Eyes on the Horizon
- Jodi Brunner
- 3 days ago
- 7 min read
By Mallory Leonard
I had the honor of moderating Table Two’s discussion at the 36th annual Strictly Business Forum this year. Our group’s discussion was charged with energy and enthusiasm as they reflected on the year, where things stand today, and the opportunities of the year to come.
My guests included:
Chris Demers – President, Lee Kitchen, Flooring, & Appliance Center and Vice President, Adams Glass
Jaci Kelleher, Esq. – Attorney and Partner, Stafford Owens Law Firm
Robin Pierce – Executive Director, Advocacy & Resource Center
Troy Trombley – Community Relations Manager, Avangrid, Inc. (Parent company of NYSEG)
PJ Whitbeck – Owner/Broker, Coldwell Banker Whitbeck
Shannon Wilkins – Business Manager, Rulfs Orchard
Our discussion began with a recap of 2025, reflecting on its successes and challenges.
How did your business or agency fare in 2025?
Demers: “We increased our staff, added a project manager, and our growth has been decent. Profitability has been better, and there has been an increase in retail sales. We’ve built a great reputation in the community and people keep coming back.”
Kelleher: “Business has been good in 2025. Our biggest challenge right now is recruiting young lawyers. Loan forgiveness programs are swaying people to not-for-profit and government positions because, as we know, law school is not without its cost.”
Pierce: “The ARC had a better year than in 2024. While we are a charity, we are funded by public dollars, and we need to operate like a business. Our rates were rebased for the first time in almost five years, so that allowed us to increase our base rates of pay for our direct support professionals, which has helped improve staffing.”
Trombley: “2025 has been a demanding year for the utility industry. We’ve navigated tight electric capacity constraints while supporting continued economic growth, managed sharply rising energy costs, and worked hard to clearly communicate to customers the complex factors driving those increases. Our operations teams have done a great job minimizing outages and restoring service quickly and safely.”
Whitbeck: “2025 was a challenging, but good year for us. Gross sales were up 15% YTD, although our listed inventory is down by 13% YTD. There have been some changes realtors have had to navigate with contractual requirements affecting day-to-day processes. The available inventory is not meeting the demand for homes and the market continues to be competitive as a result.”
Wilkins: “Our 2025 is going to be similar to 2024, which is great in this economy. We had a decent season, despite weather challenges. Our business is diversified enough that when one department has challenges, we hope other sides of the business can compensate.”
With success and growth in 2025 and the evolution of the current workforce in a competitive job market, business owners had to pivot and adjust their methods of recruiting employees and retaining talent. There was agreement among our group on the status of the incoming talent versus seasoned employees, and how to support the workforce while maintaining the values of the business.
What are you doing differently to recruit, train, and retain talent?
Pierce: “We’ve hired a recruiter, which has made a big difference. We’ve also been in the schools, finding unique ways to reach students entering the workforce and raise awareness about what we do. Coaching and developing leadership skills has also been a focus. Additionally, we’ve revamped our onboarding process, being clear about what our expectations are and laying a groundwork for success.”
Trombley: “It is important to teach each employee the holistic view of our business. On the union side, we don’t see a lot of turnover. On the non-union side, the turnover can be a little more, so the focus needs to be on the buy-in. To show employees the path and opportunities for advancement.”
Demers: “You have to be discerning when hiring, be open about expectations, and put effort into training. We added health and supplemental insurance several years ago, which is a value added for our employees and has helped with retention.”
Wilkins: “We are grateful to have our Jamaican H2A workers who come back to us every season. In our greenhouse, fields, and the bakery, we also have some Hispanic employees here on work visas. To retain employees, we carry extra staff in the winter, and we’ve raised pay and gotten creative with attendance bonuses, as well as adding retirement, vision and dental insurance offerings.”
Kelleher: “The younger workforce was really impacted by watching their parents go through the recession of 2008. It’s possible they lost hope in the American Dream, and they lost that sense of security which can lead to not staying with an employer long-term. With the difficulties of attracting new lawyers to the area, we’ve begun training paralegals to take on some of the workload. It’s a great opportunity for advancement and growth from within.”
Whitbeck: “We do overall real estate sales training, as well as group and one-on-one coaching. When it comes to recruiting, we always have general feelers out there for self-motivated individuals, and have also incentivized our agents to think about people they would like to work with and reach out to them.”
If you could choose one major state or federal policy change, what would you pick and why?
Whitbeck: “A First-Time Homebuyers Savings Account Program would lower one of the key barriers to homeownership — the ability to accumulate enough down payment and closing-cost funds.”
Wilkins: “H2A employers are being affected by the New York State DOL farm labor overtime regulations. Many farms cannot afford to pay the increased overtime and so it results in workers receiving fewer hours or going to another state without the regulation. All this puts stress on both the workers and the employers.”
Kelleher: “More legislation geared towards making healthcare affordable. The bills that folks receive if they are uninsured are outrageous. If you have a major medical event, the result can send you into bankruptcy.”
Demers: “Get rid of the electric mandate. They’re pushing it for school buses and homes, but we need the infrastructure first.”
Pierce: “We need affordable access to health care, especially primary, dental, and mental health. Prevention is the key to a successful and healthy life. You need to be able to take care of yourself.”
Where are you seeing the greatest return on technology and automation?
Demers: “Six years ago we purchased fabrication equipment for our glass business. With it, we have been able to double our annual sales with fewer people and pay it off in two years. Within the next couple of years, we will invest again. It has become a necessity to automate where possible to cover the shortfall of skilled labor.”
Trombley: “Automation has allowed faster response times to outages and with the implementation of our AMI meters we have been able to provide customers with real-time usage information.”
Whitbeck: “In our industry, technology has moved at a more moderate rate. We have been collaborating and partnering in some start-up innovative circles that have provided advantages and opportunities. We have also been successful leveraging AI as an assistant.”
Pierce: “We recently updated our Payroll and Human Resources management software. That has provided an app for staff to be able to access all of their information in real-time.”
Wilkins: “Our business doesn’t utilize a lot of automation, but we do invest in equipment that can help reduce labor. We recently acquired a machine that assists us in planting vegetables. With the diversified nature of our business, it is difficult to justify investing for just one crop.”
How are you balancing short-term performance pressures with long-term innovation or succession demands?
Pierce: “Strategic long-term planning is something we review quarterly. We are also investing in training our management team to build leadership skills with the idea that they will be the next leaders of this organization.”
Demers: “We’re lucky we have a well-established business and customer base. Empowering my team to handle the day-to-day tasks while I focus on the bigger picture has been successful.”
Kelleher: “In addition to better utilizing our paralegals, we have a law school student who is working at our firm completing year three of education. As interest presents itself, there will be opportunity for this to continue.”
Trombley: “Planning for future electric usage growth, which requires significant investment in infrastructure, while balancing the affordability of rates is our greatest challenge. We believe our filed rate case Powering New York accomplishes that with the hope of a five-year rate plan to balance the cost of investment.”
Wilkins: “As working owners, we don’t get a lot of time to sit back and reflect on long-term goals. My sister and I are working hard to continue our grandfather’s legacy and one day our children may have an interest in carrying on the business. No pressure. Just something we would like to see happen organically.”
As our discussion zeroed in on opportunities for the future, our table’s sense of pride was palpable.
What is the single most exciting opportunity you see for the North Country in the next three to five years and what will it take to seize it?
Demers: “We need more housing to support the economic development and growth that our area is experiencing. Expanding childcare options and finding attractions for young adults and families to enjoy are necessary.”
Kelleher: “When I moved to this area from Pittsburgh in 2000, the former Plattsburgh Air Force Base was empty. Now? It’s vibrant, and it’s continuing to grow. Many businesses have come here courtesy of the Montreal market and that isn’t going to end. This is a safe area and it’s going to continue to grow.”
Pierce: “I see the potential for expanded population due to the job growth our area is experiencing, but it will take affordable housing to achieve the goal.”
Trombley: “Economic development is the most exciting opportunity. New businesses will provide jobs and growth and that will be a catalyst for economic prosperity. We need to ensure easy transitions for operational startups and continue to market the lifestyle we have to offer.”
Whitbeck: “There will be a migration of people looking to make the move to the Northeast given the amount of fresh water, weather that is not devastating, and affordability.”
Wilkins: “People from all over love visiting the North Country, and the Chamber of Commerce does an amazing job promoting tourism in our area. Nothing makes me happier than looking in our parking lot or our berry fields and seeing license plates from different states and Canada.”
Mallory Leonard is the Employee Relations Director at Pine Harbor Assisted Living & Memory Care.
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