers with a focus on connecting people with the care they need.

A not-for-profit company and an independent licensee of the Blue Cross Blue Shield Association.

Employs more than 2,300 people in its Phoenix, Chandler, Flagstaff and Tucson offices.

Inspires health through advanced clinical programs and community outreach.

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Timothy Hou Guy Gunther Sr. Director of National Consumer Fiber CenturyLink Responsible for deploying and selling fiber in large and small markets across the United States.

Under the CenturyLink brand, Lumen offers high‐speed internet, fiber, phone and TV services for residential and small business customers. CenturyLink is dedicated to empowering people through technology, both at home and work.

Ryan M. Hartman President and CEO World View Enterprises, Inc. World View is the leading stratospheric exploration company on a mission to inspire the global community to rediscover Earth through its space tourism and stratospheric remote sensing businesses.

Hartman, a 23-year aerospace veteran, joined World View as CEO in early 2019 and has since led World View to become a purpose-driven, global brand that continues to pioneer humanity’s exploration and understanding of the Earth from the stratosphere.

Lawrence M. Hecker Managing Partner Hecker & Pew Of Counsel, Sun Corridor Inc. Longtime Tucson attorney.

1993-2022 named among Best Lawyers in America in Corporate Law; Mergers and Acquisitions, Business Organizations, including LLC’s and partnerships; Corporate Governance Law; and Venture Capital Law. Practice is recognized among Best Law Firms in America.

Mary Jacobs Timothy Hou Economic Development Policy Manager Amazon Amazon is guided by four principles: customer obsession rather than competitor focus, passion for invention, commitment to operational excellence, and long-term thinking. Amazon strives to be Earth’s most customer-centric company, Earth’s best employer, and Earth’s safest place to work.

Customer reviews, 1-Click shopping, personalized recommendations, Prime, Fulfillment by Amazon, AWS, Kindle Direct Publishing, Kindle, Career Choice, Fire tablets, Fire TV, Amazon Echo, Alexa, Just Walk Out technology, Amazon Studios, and The Climate Pledge are some of the things pioneered by Amazon.

Mary Jacobs Town Manager Town of Oro Valley Incorporated 1974 Population: 47,070 (2020 census) Median household income: $86,863 Oro Valley is home to global bioscience and high-tech companies.

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SUN CORRIDOR INC. BOARD OF DIRECTORS

Nancy J. Johnson Nancy J. Johnson CEO El Rio Health Founded over 50 years ago as a small neighborhood health center.

Providing fully integrated healthcare, including medical, dental, behavioral health, laboratory, radiology, pharmacy and health and wellness services for over 125,000 individuals at 13 locations across Tucson.

Over 1,700 employees and a budget of $250 million.

Bill Kelley CFO Diamond Ventures Founded in 1988, the leading real estate development and investment company in Arizona.

Mission-driven to provide high quality real estate investments and business ventures that create value for our partners and customers through successful collaboration, careful consideration for the community and attention to business details.

As CFO, responsible for corporate financial planning, project financing and oversees the commercial and industrial portfolios.

Bill Kelley Adriana Kong Romero President Bank of America Tucson Through its commitment to the community, Bank of America has invested close to $4 million in grants and matching gifts to local nonprofits over the past five years. Last year, employees volunteered more than 2,400 hours in service to the community and provided more than $235 million in loans to Tucson businesses.

Dr. Clinton Kuntz CEO MHC Healthcare Founded in 1957.

Arizona’s oldest community health center and the state’s first nonprofit community health center to integrate medical and behavioral healthcare into one facility. Serves Marana and greater Tucson in primary care, behavioral health, dental, radiology, lab, pharmacy, urgent care, women’s health and WIC. 16 health centers in the MHC Healthcare family serve more than 60,000 patients a year and employ more than 614 employees.

Adriana Kong Romero

Dr. Clinton Kuntz

Robert Lamb CEO GLHN Architects & Engineers Established 1963.

Employee-owned company offers services in architecture and mechanical, electrical, civil and technology engineering. 70plus employees work in Tucson and Phoenix offices.

Judy Lowe Interim CEO Tucson Association of Realtors (TAR)

Robert Lamb

The largest trade association in Southern Arizona, representing the interests of over 6,500 real estate professionals.

United by adherence to a Code of Ethics, our members work as real estate professionals in the sale, lease, appraisal, and development of residential and commercial properties as well as the mortgage and lending industry throughout Southern Arizona.

Clint Mabie Senior Vice President Northern Trust Company The Northern Trust is the leading private bank in the world, serving individuals, foundations and families since 1889.

Judy Lowe

Clint Mabie

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SUN CORRIDOR INC. BOARD OF DIRECTORS

Eric Majchrzak

Mark Mistler Eric Majchrzak CEO BeachFleischman PC Arizona’s largest locally owned CPA and advisory firm and a “Top 200” Largest CPA Firm in the United States. Serving over 7,000 private enterprises, nonprofit organizations, and entrepreneurs in the U.S., Mexico, and Canada.

The firm provides assurance, cybersecurity, tax, financial forensics and valuation services, outsourced accounting, and strategic operations and advisory resources. Specialized industry expertise includes cannabis, construction, financial and professional services, healthcare, manufacturing, nonprofit, real estate, restaurant/ hospitality, and technology.

Edmund Marquez

Dennis R. Minano

Edmund Marquez Agency Principal Edmund Marquez Allstate Agencies Founded the agency in 1996.

The largest captive insurance agency in Southern Arizona, and one of the largest Hispanic-owned Allstate agency groups in the U.S. Current Chairman of the Board of the Tucson Metro Chamber, and the Arizona Sands Club board of directors, and is an Executive Officer of the Rio Nuevo board.

Serves on the Boards of Directors of the Southern Arizona Leadership Council, Sun Corridor Inc., Reid Park Zoo, and is the Immediate Past-Chairman of the Board of United Way, Past-Chairman of the Pima Community College Foundation, and the Tucson Hispanic Chamber of Commerce.

Omar Mireles

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Farhad Moghimi Dennis R. Minano Retired Managing Director CMM, Vice President Public Policy, Chief Environmental Officer General Motors Corporation Past Chair, Sun Corridor Inc. Omar Mireles President HSL Properties Founded 1975.

Owns and operates 38 apartment communities in Arizona, including 31 in the Tucson metro area, totaling more than 10,000 apartment homes. HSL is currently developing three apartment communities in Pima County, including The Flin in downtown Tucson.

The company also owns and operates hotels and resorts, including the El Conquistador Tucson, a Hilton Resort, and The Ritz Carlton, Dove Mountain.

Mark Mistler Regional President and Head of Commercial Banking Tucson and Southern Arizona PNC Bank PNC Bank, National Association, is a member of The PNC Financial Services Group, Inc. (NYSE: PNC). PNC is one of the largest diversified financial services institutions in the United States, organized around its customers and communities for strong relationships and local delivery of retail and business banking including a full range of lending products; specialized services for corporations and government entities, including corporate banking, real estate finance and asset-based lending; wealth management and asset management. For information about PNC, visit www.pnc.com.

Jim Mullen Farhad Moghimi Executive Director Pima Association of Governments/Regional Transportation Authority Coordinates regional planning efforts to enhance mobility, sustainability, livability and economic vitality of the region.

Programs federal, state, regional and local funding for all regional transportation investments.

Manages the locally funded RTA and its 20-year, $2.1 billion regional transportation plan.

Jim Mullen Chief Administrative and Legal Officer TuSimple More than 15 years of executive leadership experience in the trucking industry. A member of the Board of Directors for the American Trucking Association, the largest and most comprehensive national trade association for the trucking industry.

TuSimple is the world’s largest and most advanced self-driving truck company.

The company was founded in 2015 with a mission to improve the safety and efficiency of the trucking industry and reached unicorn status in 2019.

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SUN CORRIDOR INC. BOARD OF DIRECTORS

Tom Murphy Tom Murphy Mayor Town of Sahuarita Population – 32,232 Median Household Income – $73,579 Full-time-equivalent employees – 144 Incorporated in 1994.

Arizona’s fifth youngest town.

Focus on economic development is embodied in Sahuarita Advanced Manufacturing and Technology Center (SAMTEC), a project that will establish a high-tech business incubator and offer opportunities to firms seeking relocation or expansion.

Known for its well-maintained infrastructure, great schools, pristine neighborhoods, highly educated population and strong community spirit.

Steve Odenkirk Managing Director, Commercial Banking Alliance Bank of Arizona, a division of Western Alliance Bank. Member FDIC Founded in 2003.

Alliance Bank offers a full spectrum of loan, deposit and treasury management capabilities with 10 offices in Tucson, Greater Phoenix and Flagstaff.

Named the #2 best-performing of the 50 largest public U.S. banks in the S&P Global Market Intelligence listing for 2021, ranks high year after year on the Forbes list of “America’s Best Banks” and was named #1 Best Emerging Regional Bank per Bank Director’s 2022 RankingBanking study.

Steve Odenkirk Jon Post Vice Mayor Town of Marana Marana native owns the 6,000-acre Post Farms and the Marana Pumpkin Patch. Crops include cotton, wheat, corn and alfalfa.

Elected Marana vice mayor in 2013.

Served on the board of directors for Trico Electric Co-Op, Cortaro Water Users Association and Cortaro Marana Irrigation District.

Served as chairman of Marana’s Planning and Zoning Commission and was president of the Marana Junior Rodeo Association.

Jennifer Preston Lead Human Resources Manager Resource Industries Sales, Services and Technology, Caterpillar Inc. Caterpillar is the world’s leading manufacturer of construction and mining equipment, diesel and natural gas engines, industrial gas turbines and diesel-electric locomotives.

Tucson is home to the Tucson Mining Center. Our Proving Ground and Tinaja Hills Demonstration and Learning Center are located in Green Valley.

Jon Post Barbi Reuter CEO/Principal Cushman & Wakefield|PICOR Commercial Real Estate Services Founded in Tucson in 1985.

Leading independently owned, full-service commercial real estate company.

Licensed in Southern Arizona and Sonora, Mexico, provides services in office, retail, industrial, medical, multi-family and land sectors.

Walter Richter Public Affairs Administrator Southwest Gas Corporation Founded in 1931.

Southwest Gas serves more than two million residential, commercial and industrial customers in parts of Arizona, Nevada and California. Works with local, state and federal government officials to help create policies that result in lower greenhouse gas emissions by utilizing compressed natural gas in vehicles and the direct use of natural gas in homes and businesses.

Jennifer Preston

Col. Brant A. Putnam

Barbi Reuter

Col. Brant A. Putnam Liaison to Board of Directors Vice Commander 162nd Wing Morris Air National Guard Base Assists wing leadership in the management of more than 1,800 members of the Air National Guard’s largest F-16 and Remote Piloted Aircraft wing.

Walter Richter

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SUN CORRIDOR INC. BOARD OF DIRECTORS

Steve Rosenberg

Keri Lazarus Silvyn

Jeffrey S. Rothstein

Steve Rosenberg Publisher & Owner BizTucson Founded in Spring 2009, BizTucson is the region’s premiere business magazine.

BizTucson provides in-depth coverage of the region’s business news, including economic development, university research, technology, the arts, education, tourism, defense, bioscience, hospitality and nonprofits.

Produced quarterly in print and online, the magazine has received national awards.

Jeffrey S. Rothstein Head of Legal Roche Tissue Diagnostics A world leader and innovator of tissue-based cancer diagnostic solutions.

Provides 250-plus cancer tests with related instruments globally to improve outcomes for the 14 million people diagnosed with cancer annually.

Corey Saba-Basha

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Corey Saba-Basha Senior Vice President, Commercial Banking Leader Wells Fargo Bank Wells Fargo Commercial Banking provides deep financial expertise and a complete range of capital, advisory, risk management, and operating solutions tailored to the needs of middle market companies in Arizona and across the U.S. Wells Fargo brings the full strength of its platform to support clients in all stages of the business lifecycle. Our Arizona Commercial Banking team combines our local market expertise with industry advisors in sectors such as tech, healthcare, commercial real estate, and hospitality to deliver financial insights and solutions to give you the competitive edge.

Corey has 25 years’ experi-

Summer 2022

Brian Sinotte ence in the banking industry in Arizona. She established the Women’s Networking Luncheon to empower and promote women leaders in 2014. The events are meant to learn from others to improve and achieve individual goals.

She was also recognized as one of the 50 Most Influential Women in Business in the State of Arizona in 2019.

Keri Lazarus Silvyn Partner & Owner Lazarus & Silvyn, PC Arizona’s preeminent land-use law firm in Phoenix and Tucson specializing in zoning, land use, entitlements, development agreements and project approvals.

Predominantly representing private property owners in zoning and economic development entitlements. Also represents local jurisdictions to draft land use codes and ordinances.

Silvyn serves on the Arizona State Land Board of Appeals as vice chair of the Tucson Airport Authority Board of Directors and as a member of many other organizations.

Brian Sinotte CEO Northwest Healthcare An integrated network of healthcare services including Northwest Medical Center, Oro Valley Hospital, Northwest Medical Center Sahuarita, Northwest Emergency Centers, Northwest Urgent Care Centers and affiliated physician practices, employing more than 80 outpatient providers in 15 specialties.

Will open Northwest Medical Center Houghton and Northwest Transitions Skilled Nursing and Inpatient Rehabilitation facility in 2022 – opening first week of June 2022.

James V. Stover Offers online check-in for emergency room and urgent care visits and online scheduling for in-person and virtual primary care appointments.

Employs more than 3,000 people.

James V. Stover Medicaid President Arizona Complete Health Arizona Complete Health provides comprehensive healthcare services for about 600,000 Arizonans statewide through Medicaid, Medicare and Marketplace health plans using a whole-health, community-based approach.

Mr. Stover has direct oversight for the programs serving nearly 400,000 members.

With offices in Tempe, Tucson, Yuma and Sierra Vista, Arizona Complete Health, and its parent company, Centene Corporation, employs approximately 3,500 individuals with emphasis on supporting equity, diversity, and inclusion.

As a wholly owned subsidiary of Centene Corporation, Arizona Complete Health provides and administers health benefits through individual, Medicaid, Medicare, and dual eligible programs. Its two Medicaid health plans are Arizona Complete Health-Complete Care Plan and Care1st Health Plan Arizona. Arizona Complete Health also offers Medicare Advantage coverage through its Wellcare by Allwell plan and Marketplace coverage through Ambetter. For more information on Arizona Complete Health, please visit the company’s website at www.azcompletehealth.com.

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We Exist to Build ® Great Things healthcare. advanced technology. higher education. life sciences. commercial.

TUCSON | 3100 N Campbell Ave Suite 102 | Tucson, Arizona | 85719 | 520.355.8247 www.BizTucson.com

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SUN CORRIDOR INC. BOARD OF DIRECTORS

Kerry Stratford

Jim Tofel

Kerry Stratford President & Chief Creative Officer The Caliber Group The Caliber Group is a brand marketing, public relations, and digital firm based in Arizona representing clients across the U.S. that engage with national and international customers. We are the strategic business partner that organizations turn to when faced with a business or market challenge that requires breakthrough thinking to outpace the competition or better serve their customers.

Jim Tofel Managing Member of Development Tofel Dent Construction Formed in 1984.

Tofel Dent Construction is a uniquely structured third-party general contractor specializing in commercial, hospitality, and multi-family housing construction. Formed in 1984, our roots are in multi-family housing construction and as a company, we have completed 132 projects with over 12,700 units.

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John Winchester John Winchester Director, Government & Community Engagement, Tucson Arizona State University Arizona State University is in the Top 10 for graduate employability, No. 1 in the U.S. for innovation six years in a row, No.10 in the U.S. for total research expenditures.

ASU continues to earn national recognition as a top university for graduate employability, inspiring master learners prepared with the knowledge and skills necessary to excel and achieve in today’s changing workplace.

Steven G. Zylstra Steven G. Zylstra President & CEO Arizona Technology Council The state’s premier trade association for technology- and sciencedriven companies. Connecting and empowering Arizona’s community of innovation, AZTC is the driving force behind making the state the fastestgrowing tech hub in the nation.

AZTC works to further the advancement of technology through leadership, education and advocacy. Fostering a climate of creativity, innovation and community, AZTC works to create a destination for companies to be, thrive and stay.

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SUN CORRIDOR INC. RECENT BUSINESS EXPANSION AND RECRUITMENT SUCCESSES

Business Expansion & Relocation 2021-2022 The following is a list of companies that relocated, set up operations or expanded in the Tucson region in 2021 and 2022. Company information provided by Sun Corridor Inc. Amazon Amazon announced plans to open a new distribution facility in Marana creating hundreds of new jobs with an economic impact of $4.3 million over the next 5 years.

The facility, to be known as the Silverbell Gateway Distribution Center, will be 220,000 square feet on a 65-acre site at the northeast corner of Ina Road and Silverbell Road in the Town of Marana.

The facility will be Amazon’s fifth in the Tucson area. The company first opened in Tucson in 2019 with an 855,000-square-foot fulfillment center.

Amazon has invested more than $16 billion and created more than 30,000 jobs in Arizona since 2010.

Eurofins CellTx Eurofins Donor Testing Services, a company that provides laboratory services for the transplant community, selected Tucson for its newest laboratory, Eurofins CellTx, at the UArizona Tech Park, 9052 S. Rita Road.

The new location will be approximately 15,000 square feet of laboratories and administrative offices. The new laboratory is anticipated to be completed by the second quarter of 2022.

The full expansion over five years will add an additional 24 jobs to the Tucson facility, primarily laboratory technicians, technologists and managers. The total capital investment over the next five years will be approximately $3 million, resulting in a total economic impact of $14 million.

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Imperial Brown® Imperial Brown®, a leading manufacturer of custom walk-in coolers and freezers, announced plans to open a manufacturing plant in Tucson in 2023.

Imperial Brown is working with Schnitzer Properties, a real estate development and investment firm based in Portland but with significant holdings in Tucson. The companies are building a 99,000-square-foot stand-alone building at the corner of East Medina Road and Brosius Avenue.

Imperial Brown has already relocated staff to the Tucson area, to assist with preconstruction and construction phases. Once completed, the company plans to hire approximately 100 employeeowners at the new location at Tucson Airport Distribution Center. The economic impact of the new operation will be $225 million over the next 10 years.

Leonardo Electronics US Leonardo Electronics US, a provider of next-gen technologies for defense, security, medical and industrial applications, and a U.S. subsidiary of Leonardo, announced plans to expand in Oro Valley.

LEI’s existing Tucson operation has approximately 200 employees. The expansion over five years will add an additional 170 jobs primarily in engineering, production, quality control, information technology, human resources, marketing, business development, purchasing and finance.

The total capital investment will be approximately $100 million, resulting in a total economic impact of $374 million over the next 10 years.

The company purchased 12 acres in Innovation Park, at North First Avenue and Tangerine Road, and is planning a new state-of-the-art semiconductor laser manufacturing facility. The new location will have approximately 120,000 square feet of manufacturing and administrative offices.

PackDash PackDash, a third-party logistics partner for small to mid-sized ecommerce companies, moved its headquarters from Chicago and established a westcoast delivery operation in Tucson.

PackDash’s fulfillment business in Tucson is its first Arizona operation.

PackDash leased 6,000 square feet for its new operation at 820 E. 16th St. The company plans to add 50 jobs, including managers, directors, warehouse and additional c-level headquarters positions, with an estimated 10-year economic impact of $84 million.

PowerPhotonic PowerPhotonic, a leader in design and manufacture of wafer scale optics for advanced lasers and optical systems, announced that its U.S. subsidiary has signed a long-term lease for manufacturing facilities in the Sahuarita Advanced Manufacturing and Technology Center.

PowerPhotonic will add 20 hightech jobs in Sahuarita with a five-year economic impact of $32 million. PowerPhotonic will be hiring for optical design engineers, process engineers, machine operating technicians, product planners, inventory control, purchasing, shipping.

PowerPhotonic products are precision optical parts that are both complex to design and challenging to make. Consequently, PowerPhotonic has developed its own unique production machines that produce products from wafers of glass. These machines are quite similar in concept to some electronic semiconductor wafer systems, and also need to be operated in a “clean room” environment to eliminate dust.

SkyWest Airlines SkyWest Airlines, which operates through partnerships with United Airlines, Delta Air Lines, American Aircontinued on page 138 >>> Summer 2022 > > > BizTucson 137

SUN CORRIDOR INC. INVESTORS & STAFF continued from page 137 lines and Alaska Airlines, plans to move and build a new aircraft maintenance hangar at the Tucson International Airport (TUS).

SkyWest will lease 14 airside acres, part of the Aeronautical Way 50 site at TUS, and build a nearly 200,000 square-foot MRO (maintenance, repair, overhaul) facility.

The total capital investment over the next five years will be approximately $41 million, resulting in a total economic impact of $105 million.

SkyWest Airlines, with nearly 15,000 employees, carried more than 21 million passengers in 2020 and 43 million passengers in 2019.

Headquartered in St. George, Utah, its fleet of over 450 aircraft connects passengers to over 230 destinations throughout North America.

Steel Jupiter Steel Jupiter, a minority-owned, specialty coating manufacturer has leased a 13,000-square-foot facility in Sahuarita for its manufacturing, research and development facility.

The facility is expected to be operational by the end of 2022, initially creating 15 jobs in the community.

“Steel Jupiter’s mission is to help make indoor air as free from viruses as possible,” said Carlos Tellez, Chairman and President of Steel Jupiter. “Our product, developed by leading scientists, has the promise to significantly improve the effectiveness of HVAC filters and masks in filtering viruses from the air we breathe.

“The establishment of this new facility will have an economic impact of $27 million over the next five years,” said Joe Snell, President and CEO, Sun Corridor Inc. TuSimple TuSimple announced plans to add hundreds of jobs to its Tucson footprint, with an expansion of roughly 35,000 square feet of office, lab and warehouse space for continued technology development.

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billion with a successful initial public offering on the Nasdaq stock market. Prior to the IPO, TuSimple raised more than $600 million in private-equity investments, including a major stake owned by an affiliate of Chinese online giant Sina Corp.

TuSimple has been running paid loads from its Tucson test center since 2017, with a driver and engineer aboard as the company awaits regulatory approval for fully driverless operations, which it expects by 2024.

Walgreens/Village MD Walgreens and VillageMD announced plans to open eight new Village Medical at Walgreens coordinated primary care and pharmacy practices in the Tucson area in 2022. The openings represent expansion into the second major market in Arizona, following Phoenix, and add to the growing number of locations in the state.

Village Medical at Walgreens practices in the Tucson area will create 285 full-time jobs and employ 140 STEM (Science, Technology, Engineering, and Mathematics) professionals, such as physicians, nurse practitioners, and medical assistants.

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Cathy Casper, CFO

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Susan Dumon VP, Economic Development

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Daniela Gallagher VP, Economic Development

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Angela Kish Controller

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Skye Mendonca Corporate Administrator

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Jeff Powell Economic Development Coordinator

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Business Development Finance Corporation

Laura Shaw Senior VP

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Joe Snell President & CEO

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David Welsh Executive VP

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DPR Construction Freeport-McMoRan GEICO Hacienda Del Sol Resort Hughes Federal Credit Union Long Realty Nova Home Loans Terracon Trico Electric Cooperative Venture West, Inc. Visit Tucson Westland Resources

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