Guiding Growth: Business, Policy, and Opportunity

By Holly Black

Standing: Mark Hamilton, Holly Black, Todd Sample, Katherine Cook; Seated: Andrew Wylie, Alex Barie

In 2025, leaders across the North Country were required to navigate uncertainty while continuing to plan for the future. Across industries, leaders at the 36th Strictly Business Forum Table Four described a business environment shaped by political uncertainty, workforce constraints, and shifting market dynamics. Yet, instead of stalling, organizations focused on strengthening internal systems, diversifying revenue streams, and building capacity for the future. While growth looked different for each organization, the collective takeaway was clear — this business community met 2025’s challenges with adaptability, collaboration, and a forward-looking commitment to long-term sustainability.

Joining me at my table were:

Katherine Cook: President/CEO Behavioral Health Services

North (BHSN)

Mark Hamilton: Executive Director, Plattsburgh Housing Authority (PHA); Partner, Hamilsun Solar

Andrew Wylie: Clinton County District Attorney

Alex Barie: Associate Broker, CDC Real Estate

Todd Sample: Owner, Bee Line Logistics

How did your business fare in 2025?

Cook was happy to start the conversation, “Although it was a challenging year with the current political climate, 2025 was a year of measured growth and stronger organizational alignment for BHSN and we hit all of our financial targets. Our systems became more stable, our workforce more supported, and our internal culture more cohesive, resulting in significant retention in our staff. One of the most significant gains came from our intentional

work to enhance communication—both across departments and with community partners.”

Hamilton stated, “PHA has spent the last eight years developing new and important funding sources that have helped diversify our revenue and make us less reliant on the Federal government. That successful effort is what allowed us to have a successful year in 2025” Discussing his other business, Hamilton said, “HamilSun was finally online this year and generating power for our subscribers. After seven years in development, we are now saving our community, especially those in low-income households, 20 percent on their NYSEG bills.”

Wylie observed, “2025 was a historic year for the Clinton County District Attorney’s Office. We dealt with six homicide (Murder 1st or Murder 2nd) cases along with three vehicular manslaughter cases. We also continue to see an increase in domestic violence and drug trafficking cases and that will require an increase in staff.”

Barie added, “CDC is on track for a record year in 2025. We’ve seen a lot of local businesses and manufacturers continue to grow, and we’ve also seen some new companies enter the area. The political climate with Canada played a big role in how a lot of businesses moved or didn’t move forward.”

Sample discussed the new CDL School Bee Line is offering. “The trucking industry is in what is called the ‘Great Trucking Depression’, where capacity is higher than demand, keeping rates lower than what are needed to maintain fleets. Our goal is to provide opportunities for local people to receive qualified training and produce safe drivers for the future of the industry.”

If you could change one state or federal policy, which would you choose and why.

Wylie led off our discussion. “New York State bail reform and discovery reform laws have impacted prosecutor’s offices around the state due to the increased workload amid ongoing staffing shortages.”

Cook offered, “The establishment of affordable, accessible healthcare for all, paired with a federal mandate and funding structure that encourages state-funded agencies to work in partnership rather than in silos is important. Combinations like that would transform outcomes for individuals, strengthen communities, and reduce the burden on overstretched local organizations.”

Hamilton emphasized, “A national expansion of a Housing Choice Voucher program, paired with automatic federal funding that keeps pace with actual need would be a game changer. Nationally, only about one in four income-eligible households receive rental assistance now. Everyone else ends up on long waiting lists, in unstably housed, at-risk of homelessness, or homeless. The long-term economic benefits of such a program would include improved health outcomes, increased lifetime earnings for children, and reduced emergency services use.”

Barie explained, “I would love to see a shovel-ready program funded again in New York State. Our industrial inventory is in a unique spot. Rents here are still low compared to the rest of the country, and the majority of leases are only two to three years long. Meanwhile, construction costs have gone through the roof since COVID. Building new just isn’t realistic for most owners. You can’t justify it with the rents our market supports. A program that helps offset those costs or encourages private/public partnerships could make a huge difference in expanding our inventory.”

Sample emphasized the need for legislative reform. “The American Trucking Association (ATA) has endorsed legislation to help with the abuse of lawsuits. Legal trucking companies can be easy targets for large lawsuits for small accidents, even when the other driver is at fault. Since companies must maintain significant liability insurance, lawyers find it easier to pursue quick payouts versus fighting in court.”

How are you balancing short-term performance pressures with long-term innovation or succession demands? 

Sample observed, “We are facing challenges of truck availability and not enough demand, salaries, and quality people to keep up with future demands.”

Barie shared, “My partner and I move fast and often in different directions, but having clear principles and good business habits keeps us grounded and helps us balance short and long-term goals. Real estate isn’t a quick game. It’s about earning trust so clients know they can count on you when they need you — whether that’s now or five years from now.”

Hamilton emphasized, “At PHA we work to establish a clear long-term vision and ensure that short-term objectives are directly connected. We communicate how our current work contributes to our long-term vision. I believe when the team understands the ‘why’ behind their work they are more aligned and dedicated to achieving the shared long-term vision.”

Cook explained, “We’ve embedded a dual-priority model of short-term stability and long-term innovation and succession. Our leadership development tracks with mentorship, coaching, and exposure to collaborative partners and generative thinkers, and we integrate with local partners—particularly with the YMCA, SUNY and CVPH—to expand shared capacity and future-ready systems.”

Wylie noted, “By supporting and developing existing team members, the office is better positioned to manage immediate demands while also building a sustainable succession pipeline. This approach allows institutional knowledge to be retained, skills to grow internally, and future leadership needs to be addressed proactively rather than reactively.”

What are you doing to recruit, train, and retain talent that is different from two years ago? 

Sample shared, “We have taken a more proactive and long-term approach to building our workforce and maintaining strong connections with the local businesses.”

Cook reflected, “When I first joined BHSN a year ago, the organization was experiencing higher employee turnover than hiring—a trend that has since been reversed through intentional strategy and renewed focus. We have introduced role-specific learning pathways with microlearning, mentorship, and competency-based progression. Overall, better internal communication and community-based partnerships have resulted in more stable staffing and stronger morale.”

Wylie emphasized, “Retention has become a primary focus. To support current staff, we offer training incentives that help employees meet continuing education requirements, along with tuition reimbursement to ease the burden of law school student loans. For recruitment we utilize several services like Indeed and LinkedIn and we are considering using local recruitment agencies”.

Hamilton said, “Aside from ensuring that our wage rates are competitive, and benefit packages are rich, we have turned our focus toward creating a healthy and encouraging environment. We’ve created the “Green Team,” from various departments that work together to provide meaningful opportunities to share, laugh, enjoy, and support one another through all the ups and downs.”

With a team of two and no immediate hiring needs. Barie approached the question through the lens of what she is seeing across her client base. “Our advice is always the same. If you want to keep good people, you need to make it worth their while. Every staffing agency we talk to says it too. Adding real value to your compensation package/benefits is the best way to build and keep a solid team.”

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?

Cook identified, “The biggest opportunity is positioning the North Country as a national model for rural, integrated, community-based care supported by aligned partners like CVPH, CVFC, SUNY, PHA, and the local School Boards. To successfully seize this opportunity, we will need to invest in workforce housing, childcare, and transportation, strong data-sharing practices within appropriate safeguards, and a shared vision across the region, rather than siloed local efforts.”

Wylie pointed out, “We need to modernize courtroom technology. With anticipated county funding, our goal is to bring our two primary courtrooms into the 21st century with new audio/visual equipment within the coming year. That will allow us to present everything to the jury in an easy and professional manner instead of plugging in laptops and bringing in portable speakers.”

Barie offered, “Our region’s economic development team has done an amazing job laying the groundwork for manufacturers to grow here and I think we’re going to continue seeing the results of that over the next few years. Moving forward, we need to keep showing strong support for the companies that are already here, while continuing to build out our support network for new businesses.”

Hamilton explained, “One of the most exciting opportunities will be our ability to stand at the forefront of New York State’s clean energy transformation and prove that rural regions are not just part of the transition, but leaders of it — a North Country that becomes a clean energy innovation corridor, attracting companies working in battery storage, grid technology, and renewable systems. An area the rest of New York looks to as the place that cracked the code for rural clean energy success.”

The conversations at Table 5 painted a clear picture of a region defined not by its challenges, but by how it responds to them. Across sectors, leaders spoke of resilience, collaboration, and a shared commitment to building systems that support long-term growth. For businesses, the North Country presents a compelling opportunity — a community that values partnership, invests in people, and is actively shaping the conditions for sustainable expansion.

Holly Black is President and CFO of Crossborder Development Corp.