Resilience in Real Time
- Jodi Brunner
- 4 days ago
- 6 min read
By Amy Collin
At the 36th annual Strictly Business Forum, I had the chance to moderate a table that perfectly captured the diversity and resilience of the North Country. Gathered around were six leaders whose work touched nearly every corner of daily life: community action, state government, HR consulting, higher education, medical research, and disaster restoration. Different missions, different challenges, different ways of keeping the lights on, but all navigating the same shifting landscape.
With me were:
Pat Leary, Owner, PM Leary, LLC
Holly Vassar, Founder, Hemisphere Business Solutions
Ken Knelly, Acting President, Clinton Community College
Dr. Bill Reiley, President & Director, Trudeau Institute
Nicole Laurin, CEO, Joint Council of Economic Opportunity (JCEO)
Michael Cashman, NYS Assembly; Former Supervisor Town of Plattsburgh
Our conversation traced the year’s highs and lows, the opportunities emerging across the region, and the strategies they are using to find and keep the people who make their organizations run. We dug into technology, workforce shortages, automation, and even the one policy change each would make if given the chance. What emerged was a candid, energizing snapshot of what it means to do business in the North Country today and where local leaders believe we can go next.
How did your business/agency fare in 2025?
Leary: “We have been in business 15 years, and we’re doing great. I have the best employees, morale is high, and the atmosphere is positive. There’s plenty of work, but a shortage of employees. I’m just happy everyone is finding their way after COVID.”
Knelly: “We received reaffirmation of accreditation, moved our primary operation to buildings on the SUNY Plattsburgh campus, opened a healthcare campus adjacent to CVPH, and maintained operations of the Institute for Advanced Manufacturing on our original campus.”
Vassar: “It’s been an interesting year. My work focuses on problem-solving. When a business has personnel or policy issues, I help resolve them. Lately, I’m dealing less with policy and more with employee relations and retention.”
Reiley: “As a not-for-profit dedicated to advancing research in immunology, infectious diseases, and overall human health, we faced challenges in 2025. Delays in various federal government initiatives have hindered our ability to make significant progress, but we’re committed to navigating these hurdles as we move into 2026.”
Laurin: “2025 has been a trying year. The needs of our community are at an all-time high while we have been waiting for executed contracts, reimbursements, and possible budget cut decisions, but on the brighter side, it has also been a time of great community support.”
Cashman: “The Town of Plattsburgh is finishing another banner year that saw incredible business growth and development despite a significant drop in Canadian visitors. But overall, business strength has depended on the industry. Some are doing well and others say it’s been the toughest year they’ve seen in a generation.”
What are you doing differently to recruit, train, and retain talent?
Leary: “Almost all our new hires are sourced through word-of-mouth and referrals from current employees who attest that we have a great workplace.”
Knelly: “Our focus is on existing staff, how people feel at work and creating spaces where folks feel fulfilled. We’re expanding internal growth opportunities, improving benefits, and encouraging volunteer work that fills their cups outside the office.”
Vassar: “Retaining quality employees means creating a work environment that reflects how people’s lives have changed. Our goal is to bring out the best in each employee, rather than trying to fit everyone into a mold.”
Reiley: “We have not had a significant issue retaining staff recently, but that was not the case over the past four to five years. We have defined advancement and career opportunities providing more transparency for staff. The current job market has also contributed to retention.”
Laurin: “We have reviewed job duties and revised existing positions to determine if we can do things differently. That has allowed staff to take on additional responsibilities, increase their pay and often times it has allowed us to operate more efficiently.”
Cashman: “Housing is scarce, commuting is costly, and decreased tourism compounds the challenge for businesses in our area. To help reduce these barriers to growth, New York needs to place more emphasis on training funds and build pipelines to keep young people here.”
If you could change one state or federal policy, what would you pick and why?
Leary: “A significant issue is the abuse of unemployment insurance and FMLA. While I believe both benefits are necessary, their abuse has created considerable difficulty for employers.”
Knelly: “Having access to higher education is life changing. State and federal aid that makes tuition affordable must continue and ideally grow. It is an investment worth making.”
Reiley: “More stability within the federal administration and its funding agencies. In addition, we would like to see a budget passed by the Congress that better explains what the funding is for the programs we rely on.”
Laurin: “Faster contract execution at the state level. Non-profits are expected to continue doing the work, but are not paid for three to six months. It is not realistic to expect us to continue to front these funds in the hope we will be reimbursed.”
Cashman: “Housing, healthcare, broadband, childcare, senior affordability, transportation, and workforce development are deeply connected, yet they are often treated as isolated issues. When policy reflects how interdependent they are, we unlock real progress.”
Where are you seeing the greatest return on technology and automation?
Leary: “We’re working with an outside company to see how AI can help us be more efficient. AI even polishes my emails—I love that. Apps also make a big difference. I work with an app that when I get 100 calls a day, and if a second call comes in, an app records and summarizes it for me in an email. It’s incredibly accurate and lets me jump back to the first call without missing details.”
Knelly: “We have started to examine how we can safely harness AI to create efficiencies and streamline work. If done well, it could give folks more time to work on the good stuff.”
Vassar: “There is value in how quickly we can communicate. Being able to address issues immediately makes work more efficient.”
Reiley: “Technology and AI may provide tools to improve efficiency, but many programs are not designed for our applications, so it takes time, effort, and money to determine which ones can be used for our work.”
Laurin: “It has been interesting to watch the transformation of AI. There are many tools available that can assist us to save time and find more creative ideas, but they need to be used with caution. Don’t take them at face value.”
Cashman: “We see the strongest returns when technology addresses North Country realities — broadband expansion, energy efficiency, telehealth, and advanced manufacturing. But progress depends on things like an electric grid that is strong and ready for peak demand — one that is not built on the backs of rate payers.”
How are you balancing short-term performance pressures with long-term innovation or succession demands?
Leary: “We hired an Operations Procedures and Processes Coordinator we hope will be a game changer. If we stay current, we will run smoother and the team will be more cohesive.”
Knelly: “We are close to the workforce and have a tighter turnaround time for students who want to earn degrees and credentials. We look for best practices and high performers in our sector for ideas and pathways.”
Vassar: “When thinking about short-term performance and job-hopping, employers should ask themselves, ‘Why do we think we’re owed loyalty?’ If a résumé shows several jobs in a short time, I want to know why. If an individual hasn’t found the right fit, is it wrong to move on?”
Reiley: “The challenge for not-for-profit organizations is securing funding for operations. The current administration has made it extremely difficult, which has impeded long-term planning as short-term challenges demand substantial time and effort.”
Cashman: “To protect our future, we must invest in rural healthcare, education, the trades, and critical infrastructure so the next generation can build a life here. I’m committed to staying focused on what makes the North Country worth fighting for.”
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?
Leary: “The community needs to work with the schools to promote activities for children, not just sports, but activities that will reach more kids. We can’t rely on schools to provide everything.”
Knelly: “We must stay close to innovation in our manufacturing sector and fold in new technologies like AI and others to advance our higher education core and serve both students and employers.”
Vassar: “We need to be more inclusive. Nuclear families come in all shapes and sizes and, as business leaders, we need to embrace how people are changing. If we are open to change, there will be a lot of opportunities.”
Laurin: “The nonprofit community relies on relationships. While there is competition for funding, real opportunities emerge when we focus on our missions, talk openly about the best outcomes and work together to decide who applies for certain grants, stepping back when another agency is better aligned.”
Cashman: “We’re living in a divisive time. Our biggest opportunities will come if we focus on what we have in common rather than on our differences. We can do this with dignity and respect and remember that most people are doing things with good intentions. We need to work together.”
Amy Collin is Chief Operating Officer, North Country Center for Independence and Ward 6 City of Plattsburgh Councilor.
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