Outgoing Executive Director of the Walton County Economic Development Alliance

After two years at the helm of the Walton County Economic Development Alliance (WCEDA), Uriah Matthews is preparing to pass the torch. His tenure has been marked by both quiet victories and complex challenges, shaping the trajectory of the Alliance and the community it serves. We sat down with Uriah to explore the moments that defined his leadership, the lessons he carries forward, and his vision for the future of the organization he has guided with unwavering dedication.

Q: When you think about your time at WCEDA, what’s at the top of your “proudest moments” list?

Uriah:

When I reflect on my time with Wonderful Walton, what makes me proudest is how far we’ve come as an organization and as a community.

We are now a serious, professional organization built to champion Walton County and the graduates of its truly extraordinary school district—an achievement that is the product of years of dedication by Superintendent Hughes, our school board, and every educator and staff member who supports our students. Thanks to Northwest Florida State College, we now operate out of a beautiful office where we can host projects, businesses, and the public. When I began, we had a small office with one single guest chair squeezed between a file cabinet and the door. That physical transformation mirrors the transformation of Wonderful Walton itself.

We also now have a clear identity: our Wonderful Walton brand and our ethos, “Your Business, Our Community, A Wonderful Future!” Our logo captures who we are, symbolizing Lake DeFuniak—one of only two perfectly round spring-fed lakes in the world—and an upward arrow that reflects the incredible trajectory of our community:

#1 in Florida in the Child Well-Being Index

#2 in Florida for School Grades

#3 in Florida for Assessment Data

#11 in the Nation for Fastest Growing Median Income (#1 in Florida)

#21 in the Nation for Fastest Growing County (#4 in Florida)

#23 in the Nation for Fastest Growing Labor Force (#2 in Florida)

#53 in the Nation for Innovation Intelligence Index (#2 in Florida)

We’ve also reshaped how we fund economic development. By becoming a true public-private partnership, we’ve lowered the cost burden on our residents—next year the public support equates to just $0.46 a month per person. Every year since my first budget, we’ve reduced that cost, while still positioning ourselves competitively alongside peer counties.

I’m especially proud of how creatively and responsibly we’ve managed our resources. For example, instead of a projected $90,000 rebranding effort, our board entrusted me to take a private-sector style approach. We achieved the Wonderful Walton brand for just $3,000—savings that we now reinvest into marketing, site development, and other innovation. Today, Wonderful Walton operates with the smallest budget of any coastal county EDO from Bay to Escambia, but we continue to compete and deliver at the highest level.

Finally, I take great pride in building continuity and capacity. When I arrived, Wonderful Walton was a one-man operation. Today, I leave behind a professional staff, modernized records, project pipelines, and the infrastructure necessary to sustain and grow. Our Associate Economic Developer, Jordan Johnson, and our Grants and Compliance Coordinator, David Underwood, are now positioned to ensure strong day-to-day operations.

What excites me most is that this organization has been empowered to modernize, professionalize, and truly become the Wonderful Walton our community deserves. I am profoundly thankful for the public and private partners whose support has fueled this incredible trajectory over the past two and a half years. Together, we’ve proven what’s possible, and the future for Walton County is, without question, wonderful.

Q: Every job has its challenges. What were the hardest moments for you?

Uriah:

To be honest, I wouldn’t describe the work itself as “hard.” When I stepped into this role, I knew it was a project that needed attention, improvement, and intention. That’s the kind of work I enjoy, so I didn’t find it difficult in the traditional sense.

The hardest moments, for me, have been less about the responsibilities of the job and more about the changing nature of our community. I grew up here—riding my bike with a fishing pole, heading out on a boat whenever I wanted, waving to neighbors who all knew each other. It felt like a blend of The Andy Griffith Show and Flipper. When I returned after about a decade away, I found that the community I loved was no longer quite the same. Social media, COVID, and the influx of new residents have changed how people connect—or don’t connect—with one another. Where we once knew each other and gave grace, today it sometimes feels easier for people to criticize without understanding.

What surprised me most was how polarizing this role could become. In other communities, economic development is a point of pride—an empowered position with broad support. Here, as Wonderful Walton transitioned into a true peer organization in the Panhandle, criticism often came quickly and without context. At times, that even led to outright untruths, particularly amplified by social media, which I don’t believe would have happened 25 years ago. Those moments were challenging—so much so that the weight of it all impacted my health.

Yet, I see those challenges as opportunities. If anything, they highlight the importance of welcoming newcomers, helping them understand who we are, what we’ve worked for, and where we’re going as a community. Too often, people arrive with a postcard version of what they think this place is, without realizing the years of effort, planning, and sacrifice that have gone into creating the reality we live in. That’s why our logo’s upward arrow is so important—it symbolizes that Walton County is not static. Growth and change will continue, and our responsibility is to guide that evolution in a way that honors our values and secures a wonderful future.

So while those hard moments were deeply personal and sometimes painful, they’ve also reinforced for me the need for more people to get involved in economic development. If we lean into connection, empathy, and participation, we can ensure that change strengthens our community rather than divides it.

Q: As you step away, what’s “on the table” for the Alliance right now?

Uriah:

What’s on the table for Wonderful Walton right now is incredibly exciting. For the first time, there’s a strong project pipeline already in place, supported by a capable staff that is ready to hit the ground running. We’ve built the systems—like a modern CRM—and established the kind of regional relationships, especially with the defense industry, that position this organization for long-term success.

The person stepping into this role won’t be starting from scratch. They’ll inherit a table with sturdy legs of structure, systems, and partnerships—and, just as importantly, people who want to sit around that table and work together. That’s the kind of foundation that makes me so excited about the future of Wonderful Walton.

Q: What do you hope for the future of WCEDA?

Uriah:

My hope for the future of Wonderful Walton is one of lasting impact and continued support. Economic development only thrives when there is a strong partnership between the public and private sectors. I hope we see more private investment driving momentum, while public sector participation continues to play its critical role—not just in funding, but in enabling the long-term success of our community.

One of the greatest opportunities for improvement lies in land availability. In this field, we often talk about “special dirt”—publicly owned land that unlocks unique advantages. Special dirt allows access to grants, government investment, and financing tools that simply aren’t available to private landholders. Most importantly, it provides the availability of time. Private owners understandably can’t hold land indefinitely without return, especially in a fast-growing community like ours. Public ownership, on the other hand, gives us the ability to pursue major industry targets whose decision-making timelines often stretch years into the future.

This isn’t about competing with the private sector—typical retail, commercial, and small industrial development will always be led by private landowners. But when it comes to transformative opportunities—projects that bring hundreds of high-wage jobs and billions in investment—special dirt is essential. We’ve seen this proven with our neighbors. Okaloosa County’s success with Williams International is a perfect example: a million square feet, a billion-dollar investment, and 300+ jobs on publicly owned land that had been strategically held for more than a decade. That kind of vision is what I hope we pursue here.

Currently, Wonderful Walton has access to just 17 acres, which is not the scale or type of land required to compete for those transformational opportunities. My hope is that our public leaders will engage more deeply to create those opportunities for Walton County’s future.

Finally, I hope that as we continue forward, we do so with a tempered perspective—one that is rational, intentional, and steady. Economic development is not about overnight wins, but about putting one foot in front of the other. With patience, planning, and a shared vision, I know Wonderful Walton will reach its destination and build the future this community deserves.

Q: And finally — can you give us a whisper about what’s next for you?

Uriah:
Thank you for the question—it’s one I’ve been eager to answer, though I haven’t sought to broadcast it widely just yet. While I’ll keep the exact details under wraps until I officially begin, I can share that I am moving into a new opportunity here in Walton County.

This was not a decision I took lightly. I love this work, I love this community, and I have truly loved serving through Wonderful Walton. Stepping into a new direction was a difficult choice, but I believe it will allow me to continue doing much of the same work I’ve been so passionate about—just this time from within the private sector. In my next role, I’ll be leading a development in Walton County, with the goal of making an even greater impact on the community I care so deeply about.

For now, I’ll keep the formal announcement for early September, after I’ve had a few quiet days with my family to pause, reflect, and recharge. Then, I’ll be right back at it—returning to the labor of love that is helping shape a wonderful future for Walton County.

Q: Any final words for the community as the Executive Director of WCEDA?

Uriah:

To my community—by that, I truly mean everyone—thank you. Not everyone will read these words today, but for those who do, I am grateful. Thank you for caring enough to pay attention, for being curious about your community, and for following outlets like Hwy 331 that are committed to informing and inspiring Walton County in a positive way. That simple act matters.

I know how hard it is to carve out time. As a husband, as a father of a two- and four-year-old, and as someone with a spouse whose career is as demanding as mine, I understand the challenge. Many of us want to be engaged but struggle with the pace of daily life. That’s why, when you do make time to connect with your community, I encourage you to also reach out to those who may not have the chance. Share the story of who we are and where we’re going.

Earlier in my career, when I worked at the Hilton Sandestin Beach Golf Resort and Spa, I held the title of Journey Ambassador. The purpose of that role was simple yet powerful: to spread not just the “fire” of hospitality, but its effect—the light and warmth that make people feel welcome and valued. That lesson has shaped me deeply, and I carry it into this message.

Walton County is a wonderful place to live, with a future that will not stand still—no matter how much some may wish it to. Market forces are strong, and resisting them is neither practical nor, in my view, true to the American spirit. Instead, the opportunity before us is to guide change with intention and to create the community we want by being that community today.

My hope is that, just as I once spread the light and warmth of hospitality, you will spread the light and warmth of this community. Resist the negativity that too often lives in the dark corners of social media. Don’t fuel it. Perhaps even walk away from it. Choose instead to lift up what is good, what is bright, and what is wonderful about Walton County.

Every morning, we each have the chance to decide who we want to be and what kind of community we want to create. My wish is that you choose to spread light and warmth among your neighbors, shaping a Wonderful Walton—not only for today, but for generations to come.

Lastly, IYKYK – “and in case I don’t see you, good afternoon, good evening and good night!”