My background in marketing, particularly in B2B, has been essential preparation for this role. Economic development is, in many ways, a B2B function. We're marketing a product—our city and region—to a highly discerning audience: global companies, investors, and talent. The fundamentals of marketing apply directly understanding your audience, articulating your competitive advantage, and building sustained visibility across multiple channels.
Chicagoland's assets are highly competitive, and strategic marketing helps us highlight them. My job is to make sure we’re in the conversation by telling a clear, data-backed story about our talent, infrastructure, affordability, and innovation ecosystem.
More broadly, marketing has instilled in me a disciplined, metrics-driven mindset. I approach challenges by identifying friction points in the decision-making journey and designing communications and partnerships that move prospects from awareness to action. It’s about being proactive, not reactive—and making sure that companies, site selectors, and investors know why Chicagoland is not just a good option, but the best one.
As the Greater Chicagoland Economic Partnership (GCEP) enters year 3, what are its priorities?
Our top priority is positioning Greater Chicagoland as a unified, globally competitive super-region. The economic future of our region depends on collaboration, not competition, among counties. GCEP has created a foundation for aligning our strengths—urban and suburban, industrial and innovation-driven—into one cohesive, compelling narrative that resonates on the world stage.
We’re not just individual cities or counties—we’re a powerhouse region with global-class infrastructure, one of the most diverse and skilled workforces in the country, and unmatched logistics advantages. GCEP allows us to elevate that story and present it with one voice, especially when engaging national and international site selectors and investors.
As we move into year three, our priorities include deepening cross-county collaboration, strengthening data sharing and marketing strategies, and ensuring a seamless experience for companies considering our region. By leveraging our collective assets—from shovel-ready sites in Lake County to R&D powerhouses in Chicago—we can more effectively compete with global economic centers like New York, Toronto, London, and Singapore, and Seoul.
The goal is simple: when companies look to grow, we want them to see Chicagoland not as a collection of jurisdictions, but as a singular, strategic opportunity for long-term.
How are you working with regional partners to raise awareness of Chicagoland's assets?
Awareness-building is strongest when it’s unified—and that’s exactly what we’re achieving through the GCEP framework. Today, regional collaboration among economic development partners is more coordinated than ever. We’re actively aligning around shared messaging, conducting joint industry tours and site visits, and launching multi-county marketing campaigns to elevate Chicagoland’s position on the global economic map.
One of the region’s greatest competitive advantages is its diversity—not just in people, but in assets. We can showcase dense urban innovation corridors, advanced manufacturing hubs, R&D clusters, corporate headquarters, and shovel-ready greenfield sites, all within a single business day’s drive. This breadth allows us to meet the unique needs of global companies looking for scale, speed, and workforce access.
We’re also leaning into partnerships with higher education. Institutions like City Colleges of Chicago—and other colleges and universities in the region—are critical to building industry-aligned talent pipelines. These institutions are not just supplying talent; they’re co-designing solutions with employers to ensure Chicagoland remains future-ready.
By speaking with one voice, we’re amplifying the message: the Greater Chicagoland region is not only open for business—it’s built for what’s next.
