Growth, Talent, and the Long View
- Jodi Brunner
- Jan 15
- 6 min read
By David Coryer
I have been fortunate to participate in the Strictly Business Forum many times throughout my professional career. This year marked the first time I took my turn as a moderator. Sitting at the table in that role gave me a different perspective on the event, the participants, and the value of the conversation itself.
What I came away with, first and foremost, was a deep respect for the Forum, for the people willing to show up and speak candidly, and the strength of the North Country business community we share. The roundtable format encourages open dialogue, thoughtful listening, and practical insight. It creates space for honest discussion and a willingness to acknowledge both progress and challenge.
As the moderator of Table 6, my role was to listen carefully and guide the conversation without steering it toward agreement. What emerged was a thoughtful exchange across sectors that reflected how different organizations experienced 2025, and how much common ground still exists when leaders are willing to engage openly.
Joining me at the table were:
Devi Currier Momot: CEO/CSIO, Twinstate Technologies
Cali Brooks: President and CEO, Adirondack Community Foundation
Michele Friedman: Executive Director of Career & Technical Education, Champlain Valley Educational Services
John Wheeler: Entrepreneur, Commercial Site Services, High Guys Tree Services, Jackson Hewitt Tax Service
Kevin Guay: Vice President of Sales & Engineering, Plattco Corporation
Gaelan Trombley: Kavanaugh Realty and The Gaelan Trombley Show
How Businesses Fared in 2025
When participants described their year, it quickly became clear that 2025 did not follow a single pattern. Experiences varied by industry, scale, and mission, but there was a shared focus on discipline and adaptability rather than unchecked growth.
Guay spoke about volatility that would test even experienced operators. One of the strongest booking months in the company’s history was followed shortly by one of its weakest. For a manufacturer that has operated in Plattsburgh for nearly 130 years, this was not unfamiliar territory. “As volatile as 2025 was, the focus wasn’t panic. It was about laying new foundations so we can continue to shift with market needs and grow,” he emphasized.
Others described steadier performance as paired with significant internal work. Trombley shared that while public-facing results held close to the prior year, much of the real progress was happening behind the scenes. “A lot of our growth wasn’t public. I’ve been rebuilding the brokerage model for what comes next. The work is demanding, but it’s necessary.”
From the nonprofit sector, Brooks described a solid year marked by asset growth and increased adaptive capacity. “We’ve had a strong year and we’ve stayed grounded in a long-range strategic plan rather than reacting to short term pressure.”
Momot described growth driven by clarity. “We’ve had to become increasingly selective about who we work with. Our value is in helping organizations that truly see technology, cybersecurity and AI as critical to their future.”
Around the table, growth was less about acceleration and more about preparation.
Talent, Culture, and the Changing Workforce
As the discussion turned to workforce challenges, similar themes surfaced across very different organizations. Compensation mattered, but culture, flexibility, and purpose increasingly shaped recruitment and retention.
Friedman shared that enrollment across career and technical education programs reached historic highs, reflecting a meaningful shift in how families view skilled trades and technical careers. “Career Technical Education is no longer a backup plan. Students and parents see it as a direct pathway to meaningful careers, and that changes everything. At the same time, recruiting and retaining educators remains challenging, requiring flexibility and long-term thinking.”
Several participants emphasized that workplace culture now plays a decisive role. Momot spoke about building systems that reduce stress while improving productivity. “Through transparency, flexibility, and clearly defined goals, we’ve been able to improve productivity while also supporting retention.”
Guay highlighted employee ownership as a stabilizing force. “When people feel invested in the organization, it changes the conversation. Everyone’s contribution matters.”
Wheeler grounded the discussion in day-to-day reality. “Smaller employers don’t have the same margins or resources as larger organizations, but consistency and long tenured employees can offset some of those challenges. Relationships matter. When people stay, it stabilizes everything else.”
Brooks and Trombley noted that candidates are increasingly weighing benefits, flexibility, and long-term stability alongside salary.
Policy and Friction Points
Policy discussions focused less on ideology and more on practical impact. Participants spoke candidly about how uncertainty, delays, and shifting rules affect operations on the ground.
Guay pointed to tariff volatility as one of the most disruptive forces facing manufacturers with global transactions. “When tariffs turn on and off, it changes how foreign customers engage with us. It creates hesitation and slows decision making.”
Trombley raised the issue of real estate transaction timelines in New York State. “A straightforward sale can turn into a two-to-four-month rollercoaster. Modernizing and standardizing the process would reduce stress and hidden costs for everyone involved.”
From a technology standpoint, Momot spoke about the need for incentives that help smaller organizations modernize securely. “Cybersecurity is no longer optional. Failing to adopt AI and security wisely doesn’t just mean falling behind. It means falling exponentially further behind.”
Brooks highlighted how tax policy affects charitable giving and nonprofit capacity, shaping community stability in less visible ways.
Technology and Automation That Deliver Results
When the subject of technology entered the conversation, the focus quickly shifted from tools to outcomes. Participants were clear that technology creates value only when paired with people and process.
In education, Friedman described immersive learning environments designed to mirror real world conditions. “When students train on the tools they’ll actually use, the transition to the workforce becomes much smoother.”
In manufacturing, Guay spoke about advanced furnaces, Computer Numerical Controlled (CNC) equipment, and product innovation. “Automation helps us increase output while lowering costs, but only when it’s paired with the right people and processes.”
Momot framed AI as a productivity multiplier rather than a replacement. “Used responsibly, AI frees people to focus on higher value work. It’s not about replacing people. It’s about making them more effective.”
Trombley echoed that sentiment. “AI has already shaved years off my workflow. The advantage will belong to those who know how to think through the output and execute on it.”
Balancing Today with Tomorrow
One of the more thoughtful parts of the conversation centered on balancing immediate demands with long term responsibility. Participants spoke openly about tradeoffs and patience.
Friedman described structured planning cycles and facility investments designed to serve future generations. “We have to build for what comes next, not just what’s right in front of us.”
Guay explained how innovation works without a dedicated research department. “R&D is embedded across the organization. It is supported from the top and driven by motivated teams.”
Trombley spoke candidly about choosing long term growth over short term opportunity. “What got me here is not going to get me there. Sometimes you have to leave opportunity on the table in order to grow.”
Brooks reinforced the importance of anchoring decisions in a long range strategic plan, particularly during uncertain periods.
Opportunity for the North Country
As the discussion turned forward, opportunity was framed less around new ideas and more around alignment. Housing, infrastructure, workforce development, and technology were repeatedly linked.
Guay pointed to rare earth mineral recovery tied to the region’s industrial legacy. Friedman emphasized CTE as a cornerstone of workforce development. Trombley described the North Country as a livable small city region offering affordability, safety, and quality of life while remaining connected to larger markets. “If we align housing, infrastructure, and workforce development, we can attract people and investment without losing what makes this place special.”
Momot framed opportunity around secure AI powered productivity that allows even small organizations to compete effectively. Brooks noted population shifts and the need to align housing, infrastructure, and philanthropy with those changes.
As our event came to a close, the advice shared was less about chasing the next trend and more about fundamentals. Across sectors, participants emphasized judgment, consistency, and people.
All agreed, opportunity exists, but coordination matters. The conversation reflected a shared belief that progress does not come from shortcuts. It comes from steady leadership, thoughtful decisions, and respect for the people doing the work.
The value of the Strictly Business Forum lies in these conversations. Not because they offer easy answers, but because they reflect leaders willing to engage with complexity and responsibility. That willingness remains one of the North Country’s quiet strengths.
David Coryer is Vice President of Coryer Staffing.
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