Business Leaders: Dana Connors has been a tireless champion for Maine’s economy

Dana Connors Lifetime Achievement The 2023 Business Leaders of the Year
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Dana Connors is public service personified. After graduating from the University of Maine with a bachelor’s degree in public management in 1965, the Easton native went on to serve 16 years as Presque Isle’s city manager, followed by 11 years as commissioner of the Maine Department of Transportation, and then 30 years as president of the Maine State Chamber of Commerce.

Over six decades, Connors has been called upon time and again by both government and industry to help tackle the state’s most pressing economic challenges. His official board appointments have included the Northern New England Passenger Rail Authority, Maine Economic Research Institute, Maine Manufacturing Extension Partnership and Maine & Co. With his Chamber successor, Julia Munsey, now on board, Connors can finally think about retirement.

Mainebiz: Your career spans nearly 60 years, all of it in Maine. How does it feel to be retired?

Dana Connors: How did this happen? I’m only 40! But joking aside, I must confess that it’s not the easiest thing to deal with. I’ve had the wonderful experience of only having three professional positions that actually paid you something, and they’ve been three positions that I’ve actually loved. It has been a pleasure to go to work every day and to work with the people I’ve had the opportunity to work with — the governors, city councils and others who were always so supportive. So, in that respect, boy have I been blessed. When I think about it, I really do appreciate the opportunity that’s been given to me and the support along the way.

MB: How did you get your start, and what led you to a career in public service?

DC: I grew up in a very small town, Easton, just east of Presque Isle. My dad worked for a farmer; my mom stayed at home and took care of myself and my sibling. We didn’t have a lot of material things — which I never wanted — but we had an abundance of love, and they were wonderful parents. The bulk of my time at UMaine was spent studying what at the time was called ‘town and city government’ but later evolved into public management. I needed to earn money over the summers to pay for college, and because I couldn’t go to a large city … I went to Presque Isle [to work as an intern], which proved to be extremely beneficial. There was a city manager there who was very progressive and kind of took me under his wing. He gave me my first job as assistant city manager, which I only did for a year before he moved on to Concord, N.H., and the city council offered me the role of city manager. I was 23 years old — I turned 24 a month later.

MB: What led you to the role of MaineDOT commissioner? Was that a position you sought out?

DC: I thought I’d be working in Presque Isle for the rest of my life, but in 1983 Gov. [Joseph] Brennan (1979-87) called and asked me to take on the position at DOT. At first, I didn’t feel that I could. The city’s largest business, which happened to be our largest taxpayer and employer, was closing down and selling the plant to a competitor. I felt that after all Presque Isle had done for me, I just couldn’t leave. And so the governor said to me, ‘Well, what are you doing about it?’ So four or five of us hopped on a plane, went to various processing plants and tried to sell them on coming to Presque Isle. I told Gov. Brennan, ‘If we’re not successful, I can’t leave and walk away from this city that’s been so good to me.’ As it happened, we did find somebody, and in January of ’84 I went to DOT.

MB: Name one valuable lesson you’ve learned during your time in public service.

DC: There is no substitute for the value of relationships. Listening to people, respecting other opinions, but most of all … knowing that relationships are extremely important. Especially when it comes to [matters of public policy], where your opposition today can be your ally tomorrow on another issue.

MB: How has Maine’s economic landscape evolved during your time leading the chamber? Are you optimistic about the state’s long-term economic future?

DC: As has the nation, we’ve gone through periods of recession, and we’ve faced the challenges of our aging workforce. But what’s extremely consistent about Mainers is their work ethic, can-do attitude and resilience. We have a strategic plan to address our long-term workforce challenges, which we’ll need to adjust over time. Many of the jobs that will exist in 10 years don’t exist today, and those that do will be transformed by way of technology. We need a culture of innovation, driven by technology. We should never give up on our heritage industries, but they may be done in different ways.