Kara Stark Elliott

Driven. Intentional. Authentic.

Current Employer & Job Title: The Hoffman Eells Group CPAs P.C. / CPA and Partner

Age: 36

Hometown: Plattsburgh, NY

Education: BS Accountancy and Global Perspectives – Bentley University and MS Accounting – Keller Graduate School of Management

Kara is the girl next door, in the literal sense. Proud to be part of the community she loves, running into clients while out and about at the grocery store or on the kids sports field. Looking at the opportunity to help people achieve their goals as a gift, Kara couldn’t be happier working in the town she grew up in and doing her part to make it a great place to live.

In three words, how would others describe your personal brand—and where do those traits show up most in your work?

Driven, Intentional, Authentic.

Those traits show up most in how I approach both relationships and decision-making. I don’t take a surface-level approach to my work. I’m driven to understand the bigger picture and help move things forward in a meaningful way. I’m also very intentional with where I invest my time and energy; I don’t get involved in things just to be involved, there’s always a purpose behind it.

At the same time, I show up authentically in how I communicate and build relationships. I don’t believe in transactional interactions. I focus on creating genuine connections, understanding what people actually need, and adapting in a way that feels natural, not forced.

What aspect of your organization’s culture do you protect or promote most fiercely—and how have you influenced it?

I care deeply about protecting our firm’s family-first culture. We operate with the understanding that while our work is important, it should never come at the expense of our families.

What makes that culture real, not just something we say, is how consistently we show up for one another when it matters. There’s an unspoken expectation that if someone needs to step away for their family, the rest of the team steps in and supports them without hesitation.

I try to reinforce that by leading by example, both in how I prioritize my own family and how I support others. There are times I bring my kids to work when there’s a child care closure, and other times I step away from work entirely to give them my full attention when they need it. Just as importantly, I support my coworkers in doing what’s right for their own families, no questions asked, even if their approach looks different from mine. We respect that every family dynamic is unique, and that flexibility and trust are what allow people to show up fully in both areas of their lives.

That level of trust and flexibility is something I protect fiercely, because it allows people to show up more fully both at work and at home.

Where do you invest your time outside of work, and what motivates your commitment to those efforts?

Most of my time outside of work is invested in my family, along with close friends who, in many ways, feel like an extension of that family. Many of those relationships are also deeply connected to the community and local businesses, so there’s a natural overlap between our personal and professional lives.

I’m also actively involved in board leadership, particularly in organizations focused on behavioral health and access to care, where I’m able to contribute to work that has a meaningful impact on families in our community.

While I’m able to compartmentalize when needed, what I value most about my career is how naturally it integrates into my life. My clients are often people I know personally, friends, parents of my kids’ classmates, and other professionals I work with regularly. This career isn’t something I step away from at the end of the day, it’s part of how I show up in my community and at home.

That integration goes both ways. Even during the workday, my roles outside of the office, as a mom, wife, daughter, and community member, are still very much present. I don’t see those as competing priorities, but as interconnected parts of how I operate and where I find the most fulfillment.

Who has most influenced your leadership style—and what specific lesson from them still shapes how you lead today?

As stereotypical as it may sound, I attribute much of who I am, both personally and professionally, to my parents, Keith and Kathy Stark.

From my mom, I’ve developed a strong sense of compassion and empathy. I genuinely care about the people around me and place a high value on building meaningful relationships and supporting others. If you know my mom, you know exactly where that comes from.

From my dad, I’ve learned the importance of humor and perspective. He’s always been able to bring levity into any situation, and that’s something I carry with me. If we’re not laughing by the end of a conversation, you’re probably not getting the full version of me. I think humor creates connection, breaks down barriers, and makes even difficult conversations more approachable.

Where are you making your greatest impact right now—in your organization, industry, or community—and how do you measure it?

Right now, I feel I’m making my greatest impact within my organization. As we continue to develop and grow internally, I believe that impact naturally extends outward. By strengthening how we operate and support our clients, we’re better positioned to serve the businesses and individuals in our community.

I see that as a ripple effect. When we help our clients succeed, it contributes to the strength of the broader community. I’m fortunate to work with incredible companies and individuals, and knowing that our work supports their growth is a meaningful part of that impact.

While I’m an accountant and understand how to measure success through metrics, I tend to view impact more qualitatively. At the end of the day, I care most about the people; how we’re supporting them, the relationships we’re building, and the role we play in their lives and in the community. That kind of impact isn’t always captured in a number, but it’s what matters most to me.

What’s something about you that would surprise people—and what does it reveal about how you think or operate?

People are sometimes surprised by how intuitive I am when it comes to reading people and situations.

I tend to pick up quickly on what someone needs, whether that’s clarity, support, or a more direct approach, and adjust accordingly. It allows me to connect with a wide range of personalities and build relationships that are genuine, not just surface-level.

What is one lesson your career has taught you that you had to learn the hard way—and how has it changed you?

One of the hardest lessons I’ve learned is that not every relationship is meant to be invested in equally, both personally and professionally, and that’s okay.

Early in my career, I approached every situation with the same level of openness and willingness to give, assuming that would always be met with the same intent. Over time, I realized that while compassion and authenticity are strengths, they also require boundaries.

That lesson has changed how I operate. I still lead with empathy and a genuine desire to support others, but I’m more intentional about where I invest my time and energy. It’s allowed me to build stronger, more meaningful relationships while also maintaining the balance needed to be effective in both my work and personal life.

What is the biggest professional or personal risk you’ve taken—and would you make the same decision again? Why or why not?

One of the biggest risks I’ve taken was leaving a 10-year career with the Department of Defense. It was a stable, meaningful role where I felt I was contributing to something larger than myself, so stepping away from that path wasn’t an easy decision.

That said, I wouldn’t change it for anything. While the work I did there was important, what I’ve found since is a deeper sense of connection and impact at the local level. Being able to work directly with individuals, families, and businesses in my own community, and to see that impact in real time, has been incredibly rewarding.

There’s a level of intimacy and fulfillment that comes from giving back within your immediate community that I didn’t fully appreciate until I made that transition. It’s made the risk more than worth it.

The North Country’s “Gen IQ” reflects how well we lead, market to, and innovate across generations. Where are we getting it right—and where do we need to evolve?

One area where we’re getting it right is in the way this generation is building genuine, authentic relationships. There’s less of a transactional mindset and more of a focus on meaningful connection.

A lot of that comes from how intertwined our personal and professional lives are. We’re not just colleagues, we’re friends, neighbors, parents raising families in the same community, and supporters of each other’s businesses. That level of connection creates trust, and that trust leads to stronger collaboration and more thoughtful leadership.

Where we need to evolve is in how we support the people who make up that community, starting with childcare. If we’re serious about growth, we have to be just as serious about making it possible for families to live and work here.

This isn’t just a family issue, it’s a workforce issue, an economic issue, and a barrier to growth. We have talented, capable people who want to contribute and stay in this community, but without reliable, affordable childcare, they’re forced to make impossible decisions.

If we want to attract and retain families, support our employers, and build a stronger future, childcare has to be part of that conversation, and part of the solution.

What’s one idea, belief, or change you hope to see shape the future of leadership in our region?

I hope to see leadership continue to shift toward being more collaborative, inclusive, and rooted in genuine intention.

What I’m seeing more of, and want to continue to build, is a mindset that there’s room for everyone to succeed. The people I surround myself with believe in supporting one another, sharing opportunities, and celebrating each other’s wins, which ultimately strengthens both businesses and the community.

At the same time, there’s an opportunity to move away from more traditional, gatekeeping approaches to leadership. The future of our region depends on how willing we are to welcome new perspectives, create space at the table, and focus less on status and more on impact.

In my profession, there is more than enough opportunity to go around. When we lead with integrity and a genuine desire to see others succeed, it elevates everyone, and strengthens the community as a whole.