Issue link: https://nebusinessmedia.uberflip.com/i/1271909
V O L . X X V I N O. X V I 24 Fact Book / Doing Business in Maine S E C T I O N H E A D yson, 49, started his new post in early June after serving as the director of economic and community development for the Kennebec Valley Council of Governments since 2017. An Arkansas native, he most notably worked for Main Street Arkansas as a director and assistant director for over 12 years, a nonprofit similar to Portland Downton located in Little Rock, Ark. Tyson sat down with Mainebiz to talk about his vision for his adopted city. Mainebiz: Early into your new role, what have you learned about Portland Downtown district? Cary Tyson: It's been like drinking through a firehose, getting a chance to meet a lot of people. I've always known that downtown Portland is one of the great downtowns in the United States. at's been reconfirmed to me. It's just special beyond comparison. e business community here is such a strong mix of independent business, and the fact Bon Appetit named Portland "e Great Food City" of 2019 is a well-earned des- ignation. I don't think there is a Portland downtown 10 pounds you're supposed to gain in the first month you're here from eating in all those wonderful restaurants that are still available, but it's not impos- sible. My pants still fit, thankfully. MB: What are some of Portland's most underused resources or areas you plan to tap in to? CT: ere're two ways to answer that questions because we're in the middle of a pandemic, that makes it slightly more challenging. We've got some extraordinary nonprofit partners all throughout the city. ose are some- thing to keep in mind. For example, one of our nonprofit partners is Learning Works. ey do an extraordinary job. I P H O T O / T I M G R E E N WAY Cary Tyson, newly hired as executive director of Portland Downtown, sees his role as continuing the nonprofit's mission of keeping downtown Portland thriving. But starting the job during the global pandemic only heightened the challenge. T New leader takes over Portland Downtown B y G r e g L e v i n s k y The Time & Temperature Building was built in 1924 near Monument Square in downtown Portland, as an icon recognizable from afar by a large display screen on the roof that flashes the time and temperature. Originally known as the Chapman Building, it's one of Portland's tallest buildings, at one time housing more than 100 businesses. A 2018 auction of the building started at $2.75 million and ended at $9.3 million. In the 1860s, Portland's F.O. Bailey Co. made sleigh and racing sleds, among the best in the nation, and fine horse carriages. Today it's a real estate firm in Falmouth. The Portland Sea Dogs, a Double-AA affiliate of the Boston Red Sox, played their first game in Portland on April 18, 1994, losing 7-6 to the Albany-Colonie Yankees. Hadlock Field was formally dedicated on May 6. The following day, mascot Slugger made his first appearance, and a legend was born. 200 200 IDEAS FOR MAINE'S BICENTENNIAL think it's an extraordinary strong back- bone of our city and of the economy. We're grateful that a number of those are hosted here in the downtown. MB: Downtown Portland businesses are experiencing a summer with much less business. How do you help keep them — and the commerce at large — in a position to succeed? CT: Among the things we're doing is, we're partnering with Portland Buy Local — they're such a national model. For the last eight weeks, we've had a Zoom meeting with downtown mer- chants to continue these conversations. ey started with everything from how to manage some of the safety issues. It's about keeping the lines of communica- tion open. People are concerned, right- fully, during this time, so we're trying to have those informed conversations and be the convener and collaborator and strong partner for the downtown business community. MB: And as a part of that, do you think there are ways businesses should adjust to cater more towards locals at this time? CT: It's just a reminder to local folks that they're still here. Remember to have a strong web presence, a strong social media presence, a good e-news- letter opportunity, these sort of things. MB: What are some of the other projects or initiatives you are currently working on? CT: Right now, I'm familiarizing myself with everything. As the new executive director, what I'd normally be doing is getting out and going to business owners and shaking hands, drinking cups of coffee, that sort of thing. I'm doing that by Zoom right now for as much as possible. MB: Are there any types of businesses you think would fit in Portland that currently aren't there? CT: I would really love to see when the world returns to normal — maybe next summer — a strong amount of rooftop opportunities just to take advantage of some of these wonderful views. I've seen them in other cities. e ones we have here are extraordi- nary. We're in this time, it's a disrup- tive moment, so it requires these bold and persistent experimentations. For example, the Holiday Inn by the Bay, they've taken their parking deck that's adjacent next door and they've turned it into a weekend rooftop sort of situation. Following all the proto- cols and all that, but man, talk about a creative opportunity. G r e g L e v i n s k y , a 2 0 2 0 j o u r n a l i s m g ra d u a te o f B o s to n U n i v e r s i t y , c a n b e reached at greglevinsky @ gmail.com Q UA L I T Y O F L I F E Cary Tyson, hired as executive director of Portland Downtown during the pandemic, faces additional challenges keeping downtown vibrant.