Q: What role can the mayor play in bringing jobs to Denver?
A: The first role is fiscal leadership. Once the budget is right-sized, the mayor can confidently tell the new employer that our city budget is secure with no overhang of future tax increases like there is in the market the employer is likely fleeing. After the financials, the role is chief marketing officer/tour guide, highlighting the unique and compelling lifestyle that is Denver: a bicycle tour of central Denver, a round of golf at any of the city’s fabulous courses, a quick ski trip to catch 18 inches of fresh, a concert at the Botanic Gardens, an exhibition at the Denver Art Museum or MCA|D, a fine dinner in Cherry Creek, LoDo, or the Highlands. Individually, these are very unique experiences but collectively, and the fact that they could all be packed into a day and a half visit, makes an impression like no where else in the country.
Q: What are the most important steps that need to be undertaken to lure more businesses to Denver?
A: The first step has to be fiscal health. The next has to be championing our unique quality of life and competitive cost of living. Based on these two, we should be on anyone’s short list. From here it is important to provide perspective to the target business from a business peer in Denver with prior success in the same type of relocation or business development. Now we are a finalist, and we win because on the final visit to Denver, something happens that has nothing to do with our skill or execution, but it uniquely showcases our citizens, climate, and lifestyle or a combination of the three, such as an April afternoon game at Coor’s Field with a full house, 70 degree weather with clear skies and the home team wins.
Q: Why have Dallas, Minneapolis and Atlanta been able to land those major corporate headquarter businesses and not Denver? What could be done to attract those kinds of businesses to the city?
A: This question requires a lengthy SWOT (strengths weaknesses opportunities threats) analysis. The quick SWOT, touching on the S+W of the acronym, highlights our unique geography: we are a city unto ourselves surrounded by a 600-mile dirt-and-mountain moat. Our moat can be a strength or weakness, and can attract or discourage new businesses depending on the “legs” of their product or service. Our costs and capable workforce is competitive nationally, so I will look to win over new businesses on lifestyle and will prudently avoid the monetary inducement bidding wars. The better investment is small businesses that currently reside in Denver along with those looking to locate here, as they are the core and lifeblood of our national and local economy. Denver will be better in the long run when my administration attracts, fosters and retains business at this stage of development. Our biggest wins have come from this approach, exemplified well by Coors, Gates, Chipotle and Leprino Foods to name just a few.
Q: Describe your economic plan – something that drives economic development in the city?
A: The fiscal health of city government is what drives economic development. It is evident when the city affordably delivers the essential services that make the city clean, safe, attractive and accessible. When the city is run in this way, it is an open field or blank canvas, on which diverse businesses can take root and bloom. When the city’s finances are in order and it meets expectations delivering services, it can then invest or leverage its financial strength to help catalyze business development within a specific “but for” mandate, using the existing TIF and MOED structures.
Q: What experience in your own life would you bring that would guide you in improving economic development in Denver?
A: My active successful global business experience raising money for small businesses, entrepreneurs and new private funds completely differentiates me from the other candidates that are all career politicians or city employees. To accelerate economic development in Denver I will use the same skills I use in business: I will aggressively engage, innovate, define value, price competitively, execute timely, and be accountable and transparent on my performance. Also, having lived and worked in New York City, Aspen, Chicago, London and Oslo, I have witnessed best and worst municipal practices, so I know which to try and incorporate here and which are to be avoided.
