When economic developers say they are looking for extraordinary talent to lead or populate new businesses, they usually mean well-capitalized white guys with PhDs. In fact, talent is everywhere. The success of an economic development program should be measured by its ability to unlock entrepreneurial talent in retirees, in high school students, in single moms, people recently incarcerated—and people with disabilities. About one in four Americans—70 million—have at least one widely recognized disability. Only about 23% of people with disabilities are in the labor force, and among those who are, the unemployment rate is double the national average.
To those who say employing people with disabilities is a drag on business performance, I say, please spend a day with Lloyd Lewis, whom we interview in this week’s issue of The Main Street Journal. Lloyd took over the arc Thrift Stores in Colorado in 2005 and quintupled their annual sales to over $150 million per year. Their success has led to $171 million in net revenue being contributed to arc Chapters that support people with intellectual and developmental disabilities (IDD). And these arc Thrift Stores now hire more than 600 adults with IDD.
Lloyd concedes that had his son Kennedy never been born with Down Syndrome, he probably would have plied his formidable business skills and University of Chicago MBA into a conventional corporate career. His journey opened him to a wonderful new way of seeing the world. As you read about his story, please think about how hiring people with IDD could improve your own workplace. And consider inviting Lloyd to share his inspiring story with your community.
Also in this issue are our latest listings of local businesses and local funds you can invest in. And, if you like what you’re reading, please consider investing in us by becoming a paid subscriber.
- Michael H. Shuman, Publisher
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MS: Thanks for talking with us today. I’ll confess that I discovered your work through the two most important women in my life–my wife and my daughter. My wife is a local club president in Civitan, a global organization that supports people with intellectual and developmental disabilities (IDD), and she regards you as a hero of sorts. And my daughter is a regular shopper at one of your thrift stores in Denver. Tell us a little about your arc stores. What do they sell? How many stores are in your network? How do they perform as businesses?
LL: First, I love hearing that your daughter shops in our stores. That’s really the magic of the model—people come in because they enjoy the treasure-hunt experience, the affordability, and the sustainability, and then they discover they’re also helping build opportunity for people with intellectual and developmental disabilities.
Our stores sell donated clothing, furniture, household goods, books, electronics, toys — really a little bit of everything. We operate a growing network of stores across Colorado, and now also New Mexico and Texas. They perform very well as businesses because we focus on operational excellence, just like any successful retailer would.
But what makes us different is that every purchase has a second purpose. We’re proving that you can run a disciplined, competitive business while also creating life-changing outcomes for people who are too often left out of the workforce and community life.
MS: How exactly do your stores support adults with IDD?
LL: The stores support adults with IDD in several ways, first, through employment. We hire people with IDD directly into meaningful jobs where they can grow, contribute, and build independence.
Second, the stores help fund broader community supports—advocacy, training, family support, housing initiatives, transportation assistance, and other programs that help people live fuller, more connected lives.
And third—and this may be the most important—the stores create visibility. Every day, customers interact with employees with disabilities and realize something simple but powerful: capability is far more common than society assumes.
A job changes income. But inclusion changes identity, confidence, and expectations—for everyone involved.
MS: Your journey with running these stores goes back to the birth of your son, Kennedy. Tell us that story. And does Kennedy work at the store today?
LL: When my son Kennedy was born with developmental disabilities, my life changed permanently. Like many parents, I suddenly found myself entering a world I knew almost nothing about—a world full of love and possibility, but also barriers, low expectations, and systems that often underestimated our children.
What struck me early on was how many talented, capable people with disabilities were being excluded from meaningful work and community participation. I realized that if we wanted better outcomes, we couldn’t just advocate for change—we had to build systems and organizations that actually created opportunity.
That became deeply personal for me. Over time, this work evolved from being about my son to being about thousands of families across Colorado.
And yes, Kennedy has worked in the stores. Seeing him contribute, build relationships, and take pride in his work reinforces exactly why this mission matters. Every parent wants dignity, purpose, and belonging for their child. Families with disabilities are no different.
MS: I understand that you are now in the process of opening several new stores. Where will they be?
LL: We’re continuing to expand across Colorado, and now also New Mexico and Texas, because the need is growing—both for affordable shopping options and for employment and support opportunities tied to our mission.
We’re looking carefully at communities where there’s strong population growth, unmet needs in the disability community, and good long-term business fundamentals. Our goal is sustainable growth, not growth for growth’s sake.
Every new store represents more than retail square footage. It represents jobs, training opportunities, community partnerships, and additional resources that can be reinvested into supporting people with IDD.
MS: One interesting service you offer your employees is arc University. How does that operate, and what do you teach?
LL: arc University grew out of a simple belief: people rise when organizations invest in them.
We provide training in leadership, retail operations, communication, financial literacy, customer service, management development, and personal growth. Some of it is highly practical; some of it is about helping people discover confidence and potential they may not have seen in themselves before.
What we’ve learned is that talent is broadly distributed, but opportunity is not. When employees feel seen, valued, and invested in, performance improves. Retention improves. Culture improves. That’s true whether someone has a disability or not.
MS: One of the lessons you’ve learned is that hiring people with IDD is not only a do-good activity for the community, but it’s great for your business. What’s the comparative advantage a business like yours gets from hiring people with IDD?
LL: One advantage is loyalty and commitment. Employees with disabilities often show extraordinary consistency, dedication, and pride in their work when they’re given the chance.
Another is culture. Inclusive workplaces tend to become stronger workplaces. Teams become more patient, collaborative, mission-driven, and human-centered.
And frankly, inclusion improves leadership discipline. Managers have to communicate more clearly, train more intentionally, and think more creatively. Those are good business practices regardless of who you hire.
I also think customers increasingly want authenticity. They can tell when a company genuinely values people versus simply marketing values.
At the end of the day, hiring people with IDD is not charity. It’s smart workforce development.
MS: I keep a collection of Harvard Business Review pieces on diversity, equity, and inclusion (DEI), and there have been nearly 100 published pieces over the past decade. Almost none address people with disabilities. Why do you think there’s such a blind spot in the business world?
LL: Historically, disability has too often been viewed through a medical or charitable lens rather than through a leadership and talent lens.
Many companies are comfortable talking about diversity in abstract terms, but disability forces organizations to think concretely about accessibility, flexibility, job design, transportation, communication, and culture. That requires operational commitment, not just messaging.
There’s also a lack of exposure. Many executives simply haven’t spent meaningful time around people with intellectual and developmental disabilities, so assumptions fill the gap.
The irony is that disability inclusion may be one of the biggest untapped workforce opportunities in America. At a time when employers struggle to find committed employees, millions of capable people remain underemployed or excluded entirely.
MS: We’re now at a fraught political moment where the federal government is tearing apart anything connected to DEI. How is this affecting your work? And do you think some form of DEI should be resuscitated?
LL: I think some organizations made the mistake of framing inclusion primarily as politics instead of performance, culture, and human dignity. For me, this work has never been ideological. It’s practical and personal. If someone can contribute, wants to work, and can strengthen your organization, why wouldn’t you create pathways for them to succeed?
I do think the language around DEI may evolve, but the underlying need will not disappear. Businesses still need talent. Communities still need opportunity. Families still want dignity and independence for their loved ones.
The strongest future model, in my opinion, will focus less on slogans and more on measurable outcomes: employment, advancement, belonging, economic mobility, and community participation.
MS: Like you, my business students are committed to using business to carry out a mission of social, economic, or political change. What advice would you give to entrepreneurs starting a social enterprise?
LL: First, build a real business. Mission alone is not enough. If the economics don’t work, the mission eventually fails, too.
Second, stay close to the people you’re trying to serve. The best social enterprises are built with communities, not just for them.
Third, be patient. Social impact work often moves more slowly than people hope because you’re dealing with systems, culture, and human lives—not just transactions.
And don’t underestimate the power of persistence. Many important changes happen because someone simply refused to give up over a very long period of time.
MS: Finally, you’re a resident of the state of Colorado. When it comes to your personal investment, outside of the arc stores, do you invest locally? If so, how?
LL: Yes, very much so. I believe strong local economies create stronger communities. Whenever possible, I try to support Colorado-based businesses, local entrepreneurs, community development initiatives, and organizations that are building long-term social value here in the state.
I’m especially interested in investments and partnerships that strengthen workforce participation, affordable housing, disability inclusion, education, and community infrastructure.
Colorado has an unusually entrepreneurial and community-minded culture, and I think we should continue building models that combine economic success with social impact.
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NEW INVESTMENT OPPORTUNITIES
Below is our list of recently posted investment opportunities across the United States. Please note that our listing of these opportunities does not constitute an endorsement. Remember that all investments carry risk. Click on the hyperlinks and read the details carefully before investing.
Use the map below to help you find an investment opportunity near you. Each issue, we’ll highlight about a half dozen active campaigns.
COMPREHENSIVE LISTINGS
Click the images below to view our comprehensive list of investment opportunities, organized by theme or region.
NEW OPPORTUNITIES
INVESTMENT OPPORTUNITIES BY KEY THEMES
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MSJ & PARTNER EVENTS
Building Mutual Social Economy Bridges - In-Person Event (Queens, NY): May 26
Community Land Trusts in Europe: State of the Sector Report Launch - Virtual Event: May 27, 5 am ET
Plan for a Better Future II: Employers - Virtual Event: May 27, 3 pm ET
Creative Capital Stack Summit - In-Person Event (Baltimore, MD): May 28
A Cascade of Cooperation: Building Community Power in a Time of Change - In-Person Event (Tacoma, WA): May 28 - 30
2026 Annual Conference on Legal Issues in Social Entrepreneurship and Impact Investing - In-Person Event (New York, NY): June 2
Align Your Money With Your Values: Investments - Virtual Event: June 8, 4 pm ET
A Report Card on the US Local Economy Movement - Virtual Event: June 11, 1 pm ET
Laboratories of Democracy: Emerging State and Local Policy Visions - Virtual Event: June 17, 3 pm ET
SVN’s Global Gathering - In-Person Event (Santa Fe, NM): June 17-19
World Localization Day - June 21
Michigan Good Business Summit - In-Person Event (Detroit, MI): June 25
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The Main Street Journal aims to catalyze the movement of $50 trillion from Wall Street to Main Street, facilitating economic development and economic justice. It’s sponsored by the National Coalition for Community Capital. We welcome feedback on all aspects, from our design to our content. Please send your ideas to Jen Risley at jen@main-street-journal.com.
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