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Just Do It

By Daniel Ladue


Standing: Craig Seybolt, Daniel LaDue, Matt Boire. Sitting: Marcy Miller, Pam Fisher, David Coryer, Annie Brennan
Standing: Craig Seybolt, Daniel LaDue, Matt Boire. Sitting: Marcy Miller, Pam Fisher, David Coryer, Annie Brennan

An early morning, late-autumn slant of sun, a few snow flurries and a nip in the air suggesting the advent of St. Nicholas weather greeted the arrival of the 50 participants of the 35th Strictly Business Forum—a stimulating four hours of ideas, discussions and pats on the back for a successful 2024. The animated conversation at Table Two began with a review of the perennial question, how each business/company fared in 2024.


Matt Boire, owner and president of CDC Realty, commented that the real estate sector had been quite strong despite a critical shortage of properties both at the commercial and residential level. CDC’s 35+ year network, both in Canada and the United States, has positioned itself well to know what is going on regionally and communicate that to potential buyers and sellers. CDC is proud of its strong network “North of the Border” and is grateful for the collaboration it enjoys with the economic development players in this area.


Annie Brennan, a happy transplant from New Brunswick, purchased Knight Buick four years ago. She noted 2024 was not without its challenges, especially with interest rates, inventory and supply chain issues, but their “great customer base” and “dream team” of employees have made the year a successful one.


David Coryer, co-owner with his wife of Coryer Staffing, stated the agency’s “adaptability and commitment to meeting face-to-face with candidates have been instrumental in diversifying their partnerships across industries.” That resilience has allowed them “to continue creating promising employment.”


Matt Favro, attorney and partner in Favro Law, emphasized that the firm had been “busy.” Because they’re not “economy dependent,” the forces that drive other businesses did not necessarily apply to them.


Pam Fisher, Director of External Affairs at Hudson Headwaters, was excited to note that they “had a lot to celebrate in 2024.” A new stand-alone pediatric practice in Plattsburgh recently opened and plans are in place for a larger location in the coming year. Hudson Headwaters has also expanded its presence in the Tri-Lakes Region of the Adirondacks. Saranac Lake saw extensive renovations to its facility and a new family health center opened in Lake Placid in summer 2024.


Pure Placid has seen phenomenal growth in the past few years. Marcy Miller, founder and CEO, has expanded from selling hand-crafted candles and soaps at Farmers’ Markets in the area to a global market that includes China. Miller noted that “promoting our products as a source of calm and comfort has resonated well with our customer base.” Pure Placid’s “emphasis on stress reduction and mindfulness has resulted in a steady increase in sales and product awareness.”


Craig Seybolt, Senior Vice President & Regional Commercial Banking Manager at NBT Bank indicated “2024 was a strong year, but wasn’t without its challenges. Net interest margins, the presidential election, rising interest rates, and inflation have all impacted customers and businesses. However, NBT’s strong customer base and dedicated work team have generated positive results.


It was at this point that Favro excused himself. A case in court drew him away for the remainder of the morning.


There was overall enthusiasm from participants at our table when they were asked what successes they had used to address workforce issues in 2024.


Miller commented, “Fostering a supportive environment and focusing on the professional growth of our employees, not only helped us retain talent, but also saw increased engagement.” By clearly communicating with employees, “celebrating personal successes and aligning individual goals with the company’s mission, our people could ‘Claim Their Calm.’”


Seybolt was adamant that NBT’s workforce was their “the most important asset.” For that reason, the bank continues to “focus on growth and development of its teams.” By utilizing “…one-on-one coaching sessions, training opportunities, career development programs, and organizational respect from the top down,” NBT is “building an organization of people who believe in what they do and understand their role in its success.”


Brennan and her husband purchased Knight Buick and rebranded it Brennan Buick in 2021. They have built what she referred to as a “great team—our dream team. We’re always looking to grow,” she observed, “and add great people.” For the first time in their ownership, the dealership shifted its priority from “recruiting to retaining.” The company strives to focus on its “staff by supporting them, helping them develop professionally and accommodating their needs for work/life balance. “We strongly feel that if we focus on retention, maintain a positive work environment and make Brennan Buick an exciting place to work, then recruitment will take care of itself.”


Fisher enthusiastically explained that continued investment in medical residencies, collaboration with hospital partners at UVM Medical Center, CVPH and Albany Medical System’s Saratoga Hospital has seen an increase in talent and skill coming to local communities. She was pleased to note that some new providers are now able to work in the same town in which they grew up. She cited a provider in Malone who grew up in the village, and is now raising her family close to relatives. “It’ is a win for our patients to have providers who understand and care about the multi-generational communities they serve,” she concluded.


Politics as Usual?


All agreed 2024 was not without its economic and geopolitical challenges. Persistent high prices, a complex presidential election and wars in Gaza and the Ukraine all made for an uncertain future.


“Very, very interesting times,” bemused Boire. He commented that many buildings and homes have been purchased by people who work for Canadian/foreign-owned businesses. Uncertainty as to what will happen when a new administration takes control in Washington has made many of those people think about what will happen in the North Country, but he remains optimistic. Through decades of wars, economic depressions and volatile markets, Canada and the United States have a long, winning history as excellent trading partners. Our region’s proximity to Montreal, a metropolis of over four million people, strongly suggests that the future remains hopeful.


Seybolt echoed a similar view. “Economically speaking, we are optimistic that consumers will benefit from a continued reduction in inflation and softening of interest rates.”


Digital Storytelling, Social-Media and Just Plain Listening


Marketing strategies have to stay current, especially today when almost everything seems to move forward at warp speed. When asked how their marketing changed in 2024 and what their business was doing to anticipate the future, Fisher commented, “We serve a population that lives in 7,900 square miles and each community within the region is unique. Developing new health centers has us always thinking about how to communicate with each patient population.” In addition, Hudson Headwaters is exploring marketing efficiencies and considering more targeted approaches.


“We pride ourselves on staying effective and adaptable in our marketing efforts,” said Coryer. “Over the past year, we have reduced print media usage while integrating more data-driven approaches to refine our outreach. Text and email methods have been particularly successful. Looking ahead, we plan to maintain this momentum while ensuring our communications retain a personal touch.”


Miller stated, “We have leaned heavily into digital storytelling, emphasizing lifestyle content that inspires joy and calm.” We also experimented with video content and collaborations to expand our outreach. I anticipate additional personalization, community building, leveraging data, and using customer feedback to create even more meaningful connections.”


“When we opened our dealership, we hit the ground running. We tried every marketing avenue possible,” said Brennan. “Since that time, we have scaled back in an effort to analyze which avenues work best for us.” Once that data is analyzed, Brennan Buick will be in a better position to implement a new marketing strategy for 2025.


Boire remarked there weren’t many changes for CDC in 2024, but he anticipates using more social media and internet promotions in the new year.


Bumps in the Road


Nothing in life is without its challenges. Geopolitics and the economy are but two issues that companies will face in the upcoming year.


Asked what the most important issue was that faced each participant’s team and how will it be addressed in 2025, Coryer said his people will hold regular staffing sessions to evaluate tools and trends and ensure they align themselves with the company’s mission. “By staying grounded in these priorities, we can avoid distractions and maximize efficiency.”


Maintaining core values is Pure Placid’s biggest challenge. “As we grow, we need to ensure that our processes and team and customer experiences stay aligned with our mission.” In 2025, the company plans to invest in improved technology, training and customer relationship management to maintain its already high standards.


Fisher emphasized Hudson Headwaters’ greatest concern going forward is with 340B and “in the months ahead we will continue to stress the importance of this program and its impact on our health centers and communities.” Another concern for Hudson Headwaters, and health care in general, is a trend to move from a fee-based service to value-based care. Hudson Headwaters is proud to have in place its first value-based contract for 2025. “Practices that reduce cost, improve quality and incentivize positive health outcomes will directly affect patient satisfaction.”


NBT remains focused on building and developing its team. Seybolt remains committed to making sure that everyone has the resources they need to step up and succeed when opportunities present themselves. “In 2025 we will continue to grow our existing staff and add valuable people who will support our efforts to establish and develop strong relationships with our customers.”


CDC’s level of available inventory is not only a problem for Boire, but for real estate at large. He optimistically commented that this sector has had similar issues in the past, but the region has seen consistent growth and CDC has always managed to “find ways to handle these short-term bumps.”


What Concerns Will You Face in 2025?


Hudson Headwaters is “paying very close attention to efforts to protect the Drug Pricing Program. As a non-profit community health center, Hudson Headwaters participates in the 340B Drug Pricing Program, which was created in 1992 to help safety-net providers stretch scarce federal resources and positively impact more patients.”


Interest rates, inventory and parts supply chain bottlenecks present challenges for Brennan Buick, although they are not unique. The ability to adapt their operating strategies ensures that those challenges will not affect customers.


Miller expressed similar concerns. While geopolitical tensions and economic shifts bring uncertainty, the wellness sector continues to grow as people prioritize mental health and self-care. All of this directly impacts Pure Placid because its products address those needs. Still, the company is mindful of supply chain volatility and is actively exploring sustainable, locally- sourced material to mitigate risk.


Coryer was confident and sees the coming year holding “significant potential for business growth through streamlined processes, reduced corporate taxes and an emphasis on fostering entrepreneurship.” He affirmed the need for immigration reforms to attract “the world’s best and brightest, which should strengthen the workforce and the economy.”


Daniel Ladue is a retired teacher/librarian and author of “Two With, Buried: The History of the Michigan Hot Dog.”

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