A Discussion With the Palmetto State’s Economic Development Organizations

South Carolina’s economic development successes in recent years are the result of concerted efforts from many organizations and government entities. And the state’s economic development alliances and partnerships are an important part of that work.

We asked alliances around the state about their work in fostering growth and entrepreneurship, as well as the role that artificial intelligence plays in how they operate.

The questionnaires were answered via email and have been edited for clarity.

Q. How does your organization use AI, and how do you expect that to change going forward?

Jeff Ruble, CEO, Columbia Area Development Partnership: Analyzing contracts, suggesting letters, job descriptions and agreements. We expect this to increase.

Christopher Finn, interim president and CEO, I-77 Alliance: We currently do not rely on AI for any routine efforts at the moment. Although it will not be ruled out in regard to strategic planning and maybe meeting prep.

Will Williams, president/CEO, Western SC Economic Development Partnership: Our organization currently uses AI primarily as a productivity and research tool. It helps with data analysis, site selection research, marketing content, presentation development, and responding more quickly to requests from prospects and stakeholders. AI also assists in identifying trends and organizing large amounts of information more efficiently. Going forward, we expect AI to play a larger role in predictive analytics, workforce and infrastructure planning, and customized responses to project inquiries. While AI will improve speed and efficiency, economic development will still remain a relationship-driven business where local knowledge, trust, and personal interaction are critical.

John Lummus, president/CEO, Upstate SC Alliance: We are using AI for research.

Jeff McKay, executive director, North Eastern Strategic Alliance (NESA): NESA is integrating AI tools to enhance our research and data analysis capabilities. As AI technology continues to evolve, we expect it to further enhance how we analyze and present information to prospects and partners.

Sandy Davis, CEO, Myrtle Beach Regional Economic Development Corporation (MBREDC): Our organization does not use AI often except for magazine articles or newsletters.

Q. Does the rise of AI mean a shift from manual labor to smart factories in your region?

Ruble: Yes.

Finn: Our Alliance does not direct resources towards existing industries … although I will personally say that I haven't heard much conversation around this topic.

Williams: Yes, we are seeing a gradual shift toward smarter, more automated manufacturing operations across our region. AI, robotics, and advanced manufacturing technologies are helping companies improve productivity, quality control, and supply chain efficiency. However, this does not eliminate the need for workers; it changes the types of jobs that are in demand. Employers increasingly need skilled technicians, maintenance specialists, engineers, and operators who can work alongside advanced systems. Our region’s focus is on preparing the workforce for these higher-skill, higher-wage opportunities while continuing to support strong manufacturing growth.

Lummus: It will be a combination of using AI/smart factory/robotics and a continuation of manual labor in industries that require this.

McKay: We are seeing growing interest in automation in the region. Companies are incorporating robotics, process automation, and data-driven systems to remain competitive. While these technologies are changing how work is performed, they are not reducing the importance of workforce. Instead, they are shifting demand toward higher-skilled roles, including technicians, maintenance specialists, and operators with experience in automated systems.

Davis: Not at this time. That would require new equipment, and, based on the costs of this type of equipment, it will not happen anytime soon. In addition, most of the operators are also (technicians) for the companies, and AI cannot do that.

Q. What is the plan for workforce development in an AI-forward world? Is there a plan for current workers going forward?

Williams: The workforce plan in an AI-forward world must focus on adaptation, upskilling, and lifelong learning rather than assuming workers will simply be replaced. AI and automation will change many jobs, but they will also create demand for new skills in advanced manufacturing, data analysis, robotics maintenance, IT, logistics, and technical operations. For current workers, the priority is providing accessible pathways to reskill and remain competitive. That means stronger partnerships between industry, technical colleges, K-12 education, and workforce agencies to deliver practical training aligned with evolving employer needs. It also means emphasizing durable skills such as problem-solving, communication, adaptability, and technical literacy. In our region, we see workforce development as a continuous process, not a one-time education model. Companies still need people — just with different skill sets. The goal is to ensure current and future workers are prepared to work alongside advanced technologies and benefit from the higher-skill, higher-wage opportunities that come with them.

Ruble: No, not yet.

Lummus: Skills training – we still have to have the people to manage and run the AI applications.

McKay: The universities and technical colleges in the region are engaged with maintaining and developing programs to assist workforce training and reskilling/upskilling needs through consultation and collaboration with local industries.

Davis: That will be up to each company on what they use and prohibit, and the training to be allowed with it. There will be courses on AI, as we have already begun having events focused on it, but employers will handle their own needs, since all will be different.

Q. How do you address the urban vs. rural divide?

Finn: We treat our five counties essentially as a single geography. While we can't direct any leads to specific counties, we do distribute them to all five. We also have secure website technology or data platforms that are available to all, and ensure that all county EDOs have the same access to data and marketing resources as needed.

Ruble: We plan to address workforce housing affordability, mobility (getting people to work), and childcare deserts.

Williams: We address the urban versus rural divide by focusing on infrastructure, workforce development, and quality-of-life investments that allow rural communities to compete for opportunity. That includes expanding broadband, improving industrial sites and utilities, supporting education and workforce training, and ensuring rural counties have a seat at the table in regional economic development efforts. Our goal is to create growth that benefits the entire region, not just population centers.

Lummus: We recruit industries to both rural and urban areas, because we have three urbanized counties and seven rural or semi-rural counties.

McKay: Rather than viewing the urban/rural divide as a limitation, we focus on leveraging the strengths of each to support investment and job creation across northeastern South Carolina. Our labor shed extends across multiple counties and includes access to larger population centers such as Florence and Myrtle Beach, as well as connectivity to Charleston, Columbia, and Charlotte. This allows employers in more rural locations to draw from a broader talent pool while maintaining competitive cost structures. A strong transportation network, including interstate access, rail, and port connectivity, supports investment in both urban-adjacent and rural locations. Ongoing investment in broadband and utilities ensures communities across the region are positioned to support modern industry. In addition, NESA supports county-level efforts through grant funding to advance industrial site development and improve competitiveness.

Davis: We handle each company and their problems on a case-by-case scenario. We will continue to do it the same way, but most of the workers in our area are considered from rural areas except in tech.

Raegan Falvey, marketing and communications director, Charleston Regional Development Alliance: The Charleston Regional Development Alliance (CRDA) recognizes that regional prosperity depends on ensuring both urban and rural communities have access to economic opportunity. Addressing the urban-rural divide requires intentional collaboration around infrastructure, workforce development, and investment strategies that connect residents to high-quality jobs regardless of where they live. From a workforce perspective, CRDA supports regional partnerships that expand access to training and career pathways across Charleston, Berkeley, and Dorchester counties. Collaborations with K-12 districts, technical colleges, higher education institutions, and employers help align educational programs with industry needs in sectors such as advanced manufacturing, aerospace, logistics, health care, and technology.

Programs that provide work-based learning experiences, internships, apprenticeships, and career exploration opportunities are critical to ensuring residents throughout the region can access emerging career opportunities. CRDA also emphasizes a regional approach to economic development by promoting investment opportunities across the tri-county region rather than concentrating growth within urban centers alone. By highlighting available sites, workforce assets, and community strengths throughout the region, we work to support balanced economic growth and encourage employers to consider a diverse range of locations for expansion.

Ultimately, addressing the urban-rural divide requires strong partnerships among economic development organizations, educational institutions, local governments, employers, and community stakeholders. Through coordinated efforts, regions can create more equitable access to jobs, training, infrastructure, and investment that benefits residents across all communities.

Q. Are there models from other states or countries that you're looking to for inspiration?

Williams: Yes, we closely watch successful regional economic development models both in the United States and internationally. Domestically, states like North Carolina, Tennessee, and Georgia have done an excellent job aligning workforce development, infrastructure investment, and higher education with industry recruitment. Their regional collaboration models and long-term investment in mega sites and technical training programs offer valuable lessons. Internationally, countries such as Germany are often referenced for their apprenticeship and workforce training systems, particularly the strong connection between industry and technical education. We also pay attention to how other regions are preparing for advanced manufacturing, AI, and automation while still supporting entrepreneurship and small business growth. The common thread in successful models is long-term thinking, regional cooperation, and consistent investment in workforce, infrastructure, and quality of life. Those are principles we continue to apply and adapt to fit the needs of our region.

Finn: Not at this time.

Ruble: These have all grown organically, however, we do plan to look at other communities. We also are conducting a strategic plan that will look at our peers and how they address some of the same challenges.

Lummus: Apprenticeship models from Germany.

McKay: The “newness” of the technology allows us to chart a new and creative path forward without being bound by past practices.

Davis: Not at this time. We are working with the state as a whole.

Falvey: CRDA continually evaluates best practices from peer regions, states, and international markets to identify strategies that can strengthen the Charleston region's long-term competitiveness. Rather than replicating any single model, CRDA seeks to adapt proven strategies to fit the Charleston region's unique economic landscape. The most effective approaches are those that emphasize regional collaboration, align workforce development with industry demand, invest strategically in infrastructure and innovation assets, and ensure economic opportunities are accessible across diverse communities.

One example of this approach is CRDA's support of the Charleston Workforce Housing Fund, which was inspired by successful workforce housing models implemented in other markets, including Charlotte. In partnership with Ascent Housing, CRDA helped bring this innovative model to the Charleston region to address one of the area's most pressing economic competitiveness challenges: housing affordability for the workforce. The $50 million fund was established with the goal of preserving and creating 800 to 1,000 units of attainable workforce housing throughout the region.

A defining feature of the model is its long-term commitment to affordability. Properties acquired through the fund are placed under 20-year deed restrictions, ensuring that units remain attainable for working households over an extended period rather than providing only short-term affordability solutions. Since its launch, the fund has already preserved more than 500 workforce housing units, including the acquisition of West Wind Apartments in West Ashley, where rents for new residents were reduced to help maintain affordability for essential workers and middle-income households.

The Charleston Workforce Housing Fund demonstrates how CRDA seeks to learn from proven models elsewhere and adapt them to local needs through strong public-private partnerships. By addressing housing affordability as an economic development issue, the initiative supports talent attraction and retention efforts while helping ensure that the region's workforce can continue to live and thrive in the communities they serve.

Q. What makes an economic development organization successful? And how do you measure and report success?

Finn: We are atypical in our mission in that we do not manage projects. We are solely a marketing, lead generation, and support service provider to our counties. That said, we measure and report success through our own dedicated metrics as they relate to our efforts. We have an annual event where we distribute these metrics. As to what makes them successful, from our perspective, it’s all about the satisfaction of the member counties. So long as they are getting access to leads, travel missions, and services they need, then we're doing our job.

Ruble: Traditionally, jobs and investment. We also will measure on funding.

Williams: A successful economic development organization builds strong relationships, earns credibility, and creates an environment where companies can invest and grow with confidence. Success requires collaboration among local governments, utilities, educators, workforce partners, and the private sector. It also depends on being responsive, transparent, and prepared with competitive sites, infrastructure, and workforce assets.

Lummus: We have metrics on the traditional jobs and investment numbers, but we also track visits to the region by companies, requests for information submitted to our economic development organizations within the region, and project announcements (wins).  We also track our social media engagement.

McKay: Success is driven by alignment and execution. We work closely with our county partners, local stakeholders, and state allies to present a unified, project-ready region. Equally important is our ability to provide timely, data-driven support that allows prospects to efficiently evaluate northeastern South Carolina. NESA measures success through both activity-based and outcome-based metrics. Key performance indicators include the number of leads and projects supported, responsiveness to prospect and consultant requests, and overall engagement levels, as well as long-term economic indicators such as job creation, wage growth, and broader economic impact.

Davis: Our success is measured by our existing industry. How successful are they and how do they feel we best support their needs.

Falvey: An effective economic development organization serves as both a strategic convener and a catalyst for long-term regional prosperity. Success extends beyond securing individual project wins; it is measured by an organization's ability to strengthen the overall economic ecosystem, foster collaboration among stakeholders, and improve opportunities and quality of life for residents.

At CRDA, success means attracting and supporting investments that align with the region's long-term goals while promoting sustainable, inclusive growth. This includes helping existing businesses expand, attracting new employers in targeted industries, supporting talent development initiatives, advancing regional competitiveness, and addressing challenges such as workforce availability, infrastructure needs, and housing affordability through partnerships.

Measuring success requires balancing traditional economic development metrics with broader indicators of regional health and resilience. Key performance measures include:

•Capital investment and jobs announced through business recruitment and expansion projects.

•Growth in target industry sectors and diversification of the regional economy.

•Workforce indicators such as labor force participation, educational attainment, talent retention, and alignment between training programs and employer demand.

•Innovation metrics including entrepreneurial activity, venture capital investment, research and development expenditures, and patent activity.

•Regional competitiveness indicators related to productivity, wage growth, and economic mobility.

•Stakeholder engagement measures, including investor retention, partner collaboration, and responsiveness to existing industry needs.

CRDA reports success through regular communication with investors, board members, public partners, and the broader community. This includes annual reports, strategic plan updates, performance dashboards, impact stories, and research publications such as the Charleston Regional Innovation Scorecard. These tools help demonstrate both short-term outcomes and long-term progress toward building a resilient, innovative, and globally competitive regional economy. In addition, CRDA produces an annual Innovation Scorecard to help benchmark where our region stands against peer metros on the Innovation scale.

Ultimately, the most successful economic development organizations are those that create lasting value for their communities by focusing not only on economic growth, but also on the systems and partnerships that sustain that growth over time.

Q. What are the industry-specific trends in your region?

Finn: We respond and adapt to changes in the economic landscape quickly. While some industries persist, others may pop up quickly based on a significant investment or regulatory/policy changes. We saw this with EV-related technologies and battery/energy storage projects. We have a very compelling proposition for these companies and can move quickly to respond. We also work with the SC Department of Commerce to make sure we align our target sectors with their efforts. Aside from this we do feel our strengths lie in advanced materials, such as chemical-related industry (pharmaceuticals, consumer products, plastics, etc.), metal fabrication, construction/building materials, as well as transportation equipment manufacturing, both OEM and supply chain.

Ruble: Huge upshot in advanced manufacturing jobs, but skilled labor will always be a challenge.

Williams: The major industry trends in our region are centered around advanced manufacturing, automation, logistics, agribusiness, and growing technology infrastructure. Based on our U.S. Department of Energy site and its 300 acres, mostly undeveloped, we see a place we can be involved in with the smaller nuclear reactor. We are also seeing increased investment in data centers and digital infrastructure, particularly as AI and cloud computing drive demand for power, fiber, and secure data storage. Recent announcements in Aiken County, including Meta’s data center investment, reflect that trend. Agribusiness remains important in our rural counties, especially around specialty crops, poultry, and food-related production. At the same time, companies are increasingly looking for shovel-ready industrial sites, reliable utilities, and workforce-ready communities. Another major trend is the shift toward smarter manufacturing operations. Companies are adopting more automation, robotics, and AI-driven systems, which is increasing demand for highly skilled technical workers. Workforce development and technical education are therefore becoming even more critical to long-term competitiveness. Finally, regional collaboration has become more important than ever. Successful communities are those that can align infrastructure, workforce, education, and quality-of-life investments to compete effectively for new projects and talent.

Lummus: We continue to be a manufacturing area with advanced manufacturing companies looking at us all the time. We are also seeing more companies that provide service support for manufacturers.

McKay: Northeastern South Carolina continues to see activity across its core industries, including advanced manufacturing, distribution and logistics, and agribusiness. Recently, we have seen a return to historically consistent target industries, particularly in metals and in food processing, as the most active sectors. This follows a period where large-scale EV and battery-related projects dominated activity across the Southeast. At the same time, the scale of projects has increased significantly compared to pre-Covid levels. Companies are seeking larger facilities, making greater capital investments, and requiring more robust infrastructure, particularly related to energy capacity and reliability.

Davis: Currently, it is tech adoption of data centers, education of industries that our area is uneducated in, battling changing tariffs, and the uncertainty of pricing and supplies.

Falvey: The Charleston region continues to experience growth across several key industry sectors, with trends reflecting both national economic shifts and the region's unique competitive advantages. The Charleston Regional Development Alliance closely monitors these sectors to understand emerging opportunities and workforce implications.

Advanced Manufacturing, Aerospace, & Automotive: Charleston's advanced manufacturing sector remains a significant economic driver, led by major employers such as Boeing, Volvo Cars, Mercedes-Benz Vans, and a growing network of suppliers. The aerospace ecosystem continues to mature, with increased supplier activity, expansion among existing companies, and ongoing investments in workforce development programs that support advanced production technologies and automation.

Life Sciences: Charleston's life sciences sector is gaining momentum, driven by research institutions such as the Medical University of South Carolina (MUSC), health care innovation, biotechnology companies, and clinical research activity. Growth in this sector is supported by expanding research capabilities and collaboration between academia and industry partners.

Logistics and Distribution: The region's logistics industry continues to benefit from the Port of Charleston's strategic location and ongoing infrastructure investments. Growth in e-commerce, supply chain diversification, and increased demand for efficient distribution networks continue to drive activity in warehousing, transportation, and related support services.

Energy and Electrification: Increasing demand for electrification, renewable energy technologies, and domestic supply chain resilience is creating new opportunities in advanced materials and energy-related manufacturing. Recent investments in sectors supporting electric vehicles, electrical infrastructure, and critical materials reflect broader national trends toward energy transition and reshoring of strategic industries.

Workforce and Talent Trends: Across all industries, employers continue to prioritize workforce availability, skills development, and talent attraction. Demand remains strong for workers with technical skills, digital competencies, and experience in advanced manufacturing and technology-related occupations. In response, regional partners are strengthening career pathways, work-based learning opportunities, and industry-education partnerships to ensure the workforce is prepared for evolving industry needs.

Overall, Charleston's economic landscape is characterized by diversification, innovation, and a continued focus on building resilient industry ecosystems that support long-term regional competitiveness.

Q. How do you foster entrepreneurship?

Ruble: We support the Boyd Innovation Center, which is creating and growing an entrepreneurial community.

Williams: Fostering entrepreneurship is a relatively new but growing focus of our economic development efforts. We recognize that supporting local entrepreneurs and small businesses is critical to long-term economic resilience and innovation. To strengthen this area, we are collaborating with the Aiken Chamber of Commerce and The Clubhou.se on the development of the Aiken Venture Lab, an initiative designed to support and grow new entrepreneurs in our region. Through this partnership, we recently secured a $75,000 grant from the South Carolina Department of Commerce to help build programming, mentorship opportunities, and resources for startup companies and emerging business leaders. Our goal is to create an environment where entrepreneurs have access to connections, guidance, and support systems that can help turn ideas into successful businesses. While our traditional focus has been on recruiting industry and supporting existing employers, we see entrepreneurship as an important complement to those efforts and a key part of the region’s future economic growth.

Lummus: We are a business recruitment organization working with established business and industry, so we don't do entrepreneurship.  But we do support NEXT Gen, which does entrepreneurship in the region.

McKay: While our primary focus is on industrial recruitment and expansion, we work closely with regional partners that directly support entrepreneurs, including business incubators, technical colleges, and universities. These partners provide key resources such as business counseling, workforce training, and access to capital and mentorship programs.

Davis: We work with eMYRge for incubators and accelerators. Everything else is now going to a new innovation program through the state.

Falvey: CRDA recognizes entrepreneurship as an essential component of a resilient and diversified regional economy. While our primary role is regional economic development, we actively support and promote Charleston's entrepreneurial ecosystem by connecting founders with the organizations, resources, and networks that help businesses launch and scale successfully.

Charleston's startup ecosystem benefits from a strong network of incubators and accelerators that provide entrepreneurs with workspace, business support services, mentorship, and educational programming like The Harbor Entrepreneur Center.

Access to capital remains a critical focus area. The region has seen increasing venture capital activity in recent years, supported by angel investor networks, venture funds, pitch competitions (Catalyst by Beemok), and grant opportunities that provide early-stage companies with pathways to secure funding. CRDA works to elevate awareness of these resources and highlight Charleston's growing innovation ecosystem to prospective investors and entrepreneurs.

Mentorship and relationship-building are also key components of fostering entrepreneurship. Charleston benefits from a collaborative business community where experienced entrepreneurs, industry leaders, investors, and subject matter experts actively engage with emerging companies. Networking events, founder roundtables, educational workshops, and ecosystem convenings create opportunities for knowledge-sharing and peer support.

Ultimately, fostering entrepreneurship requires more than any single program or organization. It depends on building a connected ecosystem that provides founders with access to talent, capital, mentorship, and opportunities to scale. CRDA supports this ecosystem by serving as a convener, connector, and advocate for innovation-driven economic growth across the Charleston region.

Q. How does your alliance market the region to attract talent and investment?

Ruble: We work through regional alliances but are also contemplating internal efforts, too.

Finn: We do not market to attract talent, but for investment it’s a full-scale campaign including investment into our website, online ad campaigns, direct e-communications to our target audiences and partners, event hosting, ad placements, social media, as well as support for our five counties’ individual efforts as well.

Williams: We market the region by emphasizing its competitive advantages: strategic location, available industrial sites, strong workforce partnerships, quality of life, and business-friendly environment. We promote the region through targeted outreach to site selectors and companies, participation in industry trade shows, digital marketing (such as Livability), familiarization tours, and strong relationships with state and regional partners. We also highlight the unique assets of our communities to include affordable living, outdoor recreation, education and training resources, and the ability to offer both urban access and rural quality of life. Increasingly, talent attraction and economic development go hand in hand, so our messaging focuses not only on why companies should invest here, but why people want to live and work here long term.

Lummus: Direct contact and visits with companies, marketing the region's assets, working with site consultants, and conducting an ongoing talent attraction campaign.

McKay: NESA markets northeastern South Carolina through a targeted, data-driven approach. Our strategy is centered on supporting active and prospective projects with actionable information that informs site selection decisions. Our primary audiences include industrial companies in advanced manufacturing, distribution and logistics, life sciences, agribusiness, and engineered materials, as well as national site selection consultants who influence location strategy. We engage these audiences through direct outreach, industry events, familiarization tours, and digital advertising.

Davis: We have various types. We advertise, hold events, harvest partnerships, and travel for marketing missions and tradeshows. In addition, we work closely with educational institutions, NESA, and the state to travel and share our region's information.

Falvey: CRDA markets the Charleston region through an integrated approach that combines regional branding, strategic partnerships, digital outreach, and talent development initiatives to attract both business investment and the workforce needed to support long-term growth.

In 2026, CRDA launched a refreshed regional brand and completely redesigned website to better reflect Charleston's position as a competitive, innovative, and collaborative business destination. The updated brand emphasizes the region's strengths in advanced industries, talent development, quality of place, and innovation while providing a more compelling and cohesive narrative for site selectors, investors, businesses, and prospective talent. The new website serves as a central resource for showcasing regional data, industry assets, workforce initiatives, available sites, success stories, and quality-of-life information that support investment decisions and talent attraction efforts.

CRDA targets multiple audiences through tailored messaging and outreach strategies, including corporate decision-makers, site selection consultants, existing industry partners, investors, entrepreneurs, and current and prospective residents. Digital marketing plays a significant role in these efforts through the use of social media platforms, targeted advertising campaigns, email communications, search engine optimization, and thought leadership content that highlights Charleston's economic momentum and competitive advantages.

In addition to digital channels, CRDA actively participates in industry conferences, trade shows, familiarization tours, investor events, and regional convenings to build relationships and elevate awareness of Charleston's business environment. Strategic partnerships with local governments, educational institutions, workforce organizations, chambers of commerce, and private sector leaders further strengthen the region's ability to tell a unified story and coordinate talent attraction efforts.

Recognizing that attracting investment and talent are deeply interconnected, CRDA also supports initiatives focused on building and retaining the regional workforce pipeline. Programs such as Operation Launch provide students with career exploration opportunities and direct exposure to high-demand industries through partnerships among employers, educational institutions, and workforce organizations. Similarly, the Charleston Intern Network Series helps connect college interns with peers, employers, and regional resources while encouraging them to envision long-term careers in the Charleston region. These initiatives help strengthen talent retention and ensure that emerging professionals understand the breadth of opportunities available locally.

Ultimately, CRDA's marketing approach extends beyond promoting Charleston as a place to do business. It focuses on communicating the region's complete value proposition: a collaborative community with a growing innovation economy, strong industry clusters, robust talent development efforts, and a high quality of life that supports both business success and long-term workforce attraction and retention.