Climb Higher. Lead Smarter. Elevate Performance
1 HIGH DESERT CHAMBER OF COMMERCE INTERVIEW SUMMARY
Interview: Mark Creffield, CEO, High Desert Chamber of Commerce
1.1 PURPOSE
This interview provides a business-community perspective on Apple Valley’s current economic position, with emphasis on how the Town is viewed as a place to do business, where momentum is occurring, and where additional improvements could strengthen competitiveness.
1.2 BACKGROUND
Mark Creffield was hired to lead the Victorville Chamber of Commerce in 2017 and later helped guide discussions about merging the High Desert chambers. Following organizational changes in Hesperia in 2019, he served as interim CEO there and supported the transition toward a unified regional chamber. The organization rebranded as the High Desert Chamber of Commerce, with broad support for the merger and a regional focus across the High Desert.
The Chamber now operates with a small staff and maintains a presence in Hesperia and Apple Valley, after recently closing its Victorville office. Its mission is to support and sustain a thriving business community through advocacy, education, and networking. Creffield noted that the Chamber remains active in public policy and business advocacy, including through political engagement and candidate endorsements. While membership growth—particularly among younger business owners—remains a challenge, fundraising and in-person events continue to perform well.
1.3 KEY THEMES
Apple Valley is open for business: Emphasize the Town’s pro-business posture, responsive leadership, and willingness to support appropriate investment. Momentum is visible but must be leveraged: Highlight recent retail growth, emerging development opportunities, and catalytic projects such as Brightline. Growth should be strategic and sustainable: Position change as necessary for competitiveness while acknowledging the importance of protecting community character. Hospitality and event infrastructure is a key gap: Identify hotel and conference space as a priority opportunity that would support business events, tourism, and regional visibility. Small businesses need stronger support systems: Explore ways to help entrepreneurs with planning, market readiness, promotion, and long-term sustainability. Regional visibility matters: Address Apple Valley’s limited freeway exposure and the need to strengthen destination appeal, signage, branding, and access.
1.4 APPLE VALLEY AS A BUSINESS-FRIENDLY COMMUNITY
Creffield characterized Apple Valley as “open for business” and described the Town as having strong civic leadership and a supportive posture toward economic development. He expressed Climb Higher. Lead Smarter. Elevate Performance
confidence in the Town Manager and Council, noting that local leadership appears invested in the community’s long-term success.
1.5 BUSINESS MOMENTUM
Apple Valley is experiencing what Creffield described as sound growth, including new and expanding retail activity such as Sprouts, Hobby Lobby, Five Below, a new furniture warehouse, and other businesses. He also noted ongoing interest in attracting a hotel and Costco, as well as the potential for conference space associated with the newly acquired Singh Center.
Visibility and access remain important considerations. Apple Valley is not directly visible from the freeway, which limits exposure compared with neighboring communities. Creffield viewed the future Brightline train as a potential catalyst for additional retail, housing, station-area development, and broader economic activity.
1.6 SMALL BUSINESS PERSPECTIVE
Creffield noted that Apple Valley has a meaningful base of independent restaurants and small businesses, particularly along Highway 18 and near Jess Ranch. However, he also observed that small businesses can be difficult to sustain. Residents often express support for local businesses, but consumer behavior continues to favor familiar chains and online shopping. He cautioned that new small businesses may need stronger preparation, more realistic business planning, and better alignment with market demand.
1.7 AREAS FOR IMPROVEMENT
The most significant gap identified was the lack of hotel and conference facilities. While the Town Center can be used for events, it requires outside catering and does not fully meet the needs of larger gatherings. Creffield noted that Chamber events can draw approximately 300 attendees, underscoring the value of a hotel with integrated meeting or conference space.
Creffield also emphasized that Apple Valley will need to balance its small-town identity with the realities of regional competition. In his view, the Town cannot remain static if it wants to compete for tax dollars, attract investment, and serve future generations. He framed growth as necessary, provided it remains thoughtful, sustainable, and aligned with community priorities.