AZRE November/December 2025

CLASS ACTION

SHOUTOUTS

GIVING BACK: HBC Roofing has over 20 years of experience serving the greater Phoenix area. They are specialists in both residential and commercial roofing. (Photo provided by HBC Roofing)

HBC Roofing launches free roof repair initiative residents in need

HBC Roofing announced the start of its Phoenix Roof Rescue Initiative. The community program aims to assist homeowners in Phoenix and the East Valley with free roof repair if they are public servants or struggling to make ends meet.

HBC Roofing is committed to setting aside 3 percent of its total revenue every quarter to help local homeowners receive essential roof repairs, such as leak repair, rotten wood replacement, tile replacement, shingle replacement, debris removal, and other routine maintenance before they become repair emergencies.

The initiative focuses on minor roof repairs and basic roof maintenance, allowing HBC to maximize the number of residents helped each quarter.

HBC Roofing General Manager John Halliday initiated the program because he understands the importance of receiving help, and roof repair is the most effective way he can assist those in need.

“I have been blessed so much in my life, and I wouldn’t be where I am today without my community,” Halliday said. “I want to give back to people who need help because I needed help once.”

Members of the community are encouraged to nominate deserving individuals, such as public servants, the elderly, or young families who own their homes and could use a little help. To nominate a deserving homeowner, visithbcroofingaz.com/roofrescue-initiative/ and complete the form.

Roof rescue recipients will be selected every quarter, with the number of recipients varying depending on the amount of money raised each quarter and overall job costs.

President and CEO: Michael Atkinson

Vice President/Publisher: Amy Lindsey

EDITORIAL

Editor in chief: Michael Gossie

Associate editor: Kyle Backer

Staff writer: Lux Butler

Interns: Interns: Ashley Aros | Senna James

ART

Creative services manager: Bruce Andersen

Chief photographer: Mike Mertes

Graphic designer: Leslie Durazo

MARKETING/EVENTS

Marketing and events director: Jacque Duhame

OFFICE

Director of finance: Sara Fregapane

Operations coordinator: Michelle Zesati

Database solutions manager: Amanda Bruno

AZRE | PTK

Director of sales: Ann McSherry

AZ BUSINESS | AZ BUSINESS LEADERS

Sales manager: April Rice

Account executives: Tom Allen | Maria Hansen | Lula Hunteman

EXPERIENCE ARIZONA | PLAY BALL

Director of sales: David Harken

Account executive: Lisa Allen

RANKING ARIZONA

Director of sales: Sheri King

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FINDING THE RIGHT MIX IN REDEVELOPMENT TRENDSETTER

The Valley’s legacy malls, once fixtures of daily life, now feel more like nostalgic scenes from Bill & Ted’s Excellent Adventure than community hubs. As consumer preferences change, developers are bringing aging spaces into the 21st century as mixed-use marvels. At a recent Valley Partnership breakfast, panelists shared how restaurants, gathering spaces and the need for flexibility are shaping redevelopment.

Restaurants as anchors

“Even though we say live-work-play, it should actually start with play, because that’s what leads to the other elements,” says Jeff Moloznik, senior vice president of development at RED Development. Food and beverage concepts have

become the new anchors of mixeduse projects, replacing department stores. Restaurants not only draw consistent foot traffic but also provide the experiential element that makes surrounding retail and residential happen.

Placemaking requires people

“I’ve seen greatly designed places that are empty on Saturday nights. It really does come down to programming,” says Brandon Sobiech, principal and co-founder of Dig Studio. Gathering spaces are pillars of redevelopment success but having a calendar of reoccurring events such as yoga classes, farmers markets and live music create repeat visits and builds true community value.

Rising costs

“It’s extremely hard to build a budget, because you don’t want to kill a project by over forecasting, because it’s going to be another two years before we put shovels in the ground. But if you under budget, then you’re basically failing at your job. I try to be realistic and say the anticipated forecast is a 10-20% cost increase over two years, but this is the price tag of build out today,” explains Marji Aron, senior vice president of development at Fox Restaurant Concepts.

Factors such as tariffs, labor shortages and inflation make feasibility forecasting difficult. Effective developers must stay nimble and communicate with partners to keep projects on track — and profitable.

(Images licensed from ©Adobe Stock)

SUNSETTING SOLAR SUBSIDIES

Arizona’s clean energy economy, once supercharged by longterm federal tax incentives, now faces a sudden jolt. The One Big Beautiful Bill, signed on July 4, accelerates the expiration of these programs, ending the 30% residential solar tax credit after 2025 and phasing out key commercial incentives by 2027. At a recent Arizona Forward panel, industry leaders shared what this shift means for households, businesses, communities and Arizona’s clean energy future.

Residential solar market shock

“About 80% of the market was taking the 30% tax credit nationally… That specific item is going to be eliminated at the end of this year,” says Joy Seitz, CEO of American Solar & Roofing.

The immediate end of the 30% residential solar credit after 2025 will upend the number of homes installing solar. Without incentives, homeowners face steeper costs, potentially slowing installations dramatically and leaving leasing as the primary option — until those credits sunset in 2027.

Community and school budgets at risk

“In 2024, our solar projects saved schools and local governments $4.5 million in avoided energy costs alone,” says Alyce Neal, account manager at Veregy.

Tax credits have enabled K-12 districts and municipalities to stabilize rates, reduce utility costs, and reinvest savings into classrooms, water systems and local priorities. Their rollback jeopardizes rural and underserved communities most, where the savings push more participation.

Job losses and economic slowdown

“Modeling shows Arizona could lose 16,300 jobs by 2030, and over 24,400 by 2035,” Neal says.

Clean energy has been one of Arizona’s fastest-growing job sectors. Without tax credits, developers warn that projects will stall, new investments will shrink, and both direct solar jobs and indirect economic benefits, like construction and supply chain work, could be negatively affected.

EV infrastructure growth threatened

“Without funding and without access to capital, infrastructure becomes at risk for our communities,” says Antoine Mistico, head of strategy at BreatheEV.

The phaseout also curtails incentives for EV charging infrastructure. Without credits, costs rise for businesses and multifamily housing, slowing installation processes and weakening Arizona’s ability to meet consumer demand for clean transportation charging infrastructure.

OPTIMALLY BUILT

Optima McDowell Mountain offers sustainable luxury living

By KYLE BACKER

Located at the intersection of Scottdale Road and the Loop 101, Optima McDowell Mountain will bring world-class multifamily living to the growing North Scottsdale area. The project adds 1,330 units to the market across a half dozen eight-story towers — four offering luxury apartments and the remaining two dedicated to condominiums. Additionally, this mixed-use development includes 36,000 square feet of retail at build out and 14 acres of open space.

Residents will have access to gold standard amenities, such as a fitness center, indoor basketball court, pilates studio, movie theater, party room with a full kitchen, pet park and spa, two outdoor pickleball courts and more.

Thanks to an updated HVAC system with a smaller footprint, David Hovey Jr., president, COO and principal architect of Optima, explains that roof will be utilized for additional resort-style features, including a heated Olympic-length lap pool, spa, cold

plunge, sauna and walking track — complete with a panoramic vantage point of the surrounding beauty.

“We put planter boxes that slope down from the pool to the track. Without that, people would be looking at a handrail whenever they sat down,” he continues. “This way, your viewscape is opened up another 30 degrees — it’s pretty spectacular.”

Featuring Optima’s signature cascading vertical gardens, the six concrete-framed buildings were

“When sunlight hits the glass, it has a copper tone to it, but in the shade, it reflects a pinkish maroon color,” explains David Hovey Jr., president, COO and principal architect of Optima. (Photo by Michael Duerinckx)

designed to emulate the surrounding desert through its color selection and the site’s varied elevations are intended to mimic the shape of the McDowell Mountains in the distance.

A 10-acre courtyard will be accessible to the public, featuring indigenous landscaping, seating, fire pits, a recreation area and putting greens. When combined with the additional 4 acres of private areas, 75% of the development will be reserved for open space — providing a community asset

while reducing the heat island effect.

Encircling the project will be a 14-foot-wide bicycle and pedestrian trail approximately 3,150 feet long that culminates in a plaza connected to the project’s retail offerings along Scottsdale Road.

Hovey Jr. adds that this path was designed to integrate with the city’s Bicycle Master Plan, which already has more than 200 miles of existing bike lanes. The goal, he continues, is to be the catalyst for a “mini-Amsterdam,” where people can ride their bikes across the North Airpark subregion.

Just east of Optima McDowell Mountain, ASM is opening its new 250,000-square-foot North American headquarters, and Hovey Jr. says the company has agreed to continue the bike path through its site and hopes that it will be adopted throughout the entire area.

“We were lucky that right after we went under contract, Mayo Clinic announced their expansion, Banner Health and HonorHealth started bidding on land, and Axon located nearby too,” he continues. “It’ll be a totally different landscape here five years from now.”

Scenic and sustainable

Proposing any development in the Valley comes with concerns around water use, and Optima McDowell Mountain was no exception. When the project was going through the zoning and permitting process in 2022, Hovey Jr. felt like everything was going smoothly — until he started getting calls from councilmembers.

“The federal government had threatened to take Scottsdale down to a Tier 2b shortage,” he continues. “We thought all five votes were lined up, but water became a big political issue. People on the council told me, ‘David, we’re sorry, but it’s going to be hard voting yes for this project if we go into Tier 2b. How are we going to tell people they can only

water their lawns at certain times while approving all these new deals?’”

To better understand the amount of water the project would require, Optima analyzed the usage numbers at its Kierland property to establish a baseline. When factoring in irrigation, pools, common amenities and residences, the company found that each unit at the McDowell Mountain development will use one quarter of the water a singlefamily home consumes and half of what a typical multifamily apartment needs.

The project features an underground concreate vault that can capture and store approximately 210,000 gallons of rainwater — the largest privately-held harvesting system of its kind in the U.S. Those supplies can then be utilized for the landscaping, which when combined with the latest irrigation technology, helps keep Optima McDowell Mountain’s water demands low.

“We’re able to designate specific zones based on how much sun exposure there is, meaning we can have those areas get more or less water,” Hovey Jr. explains. “A lot of projects will have the irrigation system running whether it needs to be or not, and that has a huge effect on the amount of water used.”

What helped convince the city, Hovey Jr. continues, was Optima’s purchase and delivery of 2,750 acre-feet of water from SRP. According to the company’s calculations, that is a large enough supply to meet the development’s needs — with every unit occupied — for three decades.

“Scottsdale was very conservative with their numbers, and gave us credit for 15 years, but McDowell Mountain will have zero water burden for 30 years,” he concludes. “We’re also the first project in the city to be built under both the 2021 International Energy Conservation Code and 2021 International Green Construction Code. It’s the most sustainable community we’ve ever created.”

BIG DEALS

THE NINES AT KIERLAND: Fairfield Residential acquired The Nines at Kierland: North Scottsdale Apartments for $115,750,000 from an entity tracing to Sunroad Enterprises. (Provided photo)

LATITUDE 303 LOGISTICS: Exeter Property Group/EQT Exeter acquired Latitude 303 Logistics for $113,550,000 from Westport Capital Partners. (Photo provided by Butler Design Group)

5 biggest deals from August 5 biggest deals from September

1. LOST DUTCHMAN RV RESORT

Price: $117,500,000

Address: 400 N. Plaza Dr., Apache Junction

Property type: 732-space mobile home park (age-restricted 55+)

that was built in 1971 on 41.85 acres

Buyer: The Carlyle Group

Seller: William Corrigan

2. THE NINES AT KIERLAND

Price: $115,750,000

Address: 15608 N. 71st St., Scottsdale

Property type: 276-unit apartment complex

Buyer: Fairfield Residential

Seller: Sunroad Enterprises

3. VISTARA AT SAN TAN VILLAGE

Price: $115,250,000

Address: 1725 S. Coronado Rd., Gilbert

Property type: 366 unit, 3-story apartment complex

Buyer: Mesirow Financial

Seller: Blackstone

4. COUNTRY BROOK APARTMENTS

Price: $109,500,000

Address: 4909 W. Joshua Blvd. and 601 N. Rita Lane, Chandler

Property type: 396-unit apartment complex

Buyer: Covenant Capital Group

Seller: MG Properties

5. CACTUS MINE PROJECT

Price: $102,152,000

Address: Casa Grande

Property type: 2,047.79 acres of land in eight transactions totaling $102,152,000

Buyer: Arizona Sonoran Copper Company

Seller: Vestar Property Management

1. LATITUDE 303 LOGISTICS

Price: $113,550,000

Address: 16351-16555 W. Glendale Ave., Glendale

Property type: 906,607-square-foot industrial property

Buyer: Exeter Property Group

Seller: Westport Capital Partners

Broker: Cushman & Wakefield

2. THE PARK AT SURPRISE

Price: $69,000,000

Address: 14630 W. Parkwood Dr., Surprise

Property type: 155-unit independent living facility

Buyer: Ventas Inc.

Seller: Koelsch Senior Communities

3. INSPIRA ARROWHEAD

Price: $65,000,000

Address: 20240 N. 78th Ave., Glendale

Property type: 165-unit retirement community complex

Buyer: AEW Capital Management

Seller: Fortress Investment Group

4. 303 LOGISTICS - PHASE II

Price: $60,250,000

Address: 6701 N. Logistics Way, Glendale

Property type: 377,028-square-foot mega warehouse

Buyer: Cohen Asset Management

Seller: WM Grace Companies

Broker: JLL

5. 3450 SOUTH 59TH AVENUE

Price: $56,809,065

Address: 3450 S. 59th Ave., Phoenix

Property type: 99,470-square-foot cross-dock distribution facility

Buyer: Realterm

Seller: Exeter Property Group/EQT Exeter

BREAKING GROUND

MIXED-USE

LEGACY PARK

Developers: Vestar and Pacific Proving, LLC // Architect: MVE Architect

Location: Strategically located at the convergence of Mesa, Gilbert, and Queen Creek, within the city of Mesa, Legacy Park will introduce a dynamic urban core featuring lifestyle retail, luxury residences, Class A office, lush parks and recreation, and world-class hospitality, redefining sophisticated and high-quality mixed-use developments in Arizona.

Size: 300,000 square feet of upscale retail and restaurants; 2,500 contemporary multifamily residences; 600-room resort hotel developed by The Athens Group; and 3.4 million square feet of mid-rise office and corporate campus space. Start date: 2027 // Completion date: TBD

MIXED-USE THE RANCH

Developers: IndiCap, Colmena Group and Langley Properties

Architect: MVE Architect // Brokers: GPS Commercial Advisors is managing the leasing and sales of Harvest Village; Lee & Associates is leading the brokerage efforts for Corner Springs; JLL is managing the leasing efforts for the industrial portion of the project

Location: The Ranch spans over 295 acres along Power Road between Warner and Elliot Road and is set to become Gilbert’s largest mixed-use development.

Size: The project will integrate industrial, residential and commercial elements, alongside 18 acres of curated green space, lighted walking paths, seating, shade and social gathering areas that harmonize with the adjacent Morrison Ranch neighborhood. Start date: Fourth quarter of 2025 // Completion date: TBD

INDUSTRIAL CHANDLER INNOVATION PARK

Developer: DPC Companies

General contractor: Alcorn Construction

Broker: Lee & Associates Arizona

Location: Spread over 21 acres at the intersection of Arizona Avenue and Ryan Road in Chandler

Size: 327,776 square feet of industrial space across three Class A buildings, each with varying space options to suit different industrial demands

Start date: September 2025

Completion date: Second quarter of 2026

EXECUTIVE PROFILE

PRIME TIME

How Jesse Rozio founded a successful brokerage — all before turning 30

By KYLE BACKER

Building a career as a commercial real estate broker is no easy endeavor. It requires confidence, keen communication skills, market expertise and a willingness to do more than the competition. But the

rewards — not only financial, but the relationships created and the tangible impact made on the community — make the profession worth the work.

Just ask Jesse Rozio, founder and CEO of Ignite Commercial Real Estate, who earned his real estate license in high school and took a leap of faith nearly three years ago to start his own firm at 27 years old.

AZRE magazine sat down with Rozio to learn more about how he got into the industry, the challenges of entrepreneurship and what he’s learned during the early phase of his career. Responses have been edited for clarity and length.

AZRE: Was real estate always your plan considering you got licensed so young?

Jessie Rozio: My dad is an immigrant who came to the U.S. with nothing and didn’t speak any English. He made a life here but didn’t have a 401k or pension, so he started buying small residential properties to have something to retire on.

Because of that, real estate and financial security have always been linked in my mind. Even when I thought I’d be going to Wall Street after college, I was hoping to work with real estate somehow.

Honestly, I didn’t know much at all about the industry until my sister introduced me to her friend who was very successful in the business.

He brought me on the summer after graduation to see if I liked the the work. We clicked, and after a few weeks, I knew I wanted to stay in commercial real estate.

AZRE: A couple years pass and you’re starting Ignite Real Estate. Did you always want to be an entrepreneur?

JR: It’s been in the back of my mind for a long time, but it’s funny because my wife didn’t know that was my aspiration. But after I left my previous company, I was faced with the decision of trying to become a partner at another firm or starting my own. And that’s how Ignite came to be.

AZRE: Are the realities of being a business owner different than what you envisioned?

JR: It has been harder than you can imagine. I didn’t know how the marketplace was going to respond to a 20-something starting his own shop in an industry crowded with seasoned superstars. Not only that, but it wasn't like starting a business was something I had been concocting for years and had a gameplan for. But an opportunity happened to present itself and I took it. In the beginning, it was really challenging because I had to wear so many hats. I was the accountant, marketing guy, deal maker — I was doing everything. I gave up time with friends and family, the gym and sleep because I had to invest it all into the business. But two and half years later, I’m pinching myself because of how well it’s going.

AZRE: You mentioned in an earlier conversation that you’ll be turning 30 this Thanksgiving. Any thoughts you’d like to share as you wrap up this opening chapter?

JR: The first decade of my career was successful and I learned a lot. But now that I’ve put in my 10,000 hours to refine my skills, I really know what I’m doing. For me, the next 10 years and beyond will be like an athlete entering their prime.

DEADLINE DECEMBER 28, 2025 The Real Estate and Development (RED) Awards — which are considered the Academy of Awards of Arizona’s commercial real estate industry — honor the year’s top architects, contractors, developers, and projects.

AFTER HOURS

HIGH RISE

How Randy Bailin got himself on the road to recovery and roofing success

By AZRE magazine

According to the Substance Abuse and Mental Health Services

Administration, more than 50 million American adults consider themselves to be in recovery from substance use. Despite this astronomical figure, however, those in recovery are often quiet about their journey, especially on the job, for fear it will cloud others’ view of their skill and/or professionalism.

“If you told me 10 years ago that I would be openly sharing my story with anyone, let alone clients and colleagues, I wouldn’t believe you,” says Randy Bailin, project manager and roofing systems specialist at Valley Roofing & Repair, a locally owned leader in residential and commercial roofing restoration, repair and replacement.

After losing his father at just 16 years old, Bailin struggled with substance use during and after college, managing to build a successful career in both sales and fitness despite his use becoming a bigger and bigger issue.

It was not until the pandemic, and all of the solitary time it provided (wanted and otherwise), that Bailin hit a crossroads.

Burned out and over the high, Bailin got himself professional help, going so far as to leave his career to focus on recovery full time. By 2022, Bailin was working at a treatment center, helping others and speaking out about recovery in small group settings. He reconnected with old friends as well, one of whom worked in roofing.

“Not many know this, but the roofing industry has several individuals — amazingly talented people — who are in recovery,” Bailin says. “Within many sectors of business, publicly admitting addiction and addressing mental health is still taboo, especially among men, but not

within roofing, which I found unbelievably refreshing.”

As he learned more, he was intrigued by the concept of a career where one actually got high — on rooftops — and decided to make a complete 180-degree turn in his career.

“I began in sales for the industry in 2022 and have not looked back,” Bailin notes, who joined long-time friends at local startup Valley Roofing & Repair earlier this year. Within its first months of operation, the company experienced exponential growth, exceeding $3.2 million in revenue in its first 120 days and expanding to more than a dozen team members while launching a charitable arm and successfully navigating over 100 clients through the 2025 monsoon season.

“I’ve not only been surprised by the camaraderie within the company, but in hearing many of our customers’ similar stories of recovery — either of themselves or those in their family — when they feel in a safe space to share,” Bailin says, who has earned the nickname “Randy the Roofer” around town for his affable personality and construction prowess. “There are a lot of us out here working hard on our second chance, and we take away the addiction’s power over us the more we collectively share our stories without fear of judgment or loss of our reputation.”

So, what’s next for Bailin?

“Continuing getting high, of course, but in a good way this time,” Bailin concludes. “Valley Roofing & Repair is ready to disrupt the industry, one roof and leader in recovery at a time.”

For more information, visitvalleyroofingandrepair.com.

RISING UP: Randy Bailin has earned the nickname “Randy the Roofer” around town for his affable personality and construction prowess. (Photo by Mike Mertes, AZRE, a publication of AZ Big Media)

Valley

CHECKING THE PULSE

Why medical office properties are rising — even under economic pressure

By LUX BUTLER

Arizona’s rapid population growth is reshaping the healthcare real estate market, bringing both opportunity and strain. As new communities take root across the Valley, providers and developers are being asked to deliver care in ways that are more convenient, cost-effective and patient-centered.

Two themes dominate the conversation in 2025: the shift toward outpatient and community-based care, and the mounting financial and logistical hurdles that come with developing new facilities.

For professionals in the field, each new deal carries both excitement

and caution. Expanding access to healthcare outside of the traditional hospital setting is seen as essential for meeting patient needs, yet construction delays, cost overruns and financing challenges often stand in the way.

Perry Gabuzzi, senior vice president with Kidder Mathews, says, “New home developments means medical office is stretching out to accommodate those communities. And I think we’ll continue to see that.”

A shift in care

Comfort and affordability are the new goals of Valley healthcare

providers. For decades doctors’ offices, surgery centers and hospitals were all synonymous. This environment is not only more difficult for patients to rest and recover in but also limited space and mobility.

Today, healthcare providers are meeting their patients’ needs by building spaces outside of the traditional hospital setting to ensure more personalized, community-based care.

“Patients don’t really love to go to a hospital campus for everyday patient care,” Gabuzzi says. “If you’re just walking around and you’ve got a regular checkup, you want to do that in

a location that’s closest to home and easy to park at. That’s why we’ve seen a push to more care in the outpatient settings.”

Expanding surgery centers outside of the hospital structure is beneficial for patients but also an economic boost to the communities they care for. New homes filled with new residents lead to new doctors’ offices, and in turn new investments.

“That trend started about 10 years ago,” explains Philip Wurth, senior vice president at CBRE, specializing in healthcare and life sciences properties.

“Banner was the very first hospital system to do their regional clinics, where they were bringing the medical

services to the patients. Everyone else has jumped on board, including private physicians. And then with recent policy changes continuing to incentivize outpatient services, you’re seeing more demand for those ambulatory surgical centers outside of hospital campuses.”

Experts say ambulatory surgery centers (ASCs) are one of the most significant growth areas in healthcare real estate. Once considered a niche option, ASCs allow providers to perform procedures in specialized, outpatientfocused environments that are designed to be easier to access and less costly to build than full-scale hospitals.

Vince Femiano, managing director of

Transwestern’s healthcare advisory team, says, “ASCs are back. Physicians are starting to team up with private equity, and there’s a new infusion of funds in the marketplace, so specialty doctors are starting to get more bullish and looking to open their own ASCs in connection with large groups.”

Part of this momentum is being fueled by private equity groups, which see ASCs as an attractive investment opportunity. By teaming up with specialty physicians and established operators, such as national surgery center networks, these investors are injecting the capital needed to expand rapidly across high-growth markets.

MEDICAL MASTERPLAN: Part of the larger One Scottsdale mixed-use development, the 101,136-square-foot, two-story One Scottsdale Medical project was 90% preleased by its completion by three prominent healthcare providers: City of Hope, Exalt Health and Craft Health. (Provided photo)

HEALTHCARE UPDATE

GROWING PAINS: To address the need for additional healthcare capacity in Pinal County, Terraza Medical Village will bring five medical office buildings totaling 100,000 square feet. The $45 million campus will be located in San Tan Valley and anchored by Tri-City Cardiology. (Provided photo)

The combination of physician expertise and investor backing is creating an ecosystem where ASCs can thrive, offering patients a streamlined experience while generating strong returns for stakeholders.

For patients, the benefits are equally clear. The traditional hospital remains the most expensive site of care, in terms of both operating costs and patient expense. On the other hand, ASCs provide a lower-cost alternative that doesn’t sacrifice quality. This model not only improves affordability but also aligns with shifting consumer expectations for more convenient, patient-centered healthcare.

“The highest cost to deliver healthcare is in the hospital,” says Julie Johnson, an executive vice president

with Colliers. “People are trying to keep patients out of the hospital and care for them in lower-cost settings such as ambulatory surgery centers.

As more and more surgeries can be done outpatient, it’s less costly, and the patient gets to go home at night and doesn’t have to be in a hospital, which might not be as comfortable.”

Rising costs

While the goal of a more convenient and economical healthcare system is honorable, the logistics of establishing new systems in new settings comes with their own hurdles.

In any facet of real estate in 2025, the greatest obstacle developers and brokers must tackle is the rising cost of materials coupled with a continuing

shortage in skilled construction professionals. Contractors report material costs climbing by as much as 80% on essentials like fuel, asphalt and steel, while labor expenses have risen over 20% in just two years, forcing projects to be booked further in advance and often delayed due to manpower shortages.

For many commercial real estate professionals, the timeline alone makes ground-up projects difficult to justify.

“Building a new building can take two years plus, depending on zoning and other factors, but redeveloping a building can be done a lot quicker,” Gabuzzi says, who points out that repurposing existing structures can also reduce rental rate gaps, making projects more financially viable.

HEALTHCARE UPDATE

“

Smaller practices and independent physicians often find themselves priced out, as only organizations with significant resources can absorb the cost burdens tied to modern construction.

”

The steep rise in construction costs and financing challenges has dramatically slowed the pace of new healthcare real estate development. With debt and equity harder to secure and material and labor costs steadily climbing, many developers are shifting focus away from ambitious ground-up projects.

Instead, they are leaning more heavily on leasing within existing buildings, a trend that keeps healthcare services expanding but without the pipeline of fresh facilities that are expected in a fast-growing market.

As Johnson explains, “There’s been very little development being done because of the high cost of construction and high cost of capital and unavailability of debt and equity.

Since there’s not a lot of new activity, that has spurred more leasing in the existing medical office buildings that we have.”

The few new projects that do break ground are dominated by hospital systems and large investmentbacked groups. Smaller practices and independent physicians often find themselves priced out, as only organizations with significant resources can absorb the cost burdens tied to modern construction.

As Kevin Smigiel, vice president of Transwestern Phoenix healthcare advisory service team, points out, “There’s been maybe four medical offices to have truly come out of the ground in the last two years. Most of them are all anchored by a hospital.

With construction costs through the roof right now, our first preference is to find something that can be readily repositioned into a medical building.”

Combined, these dynamics make a commercial real estate market where adaptation is key. With traditional development slowed by cost barriers, healthcare real estate is leaning more heavily on creative reuse, strategic partnerships and hospital-backed projects to meet demand. While this limits the flexibility smaller providers once had, it underscores a broader truth: delivering healthcare in Arizona’s booming communities will increasingly depend on collaboration and resourcefulness in the face of economic pressure.

Perry Gabuzzi

Phillip Wurth Vince Femiano Julie Johnson Kevin Smigiel

HEALTHCARE UPDATE

SHOT IN THE ARM

Here are the trends to watch in Arizona healthcare development in 2026

By MICHAEL GOSSIE

If you ask healthcare leaders in Arizona’s commercial real estate sector, they will tell you the healthcare industry will continue to evolve in 2026, but that evolution will bring incredible opportunities.

“Rising costs and workforce challenges remind us how vital innovation and collaboration are to building a stronger system,” says Angie Schmidt, CEO of SDB, who was named to Az Business magazine’s Who’s Who in Arizona Healthcare for 2026 list. “Technology and AI are reshaping how care is delivered, while equity and access guide every decision. At SDB, we’re proud to build spaces that do more than meet today’s needs — they inspire hope, support healing, and create environments where people and communities can truly thrive.”

Julie Johnson, executive vice president at Colliers and an industry leader in providing comprehensive healthcare, life sciences and senior housing real estate services throughout Metro Phoenix, says the aging population is creating additional needs for healthcare along with senior housing.

“In addition, continued population growth in the Phoenix metro area

creates the need for more healthcare services from hospitals to medical outpatient buildings,” says Johnson, also named to Az Business magazine’s Who’s Who in Arizona Healthcare for 2026 list. “Outpatient care is a growing segment of providing healthcare and there will be more development of these facilities. Surgery centers, primary care networks, urgent care, telehealth and other healthcare services that make healthcare more accessible and affordable to the population to keep them healthy aligns with prevention, wellness and chronic disease management.”

Michael Dolan, a principal at FFKR Architects, says the key trend for 2026 will continue to be the rapid, necessary shifting towards a more human experience in healthcare.

“I believe that the most profound development continuing to gain momentum is the normalization of mental health as a core component of overall health,” says Dolan, also named to Az Business magazine’s Who’s Who in Arizona Healthcare for 2026 list. “We are recognizing that behavioral healthcare isn’t for ‘others,’ but for ‘us.’ This greatly reduces stigma and allows behavioral

health services to be integrated into every setting, from primary care clinics to emergency departments. Future-forward design will ensure that all facilities actively promote dignity, comfort and seamless access — reinforcing the critical message that mental health treatment is simply healthcare.”

Looking ahead, Schmidt says future leaders in Arizona’s healthcare real estate sector must be visionary, adaptable, and grounded in purpose.

“The industry is changing rapidly,” she says. “Technology, costs and patient expectations are transforming what care looks like. Leaders must embrace innovation without losing sight of compassion and community. Collaboration is key — bringing together clinical, operational and design perspectives to create solutions that truly serve people. They’ll need to think beyond walls and facilities, understanding that healthcare happens everywhere — in neighborhoods, workplaces, and everyday life. The best leaders will combine strategic thinking with empathy, balancing data-driven decisions with a deep respect for the human experience.”

Michael Dolan Julie Johnson Angie Schmidt

BUILDING CAREERS

West-MEC expands career and technical education access with new projects

By SENNA JAMES

In February, West-MEC — a public high school program for students interested in hands-on career and technical education — began work on its new Southeast Campus and recently completed an expansion of its Northeast Campus. With the new developments underway, more programs and opportunities are being added to help students find a way into the workforce.

“The equipment that we have in most of our facilities is driven by business and industry, because we

want to make sure that the tools mirror what students will see in the actual workplace,” explains West-MEC Superintendent Scott Spurgeon.

Southeast Campus

Located at W. 93rd Avenue and Osborn Road, West-MEC’s Southeast Campus will be the district’s fifth and largest campus. The multi-phase project is being built by CHASSE Building Team with DLR Group as the architect. Phase one will include 50,000 square feet of educational space

and six different programs that center on medical assisting, physical therapy, IT security, advanced manufacturing and welding.

The first phase is slated to finish in summer 2026, however, finishing the project requires the passage of Prop 403, a bond on the Nov. 4 ballot. If successful, the $415 million bond would help fund phase two and other future West-MEC projects.

Through the district’s partnerships with companies such as Amazon, TSMC, Amkor, Gatorade and Nestlé, West-MEC

shapes its programs to meet the needs of industry. According to Spurgeon, nearly 400 companies host West-MEC students for work-based learning each spring semester.

The location of a campus also informs what is offered to students. For example, the Southeast Campus is across the street from Banner Estrella Medical Center, allowing learners to access services that are involved in their career pathways.

“The closer in proximity students are to internships, externships, apprenticeships or pre-apprenticeships,

the easier it is for them to get to those locations,” Spurgeon says. “So, there are many factors that drive where we place campuses, but a lot of it is based on industry needs, workforce development demands and student interest.”

Since West-MEC campuses are built for hands-on learning rather than a standard high school with a cafeteria and a gym, it is essential that each lab and classroom is designed around specific program requirements.

With the CTE world being constantly changing, DLR Group worked to make

the Southeast Campus flexible to accommodate shifts in programming.

“I remember when we worked on the Southwest Campus, we deliberately built that in phases,” explains Katrina Leach, the principal and project manager of DLR Group. “We designed it so a lab could be a health science lab, but when they built the next phase it turned into an electrical lab.”

Another significant design choice for the campus is the glass-partitioned walls. Prior to construction, DLR Group went to West-MEC students to ask what was missing from the school, discovering that they wished to see more of one another throughout the school grounds, Leach explains.

“The transparency really gives the opportunity for collaboration, seeing the projects that are going on, inspiring curiosity and allowing people to move freely throughout the building,” Leach continues. “That’ll be a great opportunity for showcases and displays, and more interaction between the different programs.”

Northeast Campus

Most recently, West-MEC finished its $13.5 million expansion of the Northeast Campus — which sits right next to Phoenix Deer Valley Airport — adding a 16,500-square-foot advanced manufacturing and welding building and a 2,000-square-foot electrical vehicle bay.

The decision to expand the campus was due to the growth of the semiconductor industry and the increasing waitlist for the welding program. Spurgeon explains West-MEC normally has a backlog of 300 to 500 students for welding programs each year.

“We were looking at the potential for TSMC to also use our facilities in the evening to upskill or do other types of professional development,” he continues. “The Northeast Campus is in the perfect location for that.”

LEARN TO EARN: West-MEC broke ground on its Southeast Campus in 2025, offering high school students in the West Valley opportunities to earn certifications that lead to high-paying jobs — all before graduation. (Rendering provided by West-MEC)

EDUCATION UPDATE

The expansion was constructed by McCarthy Building Companies and designed by Grace Design Studios. Because the campus was active during the 10 months of construction and is near an airport, McCarthy had to plan extensively to mitigate possible disruptions.

“We made the decision not to bring any cranes on site, which is really unique for any type of building,” explains Matt Lyons, the business unit leader for McCarthy’s education team.

A unique element of the project was the clean oom within the advanced manufacturing and welding building. Lyons says it was the firm’s first time building one within a school setting.

“Anytime you’re dealing with a cleanroom, the biggest challenge is keeping all the dirt and debris away from the various systems,” Lyons says. “The air changes that need to happen inside of a cleanroom are pretty intense.”

Other additions included 25 individual welding booths with a specialized exhaust system, and an exterior welding yard with sandblasting and plasma cutting stations.

“We just couldn’t be more excited and blessed with the number of partnerships and great relationships we have,” Spurgeon says. “We’re thankful to be part of the great things happening in the West Valley.”

Scott Spurgeon Katrina Leach Matt Lyons

FASTER WAY FORWARD: Unlike traditional high schools, West-MEC’s campuses feature lab environments stocked with industry-standard tools and equipment, providing students with real-world experience for their future careers.

(Photo courtesy of West-MEC)

EDUCATION UPDATE

TRAINING TALENT

Why Suntec Concrete is investing in their own

By STACEY HERSHAUER

Workforce development remains a top priority for the construction industry, with companies struggling to attract new employees as seasoned veterans settle into retirement. Educational institutions such as West-MEC, EVIT and the state’s community colleges are helping create a talent pipeline, but more businesses are launching in-house initiatives to meet their pressing labor needs.

AZRE magazine sat down with Carlos Juarez, chief people officer at Suntec Concrete, to learn more about Suntec University and why the company chose to roll it out. The following responses have been edited for clarity and length.

AZRE: Suntec University feels like more than a professional development initiative. What inspired its creation?

Carlos Juarez: Suntec University was inspired by our belief in every employee’s potential. It reflects our company’s commitment to support, empower and create opportunity for all. It is also a structured, intentional extension of that belief, creating space for vulnerability and real development. It’s a way to live out our culture by giving every employee the tools and confidence to grow not just in their careers, but in every part of their life.

AZRE: Is this part of a broader shift in the construction industry, where a company’s competitive edge comes from training as much as it does tools?

CJ: Absolutely — and in today’s market that is essential. The construction

industry is highly competitive when it comes to attracting and retaining talent. We are all competing for the same workforce, and what sets companies apart today is how well they invest in and develop their people.

If we want to build and keep an exceptional team, we can’t rely on hiring alone. Suntec University creates an environment of opportunity that not only attracts new talent but also inspires them to stay, grow and build our future leadership team. For us, it’s about purpose. Unlocking individual and team potential is how we create lasting impact and a true competitive advantage.

AZRE: In what ways does Suntec University empower its team members to become leaders, both professionally and personally?

CJ: Suntec University helps its students see leadership as a mindset, not a job title. Whether they’re working as part of a team, leading a crew, supporting their family or giving back to their community, this program equips them with practical tools so that they can do all of those things with confidence and purpose.

AZRE: What kind of feedback have you received from employees so far — has anything surprised you?

CJ: We were optimistic and believed in this program, but the level of enthusiasm and engagement we’ve seen from our team has truly surpassed our expectations. Enrollment is ultimately based on

supervisor recommendations, but it’s often driven by employee interest.

The demand to be a part of Suntec University is so high that we’ve had employees seek out their supervisors to get those recommendations or even ask to be placed on a waiting list. That resonates with me. It shows we’re truly listening and responding to the fact that our teams value growth and actively seek opportunities to improve both at work and in life.

One employee used this opportunity to set an example for their children, showing their commitment to working all day while also attending class and completing homework. Another employee shared with me how they are more confident to speak in front of others both at work and home, and how Suntec University will provide a better opportunity to get promoted.

AZRE: What’s your long-term vision for Suntec University?

CJ: The sky’s the limit. Although Arizona is where we started, we operate across multiple states and are working to expand Suntec University so that all Suntec employees have the same opportunity to participate. We have a vision to expand into the community as well, potentially through schools and mentorship programs. I expect Suntec University will become a catalyst for workforce development, elevating the standard for what training can mean in this industry.

SHIFTING GROUND

How land use patterns are changing

in Arizona

By KYLE BACKER

Industry-leading companies continue to choose Arizona as a worthwhile place to operate, creating new jobs and diversifying the state’s economy. These substantial investments act as a vote of confidence, making the market more tempting for other businesses. Arizona can capitalize on this surging interest thanks to having an abundance of the one resource nobody can make more of — land. Even with this natural bounty, where and how land is being developed is changing across the state.

Greater Phoenix has long been an attractive place for newcomers, but the trend of where exactly they’re moving

to is evolving. According to Greg Vogel, founder and chairman of Land Advisors Organization (LAO), more than half of the population growth will occur in the West Valley.

This subregion is not only less built out than the East Valley, but it has recently added a slew of top-tier employers. According to LAO, TSMC, Microsoft, Amkor Technology, Amazon and Apple constitute around $175 billion in investment and will create more than 17,000 jobs by 2028.

“What we’ve created here has been coined the Silicon Desert, and we expect more investment to occur,” Vogel says. “It has become global news.”

These employees will need places to live, and homebuilders are trying to get out ahead of the demand. Vogel notes that within the last 12 months, 53% of all single-family permits in Greater Phoenix have been issued in the West Valley, up from 38% in 2010.

“We could end up hitting boundaries like the Gila River Indian Community, large regional parks and state land that will guide the future of development,” Vogel says.

Another bellwether for growth patterns is the number of finished lots on the market. Data from LAO shows that the Northwest Valley currently has 8,896 vacant lots available and the

Southwest Valley has 8,761. Dividing the number of lots by the quantity of permits pulled in the last year shows how many months it will take to utilize that available land.

Using this equation shows that the Northwest Valley has 22.8 months of supply, and the Southwest Valley has 17.8, with anything between 18 and 22 months constituting a balanced market, Vogel explains.

“We’re at balance, but that’s with fewer permits being pulled in this recent slowdown, so the denominator effect is expanding what was a supply in the lower teens,” he continues. “We expect supply to contract again.”

When looking at the sum of all land transactions in Greater Phoenix and Pinal County over the last year, the West Valley captured 53% of all sales. Within that market share, Vogel notes that 43% of dollars spent was for industrial and data center projects, “which we’ve never seen the likes of before.”

Desert dwellers

With the influx of new employers into Arizona, demand for housing has outpaced supply, prompting the state’s lawmakers to address the issue on multiple fronts.

“The Axon legislation, for example, allows for residential as a matter of right

in certain circumstances when you have an international headquarters employing more than 1,000 people,” explains Larry Lazarus, president of Lazarus & Silvyn.

Other bills have been adopted to create more housing, such as allowing for the construction of accessory dwelling units at single-family residences without approvals and missing middle legislation requiring cities of 75,000 population or more to allow for duplexes, triplexes, fourplexes and townhomes within one mile of the central business district without having to go through the entitlement process.

That said, Lazarus notes that there has been significant pushback to these

(Image licensed from ©Adobe Stock)

LAND UPDATE

LIVELY EPICENTER: Keri Silvyn, partner at Lazarus & Silvyn, used to have an office in Downtown Tucson — an area, she says, that used to become a ghost town after 5 p.m. “If I was there late for work, I couldn’t find anything to eat,” she continues. “Residential didn’t exist before — now there are three or four apartment complexes. And it hasn’t taken that long in the context of development for all this to happen.” (Image licensed from ©Adobe Stock)

measures both from residents and vested interest groups, such as the outcry from historic neighborhoods regarding the potential of multifamily projects being built nearby.

“The City of Scottsdale had a referendum following the Axon project’s approval, after which the legislation was passed to allow this to occur because it’s a major employment opportunity,” Lazarus says. “Now, there’s a potential lawsuit against that legislation from interest groups and neighborhoods that don’t want apartments near them.”

The goals of protecting existing neighborhoods and growing the community are often similar, Lazarus adds, even if they see the issue through different lenses. The vibrant, growing areas of the state needs housing — of all kinds — the most.

“Without it, you start to have a homelessness problem, which affects not only the neighbors but the likelihood of a business coming to the community,” he continues.

Water worries

Arizona has ample land to support continued expansion, but that is not the only natural resource needed. The availability of water is a perennial issue

in the desert, which is why state law mandates that home developers in the Valley must prove there is enough water to sustain a project for 100 years.

Tom Buschatzke, director of the Arizona Department of Water Resources (ADWR), explains that the groundwater model used by the agency shows that all supplies have been designated for the next 100 years.

To help growth continue, ADWR established the Alternative Path to Designation of Assured Water Supply (ADAWS) regulation, which allows developers to secure an allotment of groundwater with the stipulation of requiring them to acquire an additional 25% of renewable non-groundwater supplies as an offset.

“If we were to allocate new water, it would suck water away from people who already have it,” Buschatzke continues. “[ADAWS] is much sounder water policy, allowing for more sustainable growth and is cheaper than requiring [developers] to go out and find 100% renewable non-groundwater supplies.”

Not everyone agrees with Buschatzke, which is why the Arizona House of Representatives, in partnership with the Home Builders Association of Central Arizona

(HBACA) and the Arizona Senate, filed a lawsuit against ADWR over the program, alleging it is an “unlawful groundwater tax.”

Andrew Gould, an attorney representing HBACA, argues that the ADAWS path requires developers to secure 33.3% more water than necessary, the cost of which would be passed to home purchasers, impacting affordability. Because of the additional stipulations, Gould says that ADAWS unlawfully changes statutory language to require developers to cover the historical uses of others.

“Let’s say there’s a developer who wants to secure 150 acre-feet of water for a subdivision,” he explains. “Under this new rule, they have to take not only 150 acre-feet for their use, but another 25% for other uses, meaning they have to come up with 200 acrefeet. That amounts to four thirds, or 33%.”

Buschatzke denies that the rule requires developers to pay for the water uses of others, adding that ADAWS allocates new groundwater even though a physical availability test cannot be met, meaning that the shortfall must be made up on the back end.

“We are always confident that our analysis of the law and that the technical pieces attached to the implementation of a rule are defensible in the courtroom. We don’t just go about willy nilly saying, ‘Let’s take a shot and maybe lose in front of a judge,’” he continues. “We painstakingly go through the process so that we’re comfortable defending the decision if and when a lawsuit occurs.”

A better use

Even though Arizona is a large state, some of the highest populated areas have the least amount of vacant land. But as consumer preferences and market dynamics change, there are opportunities to repurpose existing parcels and generate greater value to the community.

Keri Silvyn, partner at Lazarus & Silvyn, explains that there are

LAND UPDATE

shopping malls in Phoenix and Southern Arizona that are ripe for adaptive reuse thanks to the rise of online retailers.

“These malls are generally located along major arterials,” she continues, “and their parking lots were designed for the holidays when they are full. But the rest of year they sit empty, which isn’t the most environmentally sensitive way to build.”

These factors have led developers to rethink these spaces, often as mixeduse projects. Silvyn notes that the demand is coming from both younger and older generations who crave the convenience of working, living and having dining options all in close proximity.

The Foothills Mall in Tucson, for example, is being reconfigured into a high-density urban village with retail, entertainment, office, multifamily and a hotel.

“The property is uniquely situated since the two roadways [Ina Road and La Cholla Boulevard] are elevated, so my client was able to get approval for up to 10 stories,” Silvyn says. “That’s a significant amount of height outside of Downtown Tucson.”

One of the hurdles for adaptive reuse ties back to parking. Silvyn explains that nearby existing businesses want to ensure there is enough space for their own shops, and untangling these cross-parking easements can be an impediment.

Rory Juneman, partner with Lazarus & Silvyn, adds that completing the entitlement process for these types of projects is still difficult, even with a growing acknowledgement of unit scarcity from the community and elected officials.

“There are a lot of people who understand that we need more housing and believe mixed-use development is what we should aspire to,” he continues. “It’s becoming easier to get approvals when mixed-use components are added.”

The desire for density is often paired with residents wanting to be closer to other cultural amenities, leading to more infill development across the state. In Tucson, Silvyn says this type of growth is flourishing in the downtown area thanks in part to the Rio Nuevo tax increment financing district.

“It was originally set up to be managed under a municipal paradigm, but in 2009 the state legislature reconfigured the governance structure,” she continues. “It’s still a public entity, but it is run by appointees — predominately business folks — from the governor, speaker of the house and the president of the senate.”

Today, Rio Nuevo invests in projects that encourage the private sector to locate in Downtown Tucson, raising tax revenue and revitalizing the district.

Silvyn, who used to have an office in the area, says that downtown would become a ghost town after 5 p.m.

“If I was there late for work, I couldn’t find anything to eat,” she recalls.

“Residential didn’t exist before — now there are three or four apartment complexes. And it hasn’t taken that long in the context of development for all this to happen.”

Greg Vogel Rory Juneman Larry Lazarus Keri Silvyn

Tom Buschatzke

NEW USE: The former Foothills Mall in Tucson is being redeveloped into a mixed-use urban village called Uptown. At full build out, Uptown will total 2 million square feet, including 800 residential units, 400 hotel rooms, 25 dining concepts and more. (Photo courtesy of Bourn Companies and HawkView Aerial Solutions)

CRE GIVES CRE GIVES BACK

How the industry invests in the community

By ASHLEY AROS

The commercial real estate sector doesn’t just develop projects or create economic impact. It also supports organizations and individuals in need through volunteering, holding special events and donations. On the following pages, see how the industry gives back to the community to build a stronger, more resilient region. All photos were provided to AZRE magazine.

CRE GIVES

Cannon & Wendt Electric

One of the largest electrical subcontractors in the Valley, Cannon & Wendt partners with countless local charitable organizations, including the 100 Club of Arizona, St. Vincent de Paul, the Arizona Humane Society, Phoenix Children’s Big Dig for Kids, Ace Mentorship Program and more. One of the company’s largest contributions takes place in January every year when it hosts its Supporting Our Heroes Park Day, with all earnings going directly to the 100 Club of Arizona. This family event includes bounce houses, face painting, K-9 demonstrations, raffles and a check presentation to benefit the 100 Club of Arizona. Last year Cannon & Wendt raised $63,672 alone and had a grand total of over $113,000 thanks to Wallcon’s contributions.

Estrella and Harvard Investments

In 2024, Estrella and Harvard Investments participated in the West Valley Heart Walk and raised $20,525 for heart disease research, making Estrella one of the top contributors out of 70 participating companies, with Harvard Investments President Tim Brislin personally raising $7,304 for the cause. The firm also volunteered for Valley Partnership’s Community Project benefitting the Sojourner Center, one of the nation’s largest shelters for victims of domestic violence and human trafficking. Looking forward, Estrella will host the inaugural American Heart Association CycleNation Arizona event on Saturday, May 9, 2026.

Ganem Construction

The company is entering its third year of partnership with Amanda’s Hope, a nonprofit that assists children battling cancer and their families through programs including Comfycozy’s for Chemo, financial aid and emotional support. Every holiday season, Ganem Construction organizes a large Christmas giving drive, collecting toys, gifts and funds to spread joy. Ganem also supports the Saguaros and the EC70 group, along with local cancer-related organizations. Additionally, the company works with Child Crisis Arizona to provide much-needed resources to vulnerable children and families.

CRE GIVES

Land Advisors Organization

This April, Max Xander, an advisor with LAO, held his fourth annual Triple Crown event, where he and a friend participate in multiple outdoor activities such as mountain biking in Sedona, skiing at Snowbowl, golfing nine holes at Grass Clippings Rolling Hills, shooting at Ben Avery Shooting Range and wake surfing at Lake Pleasant. Created by Xander, the Triple Crown benefits the Arizona Humane Society, an organization dedicated to rescuing and caring for animals. The team’s fundraising goal was $10,000, and they invited anyone interested to contribute via their GoFundMe page.

“Now we include more activities and support an impactful Arizona charity, thanks to donations from our family, friends and colleagues,” Xander explains. “It has been a rewarding way to celebrate life in Arizona, share a message that each day matters and support an incredible charity.”

LGE Design Build and Creation Equity

The David R. Sellers Foundation is the nonprofit branch of LGE Design Build and Creation Equity, having contributed more than $850,000 to nonprofit organizations across Arizona and Texas. The foundation mainly supports causes that give access to education for underprivileged children, fund medical research and treatment programs, and invest in community development. It also supports local nonprofits serving those in need such as the Society of St. Vincent de Paul, Ryan House, Junior Achievement of Arizona, Maggie’s Place and the Arizona Cancer Foundation for Children, along with food and shelter programs, and holiday and back-to-school drives through organizations such as St. Mary’s Food Bank, Hope Kids and Toys for Tots.

MC Companies

Sharing the Good Life Foundation is MC Companies’ philanthropy arm. This foundation focuses on fighting hunger, supporting families and strengthening neighborhoods. On September 10, 2025, employees from Arizona, Nevada and Texas participated in its 4th annual Volunteer Day, dedicated to fighting hunger and helping local food banks. This year’s efforts provided tens of thousands of meals to families, seniors and children in need.

“It’s incredible to see our teams come together, not only to serve locally but to make a collective national impact,” says MC Companies’ Chief Operating Officer, Brian Kearney. “Every box packed and meal prepared represents a family that will have one less worry.”

A Shared Dedication to Giving Back

With over $20,000 raised at the West Valley Heart Walk and many hours volunteering at the Valley Partnership Community Project, Estrella and Harvard Investments show their ongoing commitment to building stronger, healthier communities.

CRE GIVES

Phoenix Design One

Throughout the year, PDO chooses one major cause each season to assist, making a tangible impact on the community all year long.

In 2025, this included participating in the American Cancer Society’s Climb to End Cancer at South Mountain, packing food for St. Mary’s Food Bank, providing water through Operation Hydration and the Halloween Doggie Brunch where the team dresses up their dogs and donates an amount matching their brunch bill to the AZ Humane Society.

Suntec Concrete

Through the company’s Heroes in Hard Hats initiative, employees have the opportunity to give back to the community. One of the program’s largest undertakings is Teacher Appreciation Week, which has distributed more than $250,000 of supplies over the last 16 years. Other include and joining collaborative industry events like Canstruction, which benefits St. Mary’s Food Bank, and assisting the bed building campaign for Sleep in Heavenly Peace.

Valley Partnership

Valley partnership has been giving back to a community project for more than 37 years, and has chosen ACCEL — which provides educational, behavioral, therapeutic and vocational programs to individuals with developmental and intellectual disabilities — as its 2025 Community Project.

“The support of Valley Partnership will allow us to make critical facility improvements to better serve our students and adult learners. This project will help us provide educational and therapeutic support for our students and create a welcoming environment that is safe for everyone regardless of their disability,” says Jessie Bustamante, chief advancement officer of ACCEL.

TAKING OFF

Aerospace and defense sector gives Arizona economic development efforts a boost

523K

Total Population (2025)

$105K

Average household income

538K

Projected Population by 2030

202K

Projected households by 2028

38

Median age 44% Ages 25+ hold an associate’s degree or higher

REACHING NEW HEIGHTS

Southern Arizona’s aerospace industry has its eyes on the stars

By KYLE BACKER

Following the conclusion of World War II, the U.S. government began shuttering military installations across the country, including the Yuma Army Airfield. Wanting to show that Yuma’s sunny weather could still be an asset to the military, two veterans embarked on a mission in 1949 where they flew for 46 consecutive days. Their gambit became international news and kept the airfield open. Today, communities across Southern Arizona are building on a legacy of aerospace and defense by once again leaning into the state’s natural advantages.

Doulgas Nicholls, mayor of the City of Yuma, intends to do so by creating a spaceport within the municipality. When the Arizona Space Commission was reinvigorated earlier this year, Nicholls was appointed by Gov. Katie Hobbs to help define the strategy for further developing the state’s aerospace industry.

“Globally, aerospace is projected to be a $732 billion industry by 2030,” Nicholls says during AAED’s Southern Summit. “Satellite launches are growing by 20% year-over-year, and there are only 14 commercial space

ports in the country, which sounds like a lot, but it’s not nearly enough.”

The focus of Yuma’s spaceport will be on launching smaller communication satellites, which Nicholls says requires far less infrastructure. He estimates the total construction cost will be around $5 million and will meet a growing need in the aerospace sector.

“There’s a big backlog of communication satellites that need to get into space, so we wanted to focus on that niche because we can’t accommodate the safety parameters of larger launches,” Nicholls continues.

Part of the spaceport’s purpose, he explains, is to establish an aerospace cluster in the region and state. It also is compatible with the agricultural industry, which makes up around 70% of the region’s economy. Nicholls estimates that if the right steps are taken, aerospace will generate $2 billion in activity over the next two decades.

“This is how you get on the map,” he says. “Launching rockets is what we want to do — it’s not just a gimmick. But we’re also pragmatic and know it won’t be a $1 billion industry by itself, but we do have the manufacturing and logistic

capabilities, along with a ready workforce in our Marine Corps Air Station Yuma.”

Taking flight

Alex Craig, associate professor for aerospace mechanical engineering at the University of Arizona (U of A), studies high-speed aerodynamics and hypersonics, which are vehicles that travel five or more times the speed of sound. This academic background is relevant to both orbital reentry and a new class of weapons systems that are focused on getting to the target as quickly as possible.

“When I originally took the job at the university, the existing industrial base in [Southern Arizona] was a big draw,” he says. “Raytheon is just down the road, and they are one of the top four companies in [aerospace and defense]. But there’s also a cottage industry of startups and suppliers built around that, so the more critical mass we have here, the better we can improve our defense capabilities.”

Arizona has long had a significant military presence, adds Tony Boone, economic development manager for the City of Sierra Vista, with every service branch represented in that state besides the Space Force. That, along with the U of A’s reputation as a leader in space research, has created a unique ecosystem Boone says can be nurtured over the coming decade.

That’s why the Arizona Commerce Authority established the Arizona Office of Defense Innovation (ODI) in partnership with the Southwest Mission Acceleration Center in July. The ODI is a new public-private partnership that will advance emerging dual-use technology and support the growth of Department of War (DoW) missions within the state.

“If you read the statute,” says Vic Narusis, executive vice president of industry development for the ACA, “there are 10 or so focus areas, but the goal is to bring more missions to the military bases here and increase federal investment. We do that by bringing something unique to the table.”

He points to the years of work that laid the groundwork for TSMC to land in Phoenix. Now, Narusis says the plan is to replicate that success in Southern Arizona for the space and defense sectors, highlighting the distinctive assets of the region.

“If we can tie the existing restricted air spaces together from Yuma all the way to the White Sands, we’ll have the largest in the country,” he continues. “That will put us in the No. 1 spot for unmanned testing, which is a substantial financial commitment from the U.S. government and military.”

Once that restricted airspace is designated, Narusis says companies within the supply chain are likely to locate in Arizona, making it easier to build, test and ultimately launch here.

With the growing importance of satellite communications, having the infrastructure to put them into orbit is paramount. Narusis notes that thousands of satellites will be launched each year by 2030, and the existing sites are out of capacity — a need that he and others are working to meet.

Warning lights

That said, putting any object into orbit and ensuring its safe return is a complex endeavor involving both the public and private sectors, multiple jurisdictions and academia.

“From a local perspective, we’re still dealing with the implications of [the

(Image licensed from ©Adobe Stock)

We have to work with other sectors to ensure there’s enough talent to go around — and we need to start yesterday.

– Vic Narusis, executive vice president of industry development for the ACA

National Environmental Policy Act, or NEPA] despite the fact we’ve been landing unmanned systems at Fort Huachuca since the ‘50s,” Boone says. “The FAA hasn’t made specific standards for a reentry site, so they’re applying the launch site requirements to us. We’re having to wade our way through that.”

Even if all the regulatory stipulations are met, it won’t matter if there aren’t enough qualified people to support the industry. Craig says many of the current professionals are retiring, so recent graduates must be able to make an impact from day one.

“But it’s not just about back filling roles,” he continues. “If we’re going to build new spaceports, we need people who know how to operate in that environment. It’s been a goal of mine to figure out how we do that better,

” “

and that’s where partnerships become important.”

Narusis agrees that collaboration is necessary to meet labor demands, adding that the ACA has relationships with the state’s community colleges and Innovate48 workforce accelerators. This diversity of partnerships is crucial because not all jobs within the ecosystem require college degrees.

“Yes, we need engineers, but they only represent about 30% of the roles. It’s the other 70% we really need to focus on,” Narusis continues. “Our community colleges and accelerators have done a great job, but we need to scale up these things now.”

Another aspect of this challenge is that many of the students currently in these programs will have opportunities in the state’s other burgeoning industries, such as semiconductors and

battery technology.

“We have to work with other sectors to ensure there’s enough talent to go around — and we need to start yesterday,” Narusis adds.

Beyond educating the next generation, Boone notes that the state has an underutilized resource in the form of retiring military members.

“We can grab these folks mid-career — they can retire from the military at 38 years old and still work for another two decades or more,” he continues.

“There’s a gap there from a state perspective.”

Despite the challenges, Narusis is sure of one thing: “The future of defense innovation and space is Southern Arizona,” he concludes.

“It’s not going to happen overnight, but that’s what we're setting out to accomplish.”

Doulgas Nicholls

Vic Narusis Tony Boone

Alex Craig

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Trust in the process

Why economic development hinges on relationships

By KYLE BACKER

Reviewing the raw numbers of square footage built and dollars spent on new projects across the state in recent years may leave a false impression that attracting and retaining businesses is easy. Far from it — success requires deep market knowledge, keen communication skills and a commitment to collaboration with elected officials, municipal employees and the private sector.

“We always say that economic development is a team sport,” explains Jaye O’Donnell, economic development director for the City of Mesa. “It takes a lot of different partners coming together to get a project done.”

With guidance from the city manager, economic development practitioners are tasked with translating the goals of the council into actionable tactics that will bring in new investment and keep established companies within the municipality.

To relate this dynamic to the private sector, a council is akin to a board of directors; the city manager as CEO; and professionals like O’Donnell acting as the business development department. She adds that this three-legged stool framework is an apt comparison since progress can only be made when everyone stands together.

Building a firm foundation for collaboration requires shared understanding, which is why O’Donnell says she meets with both the council and city manager on a regular basis to provide the market analysis necessary for informed decision making. In conversations about business attraction, she notes it’s important for practitioners to communicate what value a project will bring to the city and how it provides long-term sustainability for the community.

“Then there’s the aftercare,” O’Donnell continues. “Every time

GENERATIONAL PROJECT: Legacy Park is planned to be built over the next 20 years and is anticipated to generate approximately $56 billion in economic output and create more than 20,000 jobs, according to Vestar. (Rendering provided by Vestar and MVE + Partners)

there’s an announcement, people think economic development can move on, but the work is not done. Once a company has landed here, we want to make sure we’re providing excellent customer service, especially in that first six to 12 months.”

Juan Castillo, a City of Somerton councilmember, adds that he has a transparent and respectful relationship with the municipality’s economic development director, Jazmin Zamudio.

“We have around 18,000 residents, so we’re limited on what kind of business will come here,” he explains. “The No. 1 priority for the council is getting another

grocery store — it’s one of the reasons I ran in the first place. Jazmin is aware of that, and we understand the challenges she faces. But if we don’t get another one, it won’t be from a lack of effort. On that, we’re all on the same page.”

Planning for prosperity

For smart, sustainable growth to take place, aligning all stakeholders is paramount, which O’Donnell says starts with understanding what a particular city’s ambitions are for its community.

“The council sets the policy priorities, allocates resources and adopts land use direction through the general plan,” she continues. “Then, it’s up to city management to execute that vision.”

As elected officials, councilmembers have a duty to represent their constituents, which is why Castillo underscores the importance of actively listening to what they are saying.

“When we go out into the community, we have one-on-one conversations with residents to hear what their needs are,” he continues. “For example, two years ago, we opened our first high school. Before that, we were the largest city in Arizona without one, so that was something people really wanted and helps us move forward with attracting companies.”

Part of the expertise economic developers bring to bear is understanding the realities of what a city has to offer businesses. While high expectations can help uncover unknown opportunities, O’Donnell says, it’s important that the council’s “vision is not a hallucination” but is grounded in data.

“If the goal is to get something like Disneyland, we have to show what can be

done to change market conditions in the long term — what we’ll need assembled for land or how we can increase our income to make it possible,” she continues. “It’s about telling the story of how we can get to that point if the right steps are taken to build the capacity that allows it to happen.”

But even with strong relationships within the municipality and a unified direction for the community’s growth, O’Donnell notes it has to make financial sense for the private sector because “you can lay out a great vision, but if it doesn’t pencil out, it’s probably not going to happen.”

Put another way, Heath VescoviChiordi, economic development director for Pima County, says that it’s better to get a “no” up front.

“It’s not to anyone’s benefit to string a conversation along and end up at no after you’ve invested time and resources,” he continues. “People need to count on you to communicate with them directly and respectfully, which helps build and maintain relationships.”

Ultimately, trust and credibility are critical for ensuring projects can move forward.

“Stakeholders need to have confidence that decisions are data-driven and in the best interest of the community,” O’Donnell concludes. “Developers and brokers who are working with the city need to come with a plan that aligns with the city’s vision. If the result looks very different than what the developer proposed, it does leave a bad taste and erodes trust. Things always come up, but we need to come together to solve the problem — because economic development really is a partnership between the private and public sector.”

Heath Vescovi-Chiordi

Jaye O’Donnell Juan Castillo

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Embrace

EDUCATION POWERS GROWTH

Here’s how Maricopa Corporate College serves as a vital bridge between education and industry

By MICHAEL GOSSIE

Arizona’s higher education institutions are driving innovation to support economic development by aligning academic programs with industry needs, expanding workforce training, and fostering public-private partnerships. Through research collaborations, talent pipelines, and entrepreneurship initiatives, universities like ASU, University of Arizona, and Northern Arizona University help attract, develop and retain businesses seeking skilled, future-ready talent statewide. Maricopa Corporate College is one of those institutions providing training and career development to employees through employer partnerships. AZRE sat down with Jason Weinstein, executive director of Maricopa Corporate College, to learn how economic developers are getting a boost through education.

AZRE: How is your organization aligning programs with Arizona’s fastest-growing industries to ensure graduates are prepared for high-demand careers?

Jason Weinstein: Maricopa Community Colleges are strategically aligning degree and certificate programs with Arizona’s fastestgrowing industries — healthcare, technology, manufacturing, and construction — to ensure graduates are ready for high-demand, high-wage careers. The colleges convene Business and Industry Leadership Teams (BILTs) that provide real-time feedback from employers, helping academic leaders anticipate workforce needs and adapt programs accordingly.

Through Maricopa Corporate College (MCOR) — the system’s workforce support and corporate engagement arm — this alignment extends even further.

MCOR delivers short-term training, customized workforce programs, and industry-recognized credentials designed in partnership with business and industry leaders. These programs ensure that both credit-seeking students and incumbent workers have multiple pathways to build valuable skills at every career stage.

This dual approach. which combines degree programs with flexible, employer-driven workforce training, allows the Maricopa system to rapidly respond to economic shifts while maintaining academic rigor. As a result, graduates enter the workforce with the practical, job-ready skills employers need to fuel Arizona’s continued economic growth.

AZRE: What partnerships with local employers, industry associations, or economic development groups has your institution built to connect students directly to workforce opportunities?

JW: Each Maricopa Community College engages with Business and Leadership Advisory Councils composed of executives from Arizona’s key industries—including healthcare, technology, construction, and advanced manufacturing. These councils provide direct insight into hiring trends, emerging technologies, and future workforce demands, ensuring that programs remain aligned with employer expectations.

Maricopa Corporate College (MCOR) plays a central role in building and maintaining these partnerships. MCOR serves as the system’s primary connection point with industry, delivering custom training solutions for employers and connecting students to real-world opportunities. For example,

MCOR partners with the Arizona Commerce Authority’s Manufacturing Extension Partnership (Arizona MEP) to deliver leadership and technical training that strengthens the state’s manufacturing talent pipeline. Additionally, MCOR collaborates with key workforce development initiatives like Workforce 2 You (with Maricopa County Human Services) and Route to Relief (in partnership with the City of Phoenix and Maricopa County Human Services), both of which focus on job readiness, retraining, and career placement for Arizonans. By working closely with employers, economic development organizations, and the systemwide Career Services Council, Maricopa ensures that its students and graduates are connected to meaningful, high-demand job opportunities across the state’s fastestgrowing sectors.

AZRE: How are you addressing the needs of nontraditional learners— such as working adults, veterans, or first-generation students—who are essential to strengthening Arizona’s labor force?

JW: Maricopa Community Colleges are deeply committed to serving nontraditional learners, recognizing that these students are key to Arizona’s workforce resilience and diversity. The colleges offer a wide array of supports tailored to veterans, working adults, and first-generation college students. These include Veterans Services, adult basic education programs, bridge courses, tutoring, and academic advising designed to ease the transition into college-level coursework.

The colleges have also expanded microcredentials and professional

AAED

skills badges focused on core workplace competencies, such as communication, collaboration, and digital literacy, that employers consistently prioritize.

Through Maricopa Corporate College, working adults and incumbent workers can access short-term, flexible, online, noncredit training programs in highdemand areas like IT, healthcare, manufacturing, and skilled trades.

To address barriers that often affect nontraditional learners, the colleges and MCOR partner with communitybased organizations that offer wraparound support, such as housing assistance, childcare, transportation, rental support and professional clothing. These holistic partnerships ensure that every learner, regardless of life circumstances, can access education and career pathways that lead to longterm stability and advancement.

AZRE: What role does your college play in upskilling and reskilling current workers, especially in industries facing rapid technological change or talent shortages?

JW: Upskilling and reskilling Arizona’s workforce is a core mission of Maricopa Corporate College. As industries face rapid technological disruption and persistent talent shortages, MCOR delivers agile, industry-informed training designed to keep workers and companies ahead of the curve.

Key offerings include:

• Manufacturing Training: Through a partnership with Tooling U-SME, Arizona manufacturers gain access to over 600 online courses covering CNC machining, additive manufacturing, and industrial maintenance—core competencies that sustain advanced manufacturing growth.

• Industry Certifications: MCOR offers certifications in IT, healthcare, and construction, such as CompTIA A+, AWS Cloud Practitioner, and OSHA 10/30-Hour Safety Certifications.

• Customized Training: MCOR designs tailored programs in collaboration with employers, delivered online, onsite, or in hybrid formats, to address unique skill gaps.

• Professional Skills Workshops: Training in leadership, resilience,

business writing with AI, and English as a second language enhances both technical and soft skills essential to the modern workplace.

Through these initiatives, MCOR ensures that Arizona’s workforce stays competitive, adaptable, and ready to meet the evolving needs of employers across sectors.

AZRE: How do you measure the economic impact of your workforce programs, and what results have you seen in terms of job placements, business growth, or regional development?

JW: Maricopa Corporate College measures success through tangible, employer-driven outcomes—such as job placements, wage gains, business growth, and regional economic development.

One of MCOR’s signature initiatives, Route to Relief (R2R), was funded through the American Rescue Plan Act to help workers recover from the economic impacts of COVID-19. Across all ten Maricopa colleges, R2R has supported nearly 1,300 enrollments in short-term training programs. Of those who have completed and reported outcomes, 76% have gained employment, received a promotion, or achieved a wage increase after earning their credential.

The Center for Entrepreneurial Innovation (CEI) LabForce further demonstrates the system’s regional impact — supporting over 80 startups, creating 900 jobs, attracting $143 million in capital and grants and generating $181 million in revenue.

Systemwide, the Maricopa Community Colleges contribute nearly $9 billion annually to Arizona’s economy, supporting over 108,000 jobs. Approximately $7 billion of that stems from alumni working locally, while operations and workforce initiatives add nearly $854 million.

Independent studies show that every $1 invested in Maricopa education returns multiple benefits—boosting student lifetime earnings, generating higher tax revenue, and reducing social costs. Together, the colleges and MCOR drive economic mobility, strengthen local businesses, and position Arizona for sustained growth.

AZRE: What do you see as the greatest strengths of Maricopa Corporate College as they pertain to economic development efforts?

JW: Maricopa Corporate College’s greatest strength lies in its ability to act as a bridge between education and industry, ensuring that Arizona’s economic growth is powered by a highly skilled, future-ready workforce. Unlike traditional academic models, MCOR specializes in flexible, noncredit training designed to respond quickly to shifting market needs.

MCOR’s close collaboration with the ten Maricopa Community Colleges amplifies this impact, combining the agility of employer-driven training with the academic excellence and reach of the largest community college system in Arizona. Together, they deliver workforce solutions that are scalable, responsive, and deeply integrated with local and statewide economic strategies.

Because MCOR works directly with employers, industry councils, and economic development organizations, every program is grounded in realworld demand—from expanding the IT and healthcare talent pipelines to strengthening leadership, management, and professional skills.

In essence, Maricopa Corporate College’s nimble, industry-centered approach ensures that businesses have the talent they need, while more Arizonans gain access to career pathways that offer stability and upward mobility. By aligning workforce training with regional growth strategies, MCOR continues to play an indispensable role in shaping Arizona’s economic future.

Jason Weinstein

DEVELOPING A CAREER

Learn how these AAED members built their own path

By LUX BUTLER

Acareer in economic development is diverse and ever changing. It takes a high level of professionalism and communication, but also a little bit of expertise in a range of fields.

Some economic development professionals enter the field with a degree in something developmentadjacent, land a successful internship or first job, and then find themselves directing a city or town’s growth. Not every path is so straightforward, however. Economic development

doesn’t require a specific degree or a certain number of years doing a certain kind of training, leaders in the field come from many different backgrounds.

AZRE sat down with three of Arizona’s top economic development leaders to discuss how their backgrounds and experiences led them to the field, what advice they would give to young professionals and what skills are important for success in leading today’s cities and towns.

Jennifer Lindley

President of AAED and downtown development manager, Town of Queen Creek

AZRE: Can you tell us about your journey through higher education?

Jennifer Lindley: I graduated from ASU with a business administration degree and then got a little crazy and went back for a master’s degree in 2021. Funny story, I had to retake Econ 102 because I failed those courses

(Image licensed from ©Adobe Stock)

AAED

– Jennifer Lindley, president, Arizona Association for Economic Development, downtown development manager, Town of Queen Creek ” “

It’s important for people looking into economic development to have resources and the ability to connect with people.

several times. But that’s the interesting thing about this field — there isn’t a single track that works for everyone. I had a passion for community development and that’s what I’m doing today.

AZRE: How did you end up in the position you are now?

JL: I was blessed to start working at Intel as an intern. I stayed there for quite a while and had some great mentors that helped me take the leap into my second job at East Valley Partnership. It opened my eyes up to the broader world of economic development, then I transitioned into what I’m doing now, which is downtown development.

Before Queen Creek, I was in Downtown Chandler, where I focused on a micro area. When I applied for the Town of Queen Creek, I saw an opportunity to essentially build a downtown from scratch.

One of my favorite things about economic development is that it’s a marathon, not a sprint. Being able to see something from the beginning stages all the way to fruition is not only gratifying and rewarding, but also something that can be unusual in our field. Over the last 12 years at Queen Creek, I’ve been able to work on projects for years and watch them go from putting shovels in the ground to vertical. It's fascinating and empowering.

AZRE: What advice would you give to young or emerging economic development leaders?

JL: Find a mentor and people that will support you. Use them as a sounding board, check in with them and make sure they’re checking in with you. It’s important for people looking into economic development to have resources and the ability to connect with people. I’d be happy to communicate with anybody interested in getting into the field and helping them develop a path.

Aric Bopp

Executive director of Discovery Oasis

AZRE: Can you tell us about your educational background?

Aric Bopp: I was fortunate and privileged to go to Johns Hopkins University, where I graduated with a degree in economics. Then, I went on to graduate school for economics at the University of Virginia. I’ve also studied through the International Economic Development Council and received my economic development certification 10 years ago.

AZRE: What was your first professional experience like, and what did it teach you?

AB: My first “real job” was with a technology company in Utah called DISC Publishing at the time. This was 25 years ago, when CD-ROM

and digital technology was new and exciting. While I was there, I had lunch with someone who gave me a wonderful backhanded compliment. He said, “You know, you’re not that driven by money. You’d be good at economic development.”

At the time, I’d never heard about economic development as a profession but was curious about what he shared with me. So, I went and met with the local economic development developer for the city of Provo, Utah, and learned more about it, and was very intrigued by what they do.

AZRE: How did you eventually end up in Arizona?

AB: Being young, naive and egotistical, I decided to switch careers and become an economic developer. From there, I was lucky to be hired by a regional economic development group in Virginia. Ultimately, they made me the executive director at the age of 28, making me one of the youngest regional directors in the Commonwealth of Virginia. I did that for 12-plus years and really enjoyed it.

But as my oldest daughter was approaching high school age, my wife and I started thinking about where we wanted to spend the next chapter of our life. Thankfully, if you’re a successful economic developer, most communities have economic development programs.

I ended up going to the City of Mesa before being presented an opportunity to work at ASU as be the director

of their economic development and innovation zones program. Honestly, I thought I would retire from ASU, because I loved the work and the people, but then this wonderful opportunity at Mayo Clinic presented itself.

Mayo Clinic, the most trusted name in healthcare, has brought things full circle with my career — having attended Johns Hopkins University — and I had always dreamed of being involved in the healthcare industry. Bringing together my passion for creating and improving the community is a dream come true.

AZRE: What would you share with young professionals considering a career in economic development?

AB: My advice to young people is that economic development is a great career that creates real lifelong relationships and opportunities. Most importantly, you can have a wonderful impact on your community and the people around you.

Armando Esparza Director of economic development and government affairs, City of San Luis

AZRE: Can you tell us about your educational background?

Armando Esparza: I’m originally from San Luis, but I went to ASU to study urban planning. I’ve always been

interested in how cities grow and develop. But at ASU, I realized that I didn’t really want to be in the planning space. So early on I learned about possible career paths, and during my junior year, I was looking through different internships and I landed one at the Greater Phoenix Economic Council.

AZRE: Did that first role set you on the path to economic development?

AE: Definitely. I didn’t even know economic development was a profession before that internship. Since then, I’ve worked in different roles, including at the Arizona Commerce Authority and the Small Business Development Center.

Eventually I decided to take a career break and go back to graduate school full-time for a master’s degree in public policy. That helped me figure out the level at which I wanted to work in economic development. I had done regional and state, but grad school showed me the impact you can have locally. That’s why I came back home to San Luis — to apply what I learned in Phoenix and use it here.

AZRE: Did you have any mentors or participate in programs that shaped your career?

AE: Yes, a big one for me was the Marvin Andrews and Jane Morris Fellowship through ASU’s School

of Public Affairs. It exposed me to what good governance looks like and gave me a lot of mentorship opportunities. I worked closely with Cynthia Seelhammer, who was the longtime town manager at Queen Creek, and Kevin Phelps, the city manager of Glendale. I could always ask them about their experiences in local government and economic development, and I still apply those lessons today.

One thing I’ve learned is to always leave a good impression, because economic development is a small field. You never know when you’ll be working with someone again or needing their advice on a project.

AZRE: What advice would you give to young professionals looking to get into the economic development field?

AE: Even though I still see myself as a young professional, my advice is to understand why we do what we do. Yes, sometimes it’s about big companies and big projects, but at the end of the day it’s about bettering our communities through creating jobs for local families, attracting private investment and generating tax revenue that can be reinvested back into our towns and our people. At its core, economic development is about making sure our cities have a good quality of life and are great places to live.

Jennifer Lindley Aric Bopp Armando Esparza