Building What’s Next: Workforce, Growth & the Future of the North Country
- Jodi Brunner
- Jan 15
- 6 min read
By Steven G. Frederick
The annual Strictly Business Forum offers something rare in the world of economic development — a candid, unvarnished look at how our region’s leaders are navigating change, pressures, and opportunities. This year, I had the privilege of moderating a table of five exceptional professionals whose work spans economic development, agriculture, higher education, insurance, and advanced manufacturing.
Molly Ryan, Executive Director, Clinton County Industrial Development Agency (CCIDA)
Heather Dann, President, William H. Miner Agricultural Research Institute
Brian Neureuther, Dean, School of Business & Economics, SUNY Plattsburgh
Deena Giltz McCullough, CEO, Northern Insuring Agency
Ed Kirby, USA Facility Manager, GM Collin
Across industries, their insights revealed a shared theme — the North Country is entering a period of transformation — and the leaders around the table are helping to build the foundation for what comes next.
A Year of Momentum and Measured Stability
Our first question — “How did your organization fare in 2025?” —often sets the tone for the entire forum. This year, the answers reflected cautious optimism and, in some cases, remarkable progress.
For Ryan, 2025 was nothing short of pivotal. “Honestly, it was a big year for us.” The CCIDA moved several major projects from concept to reality, including significant progress at the Clinton County Business Innovation Gateway (CBIG), the former Clinton County Airport on Route 3 west of Plattsburgh. “That project alone is opening up land and opportunity we’ve never had before.”
Her emphasis on momentum was echoed by others. Giltz McCullough described a milestone year — the company’s 95th anniversary. Growth exceeded five percent, driven both by organic performance and the acquisition of a book of business in St. Lawrence County. “Simply put, we grow people,” she said, a phrase that would become a recurring theme in our discussion.
In higher education, Neureuther reported strong enrollment gains. SUNY’s School of Business & Economics saw an 11% increase since last spring and a four percent increase since last fall - its highest level since 2020. “SUNY Plattsburgh overall is also doing well,” he added, noting financial stability and broader enrollment growth.
For GM Collin, 2025 required resilience. “Considering the economy, and our product is not considered a necessity, we held our own,” Kirby noted. “Although sales were down two percent in September, we expect strategic marketing efforts will bring them even by year‑end.”
Dann emphasized the strength of a long‑tenured team at the Miner Institute and its ability to retain talent in a challenging labor market. “A third of our team has worked at the Institute for 16 or more years, a testament to our culture and mission.”
Recruiting, Training, and Retaining Talent: A Shift Toward Intentional Investment
If there was one topic that united every leader at the table, it was workforce. Two years ago, many organizations were still reacting to workforce shortages. Today, they are building solutions.
“Two years ago, we were talking about workforce challenges — today we’re investing directly in solutions,” Ryan said. The agency supported major upgrades at the Institute for Advanced Manufacturing and helped advance the new CVPH/CCC Nursing Education Campus —investments she called “game‑changers.”
Dann described a dual strategy: retaining long‑term employees while recruiting newcomers, including international scientists and graduate students. “It has been challenging at times to find local individuals who want to work in agriculture,” she acknowledged.
Giltz-McCullough highlighted the power of internal referrals, social media, and what she called “keen observation tools” to identify talent. But more importantly, she emphasized culture: “At our core, we are a heart‑led organization, grounded in empathy, authenticity, and purpose.”
Neureuther’s approach focuses on mentorship and broadening the recruitment lens to include, “Not just salary,” he noted, “but also the region’s quality of life and affordability.”
Kirby’s strategy is more traditional, but effective — annual compensation reviews to ensure competitiveness. “Each year we evaluate where we are in reference to the rest of the industry,” he offered.
Across the board, leaders are no longer waiting for talent to come to them. They are building pipelines, strengthening culture, and redefining what it means to attract and retain people in the North Country.
Policy Changes: Housing, Visas, and Cross‑Border Efficiency
When asked what governmental policy change would have the greatest impact on their business, the answers reflected the unique pressures of each sector, but all pointed to systemic barriers that hinder growth.
Ryan’s response was unequivocal: “Streamlining and standardizing state‑level housing incentives. Housing," she argued, "is the thread that connects workforce, economic development, healthcare, and education. Without a predictable framework, rural counties are playing catch‑up.”
Neureuther raised concerns about the $100,000 H1B payment requirement, which “affects SUNY Plattsburgh’s ability to hire international faculty and impacts international students’ job prospects.”
Dann focused on agricultural labor. “The current H2A visa program is limited to seasonal work — a mismatch for dairy operations that run year‑round.” She advocated for eliminating seasonality, lengthening visa terms, and expanding the definition of agricultural labor.
Kirby, whose work depends heavily on cross‑border logistics, focused on streamlining Customs, FDA, and Canadian Health processes. “Currently Customs is working on streamlining with the updated tariff shift,” he noted, “but more is needed.”
Giltz McCullough highlighted a federal policy excluding nursing and social work from higher student loan limits — a decision she called “deeply concerning,” especially given the nation’s shortage of providers in those fields. Each leader identified a different barrier, but all pointed to the same conclusion: policy modernization is essential for the North Country to compete.
Technology and Automation: From AI to Wearable Sensors
Technology is no longer a future consideration — it is a present‑day operational necessity.
Technology is transforming both operations and animal care at the Miner Institute. Dann described investments in energy‑efficient lighting, improved milk‑cooling equipment, and wearable sensors to measure cattle health indications such as rumination and body temperature. These tools “provide early warning signs for health issues and improve labor efficiency.”
For the Clinton County IDA, the biggest returns have come from modernizing information management. “We’ve built out better digital project‑tracking tools,” Ryan said, “along with a new website designed to make data more accessible.”
As AI is emerging as a major opportunity across sectors. Dann sees it becoming “an integral operations tool, from administrative automation to real‑time data analytics.” Neureuther emphasized its “potential for efficiency and ethical use.” Giltz McCullough offered a concrete example — AI‑assisted policy checking at Northern Insuring Agency, which she said is “often more effective than humans,” freeing staff for higher‑value customer service. Kirby admitted he doesn’t personally use AI, but recognizes its potential. The takeaways were clear: technology is no longer optional — it is a competitive differentiator.
Balancing Short‑Term Pressures with Long‑Term Vision
Every leader at our table acknowledged the tension between immediate performance and long‑term strategy.
Giltz McCullough described succession planning as “woven into what we do every day,” supported by a culture of openness, dialogue, and adaptability. “Doing nothing is not a viable alternative for us.”
Ryan described economic development as “long‑game work,” but emphasized the need for “short‑term wins to maintain public trust.” Her team prioritizes projects that deliver both immediate impact and long‑term capacity.
Dann relies on clear Key Performance Indicators (KPI) tied to farming, research, and education, supported by a strategic plan that aligns short and long‑term goals.
Neureuther advocated for diversification creating a portfolio of offerings that support both performance and innovation.
Kirby’s approach is disciplined — quarterly reviews of short‑term goals to ensure alignment with long‑term vision. “If we have strayed,” he said, “we will rein that back into the scope of our long‑term vision.”
Across industries, leaders are navigating uncertainty with intentionality and a willingness to adjust course when needed.
Opportunities Ahead: A Region on the Cusp of Growth
When asked about the most exciting opportunity in the next three to five years, the answers painted a picture of a region poised for transformation.
For Ryan the answer was immediate: “Hands down: industrial growth tied to transportation, advanced manufacturing, and the cross‑border supply chain.” With proximity to Montréal, a skilled workforce, and developable land at CBIG (Clinton Business Innovation Gateway), she believes the North Country is uniquely positioned, but success will require more ready sites, more housing, and continued investment.
Dann pointed to the opportunity to build a vibrant “live, work, play” community that attracts and retains talent. This requires infrastructure upgrades, affordable housing, expanded daycare, and community amenities. Neureuther emphasized strengthening cross‑border relationships with Canada — a long‑standing economic engine for the region.
Giltz McCullough envisioned a demographic shift underway, with more twenty‑ and thirty‑somethings returning or relocating to the North Country for affordability, family support, and quality of life. “The dynamic is encouraging.”
Kirby highlighted collaboration among agencies — a cultural shift he believes is unique to the North Country. “No one agency is flexing muscles,” he said. “They are creating and nurturing partnerships.”
The opportunities are diverse, but the message is unified: the North Country is ready to grow and collaboration is the catalyst.
Conclusion: A Region Moving Forward — Together
Moderating this table was a reminder for me of what makes the North Country unique. Our leaders are pragmatic yet optimistic, grounded yet innovative. They understand the challenges — workforce shortages, housing constraints, policy barriers. But they also see the opportunities for industrial growth, cross‑border collaboration, technological transformation, and a new generation choosing to build their lives here.
Most importantly, they share a belief in partnerships. As Ed put it, “The efforts that are taking place now will produce fruits in the future.”
If the insights from this year’s Strictly Business Forum are any indication, the North Country is not just responding to change — it is shaping it.
Steve Frederick is Vice President of Advancement at Clinton Community College.Molly Ryan
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