Sunday Conversation: Jansen Tidmore, President/CEO Greater Columbus Georgia Chamber of Commerce

This week, we sat down with Jansen Tidmore, President and CEO of the Greater Columbus Georgia Chamber of Commerce, for a timely and forward-looking conversation on “The Business of Columbus: Growth, Access, and the Road Ahead.” As the city continues to evolve, Tidmore offered insight into the opportunities shaping Columbus’ economic future, the challenges that must be addressed to ensure inclusive progress, and the role business leadership plays in building a stronger, more accessible community for all.

Courier: You stepped into this role at a pivotal time for Columbus. How would you define the current economic identity of our city—and where do you believe we are headed?

Tidmore: While many of us would rather move beyond the pre/post pandemic conversation, it is hard to do so because the impacts surged through every community in different ways.  Many years ago, Thomas Friedman wrote the book “The World is Flat,” which explored the global economy impacts.  I believe the pandemic opened that concept into “Talent is Flat,” as well, because the boundaries of location quickly became a non-factor for all non-labor-intensive roles.     

For Columbus, that meant the companies that for decades had consistent and constant growth had their internal structures altered at a rate no one could have anticipated.  It meant the worker had more options now than ever not only on where they live, but how, and that choice changed how communities positioned themselves for growth and opportunity. 

And with that ushered in a new era of community development – which really is the heart of economic development. 

For us, there is tremendous opportunity in this change, as we are a place with attributes and amenities that you can’t easily replicate.  Our Uptown and Midtown offer a mix of homegrown food, retail, and entertainment; our river and trails activity and adventure; our housing and costs of living comparatively affordable; our schools a place for our next generation to thrive through innovative education approaches; and of course our Fort Benning with a steady stream of new faces and service to bolster ongoing community presence.  Is there more work to do?  Absolutely, but these are foundational items that allow us to pivot the mindset of the jobs we once knew and will thrusts us into the job demands of the next decades.  Jobs where entry points are to career opportunities are more concise and the trajectory better defined.  Opportunities that value innovation, work ethic, and creative problem solving.  All the skills and attributes that allowed Columbus to far outkick its coverage by hosting as many Fortune 500 companies as we have.  Now, we just have to make sure we are having the right conversations to usher in these new industries for the next generation of companies. 

 Courier: Leadership often requires balancing vision with reality. What has been your biggest surprise since taking on this position?

Tidmore: I’m a Dothan guy who went to Auburn and has spent all but five years in this general area.  Those five years, I also had the pleasure to serve in Colorado.  Each of my four states have consisted of similar core challenges with very different variables.  Those variables matter and you have to ensure the stakeholders and dynamic changers are having healthy and often time dissenting conversation on how to alter the variables.   The lack of conversations happening across multiple planes was a greater divide than I expected and was a quick “aha” moment on why the dynamics have been off here.  The good news it that is reconcilable. 

 Courier: Columbus continues to attract interest from large-scale projects like data centers and advanced industries. How do we ensure that growth benefits all residents, not just a select few?

Tidmore: Economic Development is one of the more misunderstood core functions of local government.  In my “Rotary” talks I often simplify the concept to the fact that we have three core purposes. Tax Revenue, Industry Priority, Talent Development.  First as a revenue arm for the city/county.  We should never apologize for this.  Economic development projects generate taxes that allow our government to invest in the areas most important to our residents.  Second, we target primary employers (businesses that largely make a product here and export the product outside of the county) because they bring the people and income that drive the consumer facing businesses (healthcare, retail, restaurant, etc).  Consumer facing is data driven – number of people with expendable income.  Primary jobs bring those elements.  Third, we bridge the gap of what we currently attract versus what we want to attract.  Often times this is targeted more towards talent and workforce initiatives, but the reality is data and numbers drive 99% of the decisions for businesses and those numbers aren’t a secret.  They also can be a wakeup call, because it is our job to change those numbers when they don’t match what we need. 

If we do these things well, everyone benefits by the nature of the work.  I judge a project by the sum of the many components, but most headlines want to isolate only one component. 

 Courier: What does “smart growth” look like for Columbus over the next five to ten years?

Tidmore: That’s a term that means something different to each person.  I am a data person.  The core numbers I would want us to consider are: 1) Land Available 2) Utilities Available 3) Talent Available 4) Infrastructure Available 5) Community Amenities Available.  These variables set the stage for the work ahead. 

 Courier: How do you measure success—not just in dollars invested, but in lives improved?

Tidmore: When we talk about the pillars for our work and core values they always go back to our fundamental belief that the cornerstone of a healthy community is access to quality jobs.  It is not that the other variables impacting someone’s quality of life are not important – it is the fact that in order for those to take a place of importance an individual has to be afforded the chance to be self-sustaining.  We talk CapEx, Businesses Opened, and Jobs created because those are the easy to track KPIs for the conversation but at the core of it all is the fact that we believe you build the best community through someone having an opportunity and businesses provide that opportunity.   

Courier: Small businesses are the backbone of our community. What specific strategies is the Chamber implementing to support minority-owned and locally owned businesses?

Tidmore: One of the more exciting initiatives we have been working on is Colum.biz – a platform that can serve as the clearinghouse for all business opportunity and needs.  We are actively working with our city partners to finalize the roll out, but the goal is simple – make Columbus the most welcoming and easiest place to take an idea into action for a business.  One of the key attributes to the branding and name is we are being intentional to stand it on its own – not as a Chamber or any entity exclusive, but a vessel for all partners to use.  We want this platformed to be powered by our friends at the River Valley Black Chamber, Urban League, Startup Columbus, and more.  If you want to help business succeed and thrive – this is a place for you.  If you are a business looking for a need – this is a place for you.  No ego.  No agenda.  Just opportunity. 

Courier: Many entrepreneurs feel disconnected from institutions like the Chamber. How do you plan to bridge that gap and make the Chamber more accessible?

Tidmore: Membership organizations like Chambers often have this fine line we balance.  Simply put, we need investment to exist and membership provides that.  By the same token, our work impacts and goes far beyond membership alone.  In October, we acknowledged this dynamic and structured the Chamber to be able to function within these boundaries better.  Our Partnership side of the house is the Chamber many know and love with programs, events, networking, relationship building, and a heavy emphasis on b2b support.  We then added the strategic engagement division – designed to influence the ecosystem for all businesses, partners or not.  This includes initiatives such as Colum.biz, Advocacy, Military Affairs, Talent Initiatives, and Leadership Columbus. 

Additionally, we have taken then notion away that we “compete” with similar organizations and we now view them as the complimentary partners they are.  This has included evolving our YP into a regional group; expanding our programs to be cohosted; and reimagining many legacy offerings in a way that tear down walls – real or perceived – to build longer tables. 

It doesn’t happen overnight.  But we are delivering every day on that ego free approach, and many are taking this leap with us – and we are all benefitting from it. 

Courier: Workforce readiness continues to be a major concern. Are we truly preparing our young people for the jobs being created today—and tomorrow?

Tidmore: You have heard me reference talent often, because I believe in the broader approach to this conversation.  Reality is that the jobs in demand today didn’t even exists ten years ago in many instances and therefore there is no way to “future proof” the offerings.  What we can do is teach resiliency and core competencies that allow our kids to evolve with the market.  We provide them opportunities to explore, fail, and pick themselves back up with even more resolve. 

I don’t say this lightly as a Dad with two kids in the system – but we are absolutely delivering on an innovative and impactful approach to the opportunities afforded our kids for workforce.  Is there more work to do and more schools that need help – absolutely, but we should be very proud of what our school system has accomplished.  We need to take those accomplishments and leverage them into our challenge spots. 

Couple that with the work of CTC and CSU – and I have zero concern about our ability to respond to the ever changing market.  We must employ our soon to be Talent Council to build the awareness of these opportunities. 

Courier: What partnerships exist between the Chamber, local schools, and technical colleges to align education with opportunity?

Tidmore: For years we have proudly hosted Partners in Education (PIE) and it too is working hard to evolve with the demands of the modern workplace.  At its core, it is there to serve as the clearinghouse for those businesses who want to engage with our educational institutions.  Be it through work based learning or internships or reading programs and volunteer time – we want to make it easy and accessible to be present with our schools. 

Courier: Columbus is a diverse city—racially, culturally, and economically. How is the Chamber ensuring that diversity is reflected in opportunity?

Tidmore: I mentioned earlier I have served across four states and this is a conversation across each, but with very different definitions of what constitutes diversity.  However, my answer is always the same.  I believe if you build your pillars and values around your core belief – much like ours in the job creation – then with intention and conversation the table built becomes reflective of the community you serve.  If that table feels out of sorts, you should take a harder look at your own “why.”  In looking at the Columbus Chamber, I feel we have a diverse group – from members to board members to team members – not because it was forced, but because we are convicted in our why and our why aligns with the community needs. 

 Courier: What does economic inclusion look like in real, measurable terms for this community?

Tidmore: An age-old discussion has been how to measure impacts and inclusion with minority owned business.  Due to the nature of business licenses and reporting, the only place you find a designation delineating a minority owned business are those that certify for federal programs.  This leaves a tremendous gap in our ability to have tangible and reliable data, but I believe there is a fair optics test.  What is good for business, is good for all business and what is good for a job seeker, is good for all job seekers.  Success is when the optics don’t highlight the fact we have anyone missing from the table. 

Courier: Projects like “Project Ruby” have sparked both excitement and concern. What role does the Chamber play in balancing economic development with transparency and community trust?

Tidmore: We currently don’t have a role in these discussions as they are housed with the Development Authority and we have not been asked for input. 

Courier: How do you respond to residents who feel left out of major decisions that impact their neighborhoods?

Tidmore: Most importantly, I encourage everyone to keep their finger on the pulse of what happens locally.  Our news has gotten nationally centric, yet what happens in DC rarely is felt on our block, yet we put little emphasis on local news that directly impacts our block.  We must put in more personal effort to engage locally and not just reacting when it’s a headline.  And the great news is these local leaders are overwhelmingly accessible.  They want to talk with you. 

By that same token – we must ensure we are getting the facts and figures in fair and responsible way.  In an era where TikTok reels quickly become “news” I caution our responsibility to go deeper on the accuracy. 

I am a firm believer all good policy comes from healthy dissent and that we need to all be more comfortable with dissent in a proper forum.  I do not know too many ideas that were perfect from the initial pitch.  They require a process to work through them and the same is true here.  However, when the conversation turns unhealthy, accusatory, or flat out unproductive – we all lose.  We need to hold each other more accountable to get around the table and discuss hard things productively. 

Courier: Public safety is often tied to economic growth. How do you see the relationship between safe neighborhoods and a thriving business environment?

Tidmore: I come from a long time serving in downtown economic development where safety is often the number one variable.  In that, I have learned the perception of safety is far more influential than the reality.  In an era where we have more options on how we shop, spend our time, and even order our food – aligning realities and perception are essential.  We all can be proud of the efforts our CPD and Sheriff have made here and continue to engage in ways that we can all contribute to making Columbus a place all can live, work, and play with a sense of security. 

Courier: What role should the business community play in addressing issues like crime and community stability?

Tidmore: Another age-old question.  I think business should serve as a resource to our law enforcement leaders, but we should trust them in their needs.  As to Community stability, I harken back to our core belief of jobs being the cornerstone and therefore business IS the community stability through those opportunities. 

Courier: Columbus sits in a unique position—bordering Alabama and anchored by Fort Benning. How can we better leverage our regional advantages?

Tidmore: In economic development we often talk in triangles and our regional triangle that offers the highest level of competitive advantage is Columbus – LaGrange – Auburn/Opelika.  We have begun finding more ways to leverage that narrative, but it takes time to formalize.  In regard to one of our proudest drivers – Fort Benning – we are relaunching the Military Affairs Council for the Chamber to ensure we are doing everything we can to support the base leaders and bridging access for those soldiers transitioning to the civilian workforce.  We want the talent as they serve and after they serve! 

Courier: What must Columbus do to remain competitive with cities of similar size across the Southeast?

Tidmore: We have tremendous assets, a great story, and a history of accomplishing feats far bigger than the data says we should.  I believe we just need to reinvigorate that energy and belief locally to leverage it nationally.  How we talk about ourselves will be reflected in how others view us  - good or bad. 

Courier: The Chamber often operates behind the scenes. How do you ensure transparency in your work so the public understands the decisions being made?

Tidmore: I feel like Chambers are front and center, but maybe not in the same forum as a government entity.  We hope our work and discussions are widely seen and discussed.  We want to engage in conversations and are unabashed in our pillars and values that constitute our why.  Often, it seems the perception of a closed door is greater than the reality.  Again, we do have a membership aspect that allows us to function, but our work expands beyond those walls and all are welcome to our membership base. 

Courier: What should residents expect from your leadership—and how should they hold you accountable?

Tidmore: When you look at roles such as mine, I often remind the community that we are the action arm of the vision.  It’s the community’s vision we want to execute, and we hope to carve out the business forward aspects of that vision.  In that regard, I hope you see our team as approachable, accessible, straightforward, and stalwarts of our principles.  We want all business to succeed so that more opportunities are provided for our community.  We will play in the many variables that impact those opportunities. 

I think accountability comes when the vision and the outcomes do not align.  As it stands today, the vision largely lies within the Columbus Ahead plan that was produced by a large contingency of community members and we are actively working on the implementation plan. 

Courier: Leadership comes with pressure. What keeps you grounded in this role?

Tidmore: When I have peer to peer conversations, this is a common discussion and what I have found is that I am an internally motivated person.  I believe that you have to align the vision, cultivate the culture, build the structure, and then follow the data.  Then that data realigns/validates the vision and the cycle continues.  That principled approach leaves little influence for trendy/misaligned pressure points because the outcomes either work or don’t.  When they work, people have opportunities they didn’t before, and therefore my community thrives.  That means my kids will have opportunities and yours too.  Everything else is just static. 

Courier: At the end of your tenure, what do you hope people will say about your impact on Columbus?

Tidmore: I hope they say little about me and a lot about we.  I don’t want a kingdom.  I want a community.  Success in this role builds the tables bigger and outlives / overrides the I, rather allowing those tables to evolve through the generations. 

Courier: If you could speak directly to every resident of Columbus right now, what would you say about where we are—and where we’re going?

 Tidmore: Be proud of what we have done well, and leverage that success to address the areas you feel like need improvement.  But roll up those sleeves and work with us on those improvements.  The image you put out there about Columbus becomes the strangers reality of Columbus –