Valley Forged - Behind the scenes of the Hudson Valley Economic Development Corporation

At a moment when many employers say they can’t hire fast enough and many residents struggle to find affordable housing, one question keeps coming up in boardrooms and planning meetings across the Hudson Valley. How are these projects actually going to get built?

“The Hudson Valley Economic Development Corporation (HVEDC) is a regional economic development organization dedicated to advancing the long-term prosperity of the Hudson Valley,” said Mike Oates, president and CEO of HVEDC. “Our mission is to attract, retain, and grow businesses while strengthening the region’s communities and quality of life.”

Oates described his agency’s work as regional by design, collaborative by necessity. “We fulfill that mission by working collaboratively across county lines with businesses, local governments, educational institutions, and community partners to market the region, support strategic development projects, and ensure the Hudson Valley remains competitive in a rapidly changing economy,” he said.

For many business owners, the most immediate value is the friction that HVEDC can reduce. Oates said the organization often plays a connector role between private timelines and public systems. “HVEDC serves as a connector and facilitator,” he said. “We help businesses navigate site selection, workforce development, incentives, and regulatory processes, often acting as a single point of contact across multiple jurisdictions.”

He stressed that the job is not only about B2B networking. “We work closely with local, county, and state governments to align economic development priorities, promote smart growth, and support projects that deliver real community benefits,” Oates said. “Our role is often behind the scenes, helping to bring the right stakeholders together to move projects forward efficiently and responsibly.”

That behind-the-scenes role matters because the Hudson Valley’s most attractive qualities can also make projects harder to execute. The region is not a blank slate. It has long-established town centers, historic districts, protected open spaces, and intense local engagement. In many communities, growth is both desired and feared, occasionally in the same sentence.

Oates said HVEDC’s approach starts with a long-term view of what “growth” should mean here. “Our vision is a Hudson Valley that offers strong economic opportunity without sacrificing the qualities that make the region special,” he said. “That means encouraging development that is sustainable, well-planned, and community-centered, supporting good jobs, vibrant downtowns, housing options for all income levels, and environmental stewardship.”

Oates agrees that the idea that residents must choose between business development or quality of life is a false choice. “We believe economic growth and quality of life are not competing goals,” Oates said. “When done right, they reinforce one another.”

His message is aimed at more than large developers. It is also aimed at small and mid-sized businesses that depend on the same conditions, like housing stability, reliable infrastructure, and a workforce that can stay local. Oates said those conditions are now central to competitiveness. “Businesses want to grow here, but they need certainty, speed, and a workforce that can afford to live locally,” he said, echoing what many local business leaders have been saying in recent years.

“The Hudson Valley is experiencing strong opportunities across a diverse set of industries, including advanced manufacturing, life sciences, clean energy, logistics, tourism and hospitality, and technology,” Oates said, highlighting a trend toward diversifying the local economy’s inputs and outputs.

Tourism and hospitality, he argued, are not just about hotels and restaurants. They also generate secondary demand for contractors, suppliers, service firms, and retail. “In tourism and hospitality, investments such as the continued success of Mohonk Mountain House and the development of the Wildflower Resort in Ulster County demonstrate the region’s growing appeal as a year-round destination that combines natural beauty, wellness, culture, and accessibility to major metropolitan markets,” he said. “These projects not only support local jobs but also drive demand for complementary businesses across the region.”

Oates sees promise in technology as a driving force for economic development. “The Hudson Valley is emerging as a hub for next-generation innovation,” he said. “IBM’s quantum computing efforts in the region have helped position the Valley at the forefront of advanced research and commercialization, while the growing importance of artificial intelligence and cybersecurity is creating new opportunities for startups, established firms, and workforce development partnerships.”

He linked those sectors to a simple strategic advantage that businesses of any size can see: People want to live here. “These sectors are drawn here by our highly educated workforce, strong academic institutions, and proximity to New York City’s financial, media, and research ecosystems,” Oates said. “These opportunities exist because of the Hudson Valley’s strategic location, quality of life, transportation infrastructure, and a collaborative regional approach to economic development.”

Of course, employees need affordable places to live, and many areas of the Hudson Valley have seen skyrocketing rents and home prices combined with low vacancy. The supply isn’t meeting the demand, so Oates and team are tackling the issue head-on. “Housing is another critical area of our work,” he said. “We are engaged in numerous workforce housing projects throughout the region, recognizing that housing availability and affordability are essential to economic competitiveness.”

He said the work requires coordination between public policy and private capital, and it cannot be solved one municipality at a time. “These efforts span multiple counties and involve close coordination with local governments and private developers to align housing supply with job growth,” Oates said.

He also pointed to mixed-use models as a way to connect jobs, services, and daily life. “In Dutchess County, we are also excited about the expansion of the Bellefield project,” Oates said. “It continues to be a strong example of mixed-use, transit-accessible development that supports both economic activity and quality of life.”

Oates added another development effort that has drawn regional attention from the business community. “We are also working to bring high quality jobs to iPark87 in partnership with National Resources,” he said.

Those projects, he suggested, illustrate why the organization spends so much time on process, relationships, and sequencing. The deals that look straightforward on paper can become complicated quickly once they enter public view.

“Like many regions, we face challenges related to housing affordability, workforce availability, infrastructure capacity, and regulatory complexity,” Oates said. “Addressing these challenges requires coordination, long-term planning, and honest conversations about trade-offs, something HVEDC works to facilitate every day.”

For developers and business leaders, the trade-offs often show up as community opposition that feels inconsistent. Communities may support new housing in principle while rejecting specific housing proposals. They may support clean energy goals while opposing particular projects or sites. Oates said that pattern is not a reason to dismiss communities. He said it is a reason to engage differently.

“Early, transparent, and genuine engagement is critical,” Oates said. “Developers who involve communities early in the process, before plans are finalized, are far more likely to build trust and address concerns constructively.”

He said acceptance rises when the conversation is framed around outcomes, not only design. “Clearly explaining not just what is being built, but why it matters, who benefits, and how impacts will be mitigated can make a significant difference,” Oates said.

He also argued that developers do better when they treat planning documents as signals, not obstacles. “Successful projects also tend to align closely with local plans and priorities,” Oates said. “They treat community input as an asset rather than an obstacle.”

Oates’ closing message was a call for earlier engagement with HVEDC, before a company is stuck reacting to delays or confusion. “The Hudson Valley is a region of opportunity, but success here depends on collaboration and a long-term perspective,” he said. “HVEDC is here to help businesses and developers understand the landscape, build partnerships, and move forward in ways that benefit both their projects and our communities.”

He emphasized timing and openness. “We encourage anyone considering investment in the region to reach out early,” Oates said. “Our team is always happy to start a conversation and help chart a path forward.”

He returned to the theme that the work is often invisible precisely because it is designed to smooth the path. “Our role is often behind the scenes,” Oates said, “helping to bring the right stakeholders together to move projects forward efficiently and responsibly.”

For more information visit, hvedc.com.