A CEO State Of Mind—In County Government

When Nokia Bell Labs announced in 2023 that it would relocate its R&D operations to a sprawling new innovation center in New Brunswick, New Jersey, the global tech company was looking toward the future. “Ultimately, we want a facility that feels right for the next 100 years of Nokia Bell Labs,” said Nishant Batra, Nokia’s chief strategy and technology officer.

It helps that the project was approved for a major tax credit program called Aspire, which was created under New Jersey’s 2020 Economic Recovery Act. As a result, Nokia could receive up to $103.9 million in tax credits. But Nokia was drawn to the heart of Middlesex County for reasons that mirror what many businesses are now discovering: a rare convergence of smart infrastructure, workforce pipelines and cultural vibrancy—all underpinned by fiscal strength.

“More than 10 years ago, we took a careful assessment of our operations and financial position,” recalls County Administrator John Pulomena. The county may have held a AAA bond rating for 24 years, but in 2010, it was saddled with close to $900 million in debt, a surplus too thin for economic volatility and an oversized workforce. “When the economy went sideways, we had to make some strategic business decisions on how we clean up our internal house first before moving forward with developing sustainable economic solutions.”

That strategy worked. Today, Middlesex County has more than $110 million in surplus. More importantly, it hasn’t issued new bonds in nearly a decade, instead embedding nearly $100 million in capital improvements directly into the annual operating budget. “That allows us to continue to improve without ever going to finance,” Pulomena explains. “And the money we have earns interest that can be reinvested in our system.”

From Colleges to Careers: A Pipeline with Purpose

Middlesex County’s true long-term investment isn’t just financial—it’s also educational. From Rutgers and Princeton to Middlesex College, the region has focused on creating seamless academic-to-career pathways that serve both residents and employers. “The must-haves [for CEOs] is a pipeline of a workforce that allows them to sustain and bring new innovation to their operations,” says Pulomena. That focus has made the county attractive to companies in growth sectors like life sciences, food innovation and autonomous tech.

Public-private collaborations are the engine of that workforce strategy. For example, the Jack & Sheryl Morris Cancer Center, part of RWJBarnabas Health, is a $1 billion freestanding cancer institute—New Jersey’s first—designed not only as a state-of-the-art medical facility but also as a hub for career pathway development. Similarly, the county’s acquisition of the Heldrich Hotel and Conference Center near the Rutgers University campus aims to support culinary and hospitality programs at Middlesex College and Middlesex County Magnet Schools by offering students hands-on training and potential job placement.

The growing list of businesses choosing Middlesex for growth or relocation are the “proof points,” as Pulomena calls them, that the county’s long game is paying off: DSM Nutritional Products opened a new facility in Plainsboro; Sun Pharma is expanding its presence and adding 220 new jobs; and Hotpack Packaging, based in the UAE, is investing $100 million to build a new manufacturing and distribution facility that will add 200 jobs.

A Place to Work, Live—and Stay

While many counties focus solely on tax incentives or business parks, Middlesex has taken a more holistic approach. “We want to make Middlesex County a destination,” Pulomena says. That includes a sweeping $350 million redevelopment of the Middlesex College campus to include a multi-use 5,000-person capacity venue for sports, entertainment and the arts. Rutgers’ NCAA Division I Baseball team will play there, and 14 new tournament fields are expected to attract regional and national youth sports competitions.

Cultural capital is equally prioritized. “Back in 2015, we went out to the public for a non-binding referendum,” Pulomena recalls. The question: Would voters support a $10 million budget item for arts, culture and history? Nearly 70 percent said yes. Since then, the county has committed $5 million annually to cultural programs. The results include the revitalized State Theatre New Jersey in New Brunswick—owned not by the state but by the county—and collaborations with towns like Metuchen, Carteret and Woodbridge, to name a few, to expand access to performance spaces.

Meanwhile, transportation innovation is unfolding alongside traditional infrastructure investment. A new on-demand rideshare pilot lets New Brunswick residents travel anywhere in town for just $3, addressing “last mile” issues that traditional transit can’t fix. And DataCity, a partnership with Rutgers University, is turning New Brunswick, New Jersey, into a living testing ground for smart mobility and autonomous vehicle technology.

Ultimately, the vision for Middlesex County is rooted in alignment: education tailored to workforce demand, infrastructure that serves business and community alike and partnerships that make the whole greater than the sum of its parts. For companies in search of a future-focused home, Middlesex County is ready—and it has the balance sheet, workforce and track record to prove it.