
Greg Canfield will be the first to tell you that when he became director of the Alabama Development Office ā and later secretary of Commerce ā his resume didnāt scream āeconomic development.ā
āI would be lying if I didnāt say there werenāt a lot of eyebrows raised when my name was announced,ā he says of his appointment by then-Gov. Robert Bentley. āA lot of people in economic development in the state were caught off-guard.ā
But Canfield has silenced many of his naysayers in the decade heās been on the job, leading a rebranding of Alabamaās economic development efforts, overseeing the creation of several workforce development areas and, most importantly, seeing an influx of companies to the state.
āThroughout Gregās tenure, we have landed major development projects like the coveted Mazda Toyota plant and attracted more businesses to even the most rural part of our state,ā says Gov. Kay Ivey, Bentleyās successor. āAlabama has a top-ranked business climate, and more and more companies are choosing to do business here, and Greg works tirelessly to ensure that remains the case.ā
BIRTH OF A SALESMAN
Canfield grew up in the Powderly Park area of Birmingham, studying business at the University of Alabama before finishing up a finance degree at the University of Alabama at Birmingham. Canfield moved back to Birmingham because his wife-to-be, Denise, launched her banking career in the city.
āMy goal was to become a stockbroker, but I couldnāt open the door properly for that to happen,ā he says.
Instead, Canfield went into sales, forging a successful career at Purolator, Consolidated Freightways and Transus Freight Systems.
But with his wife still in banking, children being born and Canfield on the road many weekdays, opportunity came knocking in the form of the insurance industry, and Canfield eventually opened and ran his own insurance and financial services company for 15 years in Vestavia Hills.
That led to his first real taste of economic development and politics.
Canfield and some others, disenchanted with the lack of direction of Vestavia Hills, co-founded Voters with Vision (V3), an effort that brought new government to the Birmingham suburb and put Canfield on the City Council. In 2006, Canfield won the House seat vacated by Jim Carnes in District 48.
He was in his second term when Bentley appointed him to run the Alabama Development Office in 2011.
EVOLVING JOB
āThere were aspects of the job I took to right away,ā Canfield says. āManaging the team, creating a vision for the department and working with the team to establish that vision came pretty easily. I did drink from the firehose for about three months on the more technical aspects of economic development that I had to become accustomed to, particularly on the state level.ā
One of the first things that struck Canfield was that the Alabama Development Office, despite some successes along the way, didnāt have a clear brand.
āWe were allowing the State of Alabama and our economic development efforts to be defined by third parties, usually outside of the state, which often didnāt characterize Alabama in the most positive light,ā he says.Ā
And people, especially from other countries, didnāt really know what the ADO did.
āThe easy thing was to find a name for our agency that was understood internationally, and Department of Commerce is easily understood,ā says Canfield, whose job title changed from director to secretary. āThe part that was hard was developing a branding strategy where the brand can tell our story and do much of the marketing for us.ā
With the help of Big Communications in Birmingham, Made in Alabama was launched in March 2015.
FUTURE-FOCUSED ECONOMY
Armed with a new brand and a new way to incentivize companies to do business in the state, Canfield and his team went to work, not only to raise wages for the average Alabamian, but to diversify and make more future-focused an economy that was already seeing great success luring major automakers to the area.
āEven though you can build the argument that in the automotive industry we are very dense and have had lots of success, we donāt have to rely just on the automotive sector in our economy,ā he says. āWe have a burgeoning aerospace economy. Weāve continued to grow our forest-product economy. Weāve continued to grow our agricultural and food services through a strategy of improving our distributional logistics in the state. Weāve been very intentional about what we do.ā
That intentional growth includes building the state into an enticing space for research and innovation, including not only scientific research being conducted by the likes of HudsonAlpha, Evonik and Southern Research, but more entrepreneurial successes like Shipt and, most recently, Landing, which moved its headquarters from San Francisco to Birmingham.
āWeāve helped create and support this transition into a system of real innovation and early-state entrepreneurship and the growth of that,ā Canfield says. āWeāre testing this perception that youāve got to be on the East Coast or the West Coast to have a chance at being effective as an innovator in the tech world. Weāre disproving that. Weāre showing that you can be in a Birmingham, Alabama, or a Huntsville, Alabama, or an Auburn or a Mobile or a Montgomery, and you can have the workforce that you need with the talent you need, with the affordability, but also with a lifestyle thatās attractive to people.ā
All of those things are pluses for Alabama, Canfield says, along with recent improvements at the Port of Mobile (a massive cold-storage capability and a roll-on/roll-off facility), the stateās five Class 1 railroads, and a network of interstates that connects 50% of the U.S. within a 24-hour drive.
CHALLENGES REMAIN
Two things bubble to the surface when Canfield is asked about challenges that remain when wooing companies to the state ā the availability of land and a qualified workforce.
āYou have to have available land that can be developed for the types of use a project brings, and thatās been one of our biggest challenges lately,ā he says. āAs we have developed more of a focus on rural development, it has been easier to find certain types of sites that are important and workable for some of these projects, so thatās been good.ā
The other challenge is a bit more vexing.
āWorkforce is paramount, and Alabama and 49 other states are wrestling with this issue of the availability of a workforce,ā he says. āDuring COVID, weāve seen millions of people remove themselves from the workforce because they have a variety of challenges that prevent them from working.ā
Tackling the workforce issue is a priority of Iveyās, so Canfield and his department have put programs in place to help solve the issue, from the Alabama Office of Apprenticeship to efforts involving the community colleges, Department of Labor, Alabama State Department of Education and others.
āI donāt think Iāve ever seen as much collaboration as we have wrapped around this issue,ā he says. āWeāve got to find ways to give people the motivation and the incentive to reenter the workforce in large numbers.ā
AHA MOMENTS
Despite those challenges, selling Alabama to potential companies can be easy ā if Canfield and his crew can get them here.
āWe want the company and the companyās executives and their spouses and families to come and visit, because it is all about the perception that exists that flyover states have nothing to offer,ā he says.
When they do visit, they usually are impressed, Canfield says.
āInvariably, when people visit Alabama, they do have that āaha momentā where they say,Ā āI had no idea you had this many mountains or this much forest;ā or āI didnāt realize you had performing arts or art museums; I didnāt realize you had beautiful beaches; I didnāt know you had these rivers; I didnāt know you had all these lakes where I can fish or all this area where I can hunt or trails where I can hike, or all these great restaurants,āā he says. āItās unbelievable. When people come to visit, they do come away with a changed perspective about Alabama.ā
Alec Harvey is executive editor of Business Alabama and photographer Julie Bennett is an Auburn-based freelance contributor.
This story originally appeared in the December 2021 issue of Business Alabama magazine.