InsideLouisville, where we introduce you to the people, places and things that make up Kentucky's largest city.

This week we go inside one Louisville.

Earlier this year, Greater Louisville, Inc.

the Metro Louisville Chamber of Commerce merged with the Louisville Economic Development Alliance, or LEDA, into one one Louisville.

That is.

That's the name of the new organization, a nonprofit public private partnership that is now the largest economic development team in the city's history.

[MUSIC] This year's launch comes after a record year where the city reported more than $3 billion in new capital investment and 2700 new jobs created.

We sat down with the new CEO of One Louisville and the board chair to find out what it all means for the city of Louisville and beyond.

[MUSIC] [MUSIC] [MUSIC] Trevor Paul is the CEO of One Louisville.

Thanks for being here.

And we also have Matt Thornton, the board chair.

Thank you so much for being here as well.

Trevor, why don't we start with you and you tell us what is one Louisville.

>> So one, Louisville is both an economic development organization and a Chamber of commerce all rolled into one.

And really what our mission is to make Louisville the best place in America to to build a company, to build a career and to build a fulfilling life.

And when you think about what that means, that means more businesses investing here, more people staying here and building their careers here, making sure we have the conditions for growth through good public policy, and then great chamber services for those small businesses that really, really need them.

And we're excited about it.

>> Yeah.

It is.

So this is a merger of GLI and LEDA.

Explain those two organizations and how they came together in this one organization.

>> Yeah.

So the Louisville Economic Development Alliance was started by Mayor Greenberg and the business community a few years ago.

So it's a bit younger.

And it really did only focus on net new capital investment in Jefferson County and job creation.

Greater Louisville, Inc.

has been around for decades, and it focused on creating world class events, almost a town square for the business community to come together, talk about tough issues, double down on certain opportunities, and then also advocate in Frankfort and D.C.

do all the things the Chamber of Commerce does.

Now, when you explain both of those things, you automatically think, gosh, imagine if they were together, the efficiencies, the opportunities to think bigger, having the same metrics, having the same strategies.

And that's what allowed, I think Matt and, and other business leaders in the community to see that, you know, maybe, maybe these two should become one.

>> Yeah.

So Matt, as from your perspective as a businessman and here a home grown in Louisville, what made you want to get involved with this organization?

>> Well, a number of things.

You know, first and foremost, I'm from here.

I raised my kids here.

I've grown a business here.

And I want to see Louisville grow and prosper.

And this was a moment in time.

You had a mayor's office.

You had a business community.

You had, you know, all of the politicians in Frankfort all on the same page, if you will.

And so we didn't seize this moment.

I think it would have been a missed opportunity.

And then you combine all of that with the fact that we had Trevor here.

He's been here for a year.

He's been leading our economic development activities and he's been doing a great job.

He's gotten some traction.

So the sun and the moon and the stars all aligned.

And now is the time we have the right leader to take us forward.

And I just couldn't be more excited to be involved.

>> So, Trevor, let's talk a little bit about your background.

You came here about a year ago from Detroit.

That's right.

What brought you to Louisville and then what has made you?

You told me before you saw Louisville as the new American frontier.

Yeah.

Why do you think?

>> Don't you agree?

>> Yeah, sure.

>> Yeah.

So I came here for this job.

I've never lived anywhere else.

And I have to tell you, Louisville has is having a moment right now.

When you think of the new investment that has come in here over the past years, $3 billion.

That's more than the last two years combined.

More than many larger metro areas.

And then when you think about the quality of life, the swagger this place has, it felt to me a lot like what I experienced in Detroit, right when our turnaround began to hit its stride.

And I wanted to go on that ride again.

There's just too much here to sell.

And the best part about it, the thing that really got me excited about coming down here and doing this work is it seems as though at the state and local level, government is really getting along well right now with the business community.

Everyone's kind of reading out of the same hymnal, and when you do that, you really can begin to to think big.

You're going to keep hearing me say those words.

Think big.

This is a this is a moment in time where I think people 50 years from now will look back at the 20s and say, wow, they.

That's when they got their act together.

That's the goal.

>> And Matt, I want to know your perspective too.

On the other end, having lived here for so long and grown a business here, why do you think Louisville is having a moment, as.

>> You said?

Well, just to build on what Trevor said, you know, he mentioned, you know, the local administration in Frankfort have never got along better.

You know, I would say that, you know, one thing that we have lacked in this community is a coordinated effort.

And that's not just across politicians, but across all of the business community, you know, all agencies, all organizations.

And we have an opportunity to bring all of that together right now and get everyone singing off one sheet of music.

And I think, you know, that is where we have missed opportunities in the past.

It is one thing that we are intently focused on fixing in the future.

And now is the time.

>> Yeah.

And one thing you had mentioned to to me before is that when with GLI and LEDA, a lot of people were confused about where's the front door?

And this is something that's going to change that.

>> Now there's a clear front door.

>> Yeah, yeah.

>> The other thing I'll add too is if you think about the the industries that are going to drive the 21st century, you think manufacturing, you think healthcare, you think logistics.

And we just so happen to be a leader in those different sectors.

And there are all these new industries popping up at the intersection of, you know, you look at what UPS is doing around Worldport, but then also lab port, where time sensitive medication all over the world typically has a stop in Louisville to get to where it needs to get to on time.

So there are these industries that I feel like in 20 or 30 years, people are going to be talking about Louisville at sort of the the front of those industries and their growth versus it hitting us later.

We are very much in the center of the action right now when it comes to everything from Reindustrialisation to the future of AI.

>> Yeah, a lot of a lot of people have talked about Louisville being sort of a logistics hub because of our location.

And some of the industries that are here.

Is that something you all are focusing on, or what are the types of industries that you're focusing on bringing here and expanding here?

>> Yeah.

You know, we are a town that makes stuff and moves stuff, but that oversimplifies it.

We're also a town of designers.

We're a town that knows how to think critically when the rest of the world needs us, whether it was, you know, with Covid or now as you think about, you know, the future of manufacturing, one of the most sophisticated factories in the world is being built right now down the street over GE appliance.

That big investment they made last year.

The assembly line is going to get reinvented here by Ford Motor Company.

That announcement was made last year.

So it's I think the system the secret is that we aren't just expanding capabilities of what had been done before.

We are actually building new systems that are going to drive everyone else forward if we get them right.

And that's why it matters so much.

>> And Matt, from your perspective as building a business Thorntons, of course, here in Louisville is a family business.

What are some obstacles that you ran into and how do you think one Louisville or an organization like this will help some of those obstacles that local businesses have faced in the past?

>> Well, this is a this is a wonderful place to to build a business, to grow a business.

You know, our business was founded here in 1971.

You know, there was an abundance of talent.

There was an abundance of peers.

This is probably the most welcoming community for anyone I know trying to build a business.

No one is more than one phone call away.

And if you look at, you know, a lot of our major employers here in the market and take hire out, take ups out, take Ford out.

All of those businesses were founded here.

Think about Humana, think about Brown-Forman, think about Thorntons, think about Texas Roadhouse.

And I think that while it's nice to attract businesses to your community, we shouldn't forget about growing and keeping businesses here.

You know, those four companies are incredible companies.

They're great citizens, corporate citizens, community system citizens, citizens.

And we just simply need more of them.

>> Yeah, that's a great point.

How do you think your vision for one Louisville is going to foster that?

>> I will say this is a hidden giants economy.

There are companies here that shape global markets, and we don't do enough to celebrate that.

Caldwell tanks, they own like 35 to 40% of the tank market globally.

Disco balls, I know, but still we're the world leader.

You think about shrink wrap and what land tech is doing, what the bigger question is what would happen if Louisville went away for a day, and what would that do to global markets?

And so I, as much as I want to attract new types of companies to, say, fill our downtown core or help us grow in sort of our value chain in certain industries that are maybe more software based.

I'm really proud of what we have right here, and I want to begin to storytell that and grow those pole positions we already have.

>> And so you mentioned also the relationship with Frankfort.

And I know one of the pillars of what you all do now is working with Frankfort and Advocacy.

We just are coming off of the General Assembly.

What were you all able to accomplish and what do you all hope to accomplish in the future?

>> Very supportive of what the mayor's asks were, and we're very happy with what's ultimately going to be coming back to Louisville after session, the types of development that we're going to be able to do, because Frankfort is believing in this administration and believing in this, you know, business community.

I'm excited about, you know, what the legislature was thinking around talent, specifically retention.

I want to keep more grads here in Louisville, not just for a few years.

I want them to get a job here and then see themselves in their bosses shoes and that boss's shoes.

And I think we we've traditionally had talent programs, but they've been a bit fragmented or they haven't always worked together.

This is a big moment where we will have resources from the state to perhaps all work together, not just in Louisville, but even Lexington and Covington and, you know, be able to do some of the things that I've seen across the country that have really worked, everything from, you know, what is going on in Oklahoma with Tulsa Remote to to some of the things our northern Midwestern neighbors have have done to attract folks.

So lots to be excited about after session.

>> What are some of those cities that you all have studied, or are there similar organizations to one Louisville that helped create this.

>> Yes idea?

Yep.

Nashville Nashville has a great model.

Tulsa and Oklahoma City have great models.

Indianapolis has a has a decent model.

And you know what that allows them to do is create a centralized fundraising platform to go after longer strategic initiatives, whether that's an infrastructure play, getting a team, whatever it is, but then also the efficiencies by having a back office for one org versus two allows you to put more money into into external tools, customer tools, and create some longevity for some of these, you know, these programs that are giving grants, they're not out there just to make a return.

They're out there to sort of stimulate and create the conditions for the metrics we want to see around quality of life, which isn't always easy to track.

And so that's where I think we, we learn the most in terms of actually, I just had a call today with Tulsa talking about what they did to sort of create those efficiencies and then where they placed their money once they did.

>> Yeah.

Well, a lot of those cities that you mentioned, Nashville, Indianapolis are cities that a lot of people around here say, why are they exploding?

And Louisville never did.

What is your all's perspective on a lot of people saying we're behind the ball from similar cities?

>> Yeah.

It's easy to compare yourself to others and have envy.

I think, you know, if if we do what we're supposed to do, Louisville will develop its own swagger.

It will be unique from Nashville.

It'll be unique from all of these other hot spots, but it'll build on areas that we, you know, not only have a right to right to play, but a right to win.

You know, Trevor already mentioned logistics, applied manufacturing, healthcare, you know, all of those things are there for the taking.

We just have to believe in ourselves and stop comparing ourselves to others, but others.

But the fact is, you know, we have a population problem.

We need to grow our population.

We need to build more jobs.

We need to invest more capital.

We need a stronger venture community.

But it all gets started with realizing that you need to do those things, and then focusing on where you think you can win.

And I think that we're set up well to do that.

>> I agree.

I mean, look, pure cities aren't tattoos.

I mean, we could keep comparing ourselves to Nashville year after year after year, but how interesting is that?

I think we should be looking at some of the fast risers around us, like Chattanooga and Richmond and some of these others.

You know, I believe that there's a lot of things that we can mimic.

There's a lot of things that we can avoid, but I don't I don't view our competitors as competitors.

I view them as as playbooks, scoreboards.

There's all different.

And, you know, the fact that we are having more conversations with our Metro's asking, like, not only how did you do things, but for some of the larger Mid-Atlantic problems or opportunities, how can we work together?

Maybe it's to get more money from the federal government.

Maybe it's something else.

It's a whole new world.

And I think this organizational structure allows us to better compete in it.

>> What do you think is the biggest challenge or hurdle that we need to get over to create this type of vision?

>> Yeah, I think we probably both have our own ideas on this.

But, you know, coordinated effort first and foremost, like we've already discussed, you know, there's other opportunities that are maybe slightly outside the purview of one Louisville that we need to look at hard and address, you know, planning and zoning as an example.

It's very hard to build or develop here.

And what I mean by very hard is it's it's slower and it costs more.

So as we look at those peer cities that we like, they figured out a solution to that.

So developers, builders can do stuff faster.

So we need to take, you know, yet another play out of their playbooks and figure out how to go about doing that.

>> Yeah.

I mean, I look at our services much like a concierge service.

And I also know that a place that developers want to be is a place where you can push the easy button.

And the easy button may mean it takes 30 days, but you know, it takes 30 days up front and you can plan around that.

And I want to, you know, help where we can promote new technologies to make that process even even faster.

And I know for a fact that Metro Government and Jefferson, I can't speak for all the counties, but in Jefferson County, they are they have a chief AI officer that's looking at making these processes easier.

And now, I think, a great role for a chamber of commerce or a, you know, a local or regional Ido, as we are, is get that business voice into those conversations around what technology makes sense.

And for, you know, things that like, like, I don't know, time sensitive environmental approvals, if you haven't heard from us in 30 days, is there some sort of guarantee, is there some sort of thing that can be offered back, whether that's some sort of if you've paid a fee, get that feedback.

We want to we want customers to leave working with Louisville or any of the surrounding areas, feeling good about that experience and wanting to tell a friend.

And that's going to take time.

But I think we can get there.

>> Yeah.

Let's talk a little bit about the structure of One Louisville.

A lot of people might be confused.

It's a public private partnership.

What does that mean?

>> Yes.

So it means that the the government has paid in.

And it means that the business communities have paid, paid in.

You know, we are a 501 C six for all the lawyers out there and a 501 C three.

So we're both a foundation.

And then we are a nonprofit entity.

The goal here is to de-risk, you know, investment by the business sector by involving the public sector.

The goal is also to sort of demystify government resources for the business community, be that bridge, be that conduit.

And our structure is similar to what you've seen in a lot of other cities, from Columbus to Memphis to Sacramento.

So we that's I think an important note is we're not creating something here from scratch without really kicking the tires to make sure that, you know, it's, it's been a something that has been tested, tried, and that will allow us to not waste too much time in getting off the ground.

>> And Matt because of your involvement in both GLI and LEDA, why do you think this was the way to go instead of keeping two different organizations?

>> Well, as we as we've touched on, it's extremely inefficient to run two different organizations.

So naturally putting them together, you can come up with a lot of synergies and efficiencies.

You know, beyond that.

Now, the economic development feature covers a lot larger swath, you know, not just Jefferson County.

In addition to that, you know, our private sector donors were becoming a bit fatigued in giving to two organizations.

Now they only have to give to one organization and it's reduced dues.

And I think, you know, having one voice across the region is critical.

And we haven't touched on southern Indiana or regionalism.

But, you know, if, you know, jobs are created just across the river, well, yes, certainly I'd rather have them on this side.

That's a win for Louisville.

You know, if a if a company grows 100 jobs in Jeffersonville as an example, where do they go to the airport?

What restaurants do they go to?

Where is their doctor?

It's all likely right here in Louisville or the broader region.

So I think this new structure allows us to think a bit more broadly and ultimately will be the beneficiaries of that.

>> So it still has that reach of GLI.

>> Absolutely.

>> Ten counties.

>> Yeah.

>> Through and through.

>> Yeah.

What is your over like your vision for the future of this organization?

What do you hope one, Louisville has accomplished five, ten, 15 years from now?

>> Oh, God.

It's it's endless.

I mean, I think I think in the near term, right?

If you were to ask, you know, any partner, they would say that this is the most collaborative organization that they have worked with in the history of economic development, advocacy, talent, etc.

because that's a leading indicator.

If that's the if that's the case, good things will come.

Ultimately, we want more capital investment.

We want more jobs.

We want population growth.

>> Yeah, I think that's right.

Those are the three metrics.

I want all neighborhoods to, to be able to feel the impact, to be able to hear one Louisville and think, oh, they worked that project or they helped with that program.

And so as much as we want to be great at events and, and deal flow, I also want to make sure that we're developing tools or supporting tools that help any and all business, business leaders, neighborhood leaders, you know, whoever it is in planning and zoning, I want it to be a, a rallying cry.

I want one Louisville to be something that can speak to the numbers that we're seeing economic indicators, but can also speak to the vibe that we're feeling.

And, you know, I think over the next few months, there'll be some good stories we'll be able to celebrate.

And that vibe will, will continue to be positive.

>> Yeah, it is kind of a snowball effect, right.

And you all are coming off a record year.

Yes.

Metrics.

Yes.

Tell us a little bit about the metrics that you all are using and how you will know if you're reaching those goals that you're setting.

>> Sure.

So our, our core metrics are going to be net new capital investment into the region, jobs created.

And also over time, I care about job composition, the types of jobs that are coming into town.

And then I would say also there's activity metrics.

How much are we bringing the business community together?

There's metrics around talent retention, talent attraction that maybe aren't just our metrics, but we partner with, say, the University of Louisville or community colleges or other other groups that are caring about the same things.

And we create bigger metrics because we're all working together on it.

And those metrics are going to be rolled out here in the next few weeks.

We have a board meeting coming up next month that we'll talk more about that.

But this is going to be a numbers data led organization that I think is what people want, really.

>> I assume that's what the business community would want, right?

>> It is.

And if I was to if I was to build on the metrics piece, it's, you know, we have said all along we're going to be very public about our performance.

We're going to be very transparent.

So once we establish the metrics, once the board ratifies those, we're going to report quarterly on how we're doing.

And, you know, it's not so important quarter to quarter, but it is important what that trend line looks like over time.

And I imagine if you look at it two years out, it'll be a hockey stick, you know, up and to the right.

>> I hope so, yeah.

>> What what would you tell other business leaders about the importance of being involved in this organization, supporting this organization?

How can people get involved?

>> Yeah, it's a great question.

We need folks across the business community, from all sectors, from all professions, from all expertizes.

And we have a board of directors that will be, you know, 60 to 70 ish folks.

And then we'll have all types of committee work on specific issues that we're trying to solve as a community.

So really, the ask to the business community is, if you are asked, please say yes, because we need your help.

And it is a bit urgent.

>> Yeah.

And how are you all reaching out to the business community to get to find out what they need from you?

>> Well, I mean, multiple channels.

So surveys to our existing members, you know, one on one meetings with key partners, meeting with each and every board member, including all the different government officials, Metro Council members.

We're trying to with, you know, 24 hours in a day.

We're trying to make the most of that time, at least right now.

Yeah, I, I will say that the, the feedback that we have gotten most is it needs to be easier to do business here.

And so I would say that that's going to be number one priority.

And then number two, we would like to see more companies out of market move here.

We would like to see some of our suppliers move here.

So the ask I have I actually have two asks of the business community.

If you're in the rooms, I'm not if you if there's a lead or someone that may be interested in investing in Louisville, we are just give them to us and we can help them select sites.

We can connect them to workforce providers, incentives, whatever it is.

And the second thing is if if you commit, if you can commit to every day for the next two weeks writing something positive online about Louisville, I bet we can break the algorithm.

I bet, I bet we can.

We can literally change.

Like there's going to be people hearing about Louisville and positive new ways that I think could generate leads on their own.

So those are my those are my two, two things.

>> What would you want people to know about one Louisville if you could only tell them one thing?

>> Yeah.

I mean, I think first and foremost, this is an economic development organization.

We do talent, we do advocacy.

We're going to do both of those things well, we're going to do them well when they support our economic development activities.

>> Single front door for any opportunities and challenges that the business community has, we'll get you connected.

We'll do whatever we can to to make it a positive experience and move our economic development needle forward.

>> You can watch this episode on demand online at ket.org/insidelouisville.

Plus, give us a follow on social media where you'll find out more about local businesses in Louisville.

You can find us on Instagram at KETinLOU.

Thanks for spending a little time getting to know Louisville.

I hope we'll see you here next time.

Until then, make it a great week.