Surveying the Landscape
Beyond the big-picture context provided by regional business leaders in the lead story on page 4, how do individual business and nonprofit leaders in Western Mass. see their own enterprises faring in 2026? On the following pages, 17 of them share their answers to that question — and what they see as the key trends, challenges, and opportunities arising in the coming year.
Ray Berry, Owner, White Lion Brewing
As a brewery, we operate at the intersection of hospitality and manufacturing. According to our national trade association, the craft beer industry is expected to experience its third consecutive year of volume decline, and the second year in which brewery closures outpace new openings.
Despite these industry headwinds, White Lion remains optimistic. While overall production is sideways, we are seeing meaningful growth and expanded opportunity across other areas of our operation.
Strategic changes implemented in 2025 are positioning the business for greater strength in 2026. These include our transition to an all-alcohol bar, which increased foot traffic; a renewed focus on community engagement that drove a significant rise in on-site events; activation of underutilized space within Tower Square to reach new audiences; continued growth in outdoor programming to strengthen partnerships; and, looking ahead to 2026, a planned enhancement of our food menu to better reflect and complement the diverse experiences we offer.
Megan Burke, President and CEO, Community Foundation of Western Massachusetts
While rising prices, increased demand for services, and reductions in federal resources strained the Western Mass. nonprofit community in 2025, our nonprofit partners demonstrated resilience. More than 50% of the nonprofits serving our community reported funding losses, forcing them to do more with less.
Yet, this year revealed the strength of our communities. We saw our neighbors step up with incredible generosity of both time and money, deepening their commitment and finding creative ways to respond.
As the Community Foundation plans for the year ahead, our 35th year of impact, we are listening to residents as we hone our vision to advance equity and opportunity for all. We feel honored by the call to serve as a connector, supporting those who seek to give and the community helpers who are best placed to respond to changing needs. While we anticipate many new challenges in 2026, we are committed to standing with our communities, responding with urgency and trust, and meeting this moment together.
Sandra Doran, President, Bay Path University
The defining challenges in higher education today are affordability, access, and relevance. At Bay Path University, we are steadfast in delivering an affordable, high-quality education that leads to a career.
For more than 125 years, Bay Path has prepared learners for careers. We meet regularly with employers and business leaders because understanding workforce needs matters. Today, one message is clear: graduates must be AI literate.
That is why we are thoughtfully investing in augmented artificial intelligence as both a teaching tool and an educational resource — making learners career-ready while also improving efficiency and controlling costs. This approach delivers what students and employers expect in an education that must be affordable, relevant, and aligned with opportunity.
Thomas Dowling, CPA, Partner-in-Charge, Whittlesey
Looking ahead, I predict that talent shortages will continue to be a challenge for many industries. As a result, organizations will reconsider their approach to attracting, developing, and retaining their people. Rather than sticking to traditional hiring models, I anticipate that we’ll see an increased focus on investing in existing teams, whether that involves upskilling or adopting a more deliberate, longer-term approach to workforce planning.
Artificial intelligence will continue to become part of everyday operations, enabling businesses to work more efficiently and make better-informed decisions. With broader adoption comes increased responsibility, particularly in terms of governance, ethical use, and cybersecurity.
The organizations that find the right balance between new technology and human judgment will be better-positioned to strengthen their teams, adapt to change, and remain resilient.
Curtis Edgin, President, Caolo & Bieniek Architects
As Caolo & Bieniek looks forward to 2026 and beyond, the only thing we know for certain is there will continue to be change in the architecture and construction industry.
As codes and standards continue to evolve and material technologies improve, we’ve learned that these changes help us raise the bar in the environments we create for our clients and the communities we’re part of.
Meeting client needs, from enhanced building performance to concerns of increasing construction costs, requires us to be educated in the possibilities and apply that knowledge in how we serve our clients’ best interests.
Improved delivery technology provides our team with opportunities, but is only part of the answer. There still needs to be an experienced understanding of how buildings go together, as well as an awareness of conditions those in the field encounter.
We’re optimistic we will meet the challenges, as we have done for more than 60 years.
Jeffrey Fialky, Managing Shareholder, Bacon Wilson, P.C.
Overall, 2025 was a great year for business from our vantage point. We witnessed quite a bit of business succession as well as real estate activity, particularly in the commercial space. Favorable downward movement in interest rates was certainly a contributing factor, a catalytic trend that will inevitably continue into 2026 with at least one more interest rate cut in the forecast.
The likely theme this year, and for years to follow, is artificial intelligence. I read a recent article that stated that AI can currently replace 11% of the workforce. With a technological leap that outpaces the Industrial Revolution and internet boom by exponential proportions, the business community will continue to have to stay nimble as the future unfolds.
I do believe, however, that in the Pioneer Valley, while by no means immune or insulated from the impact of evolving technology, is nonetheless very well-positioned. Unlike communities in other parts of the state or country that have employment tied closely to the technology sectors, the Western Mass. economy is, to a large extent, based upon healthcare, manufacturing, and trades, industries that will still require the human touch.
I recently called a doctor’s office to schedule an appointment, and the appointment was scheduled by an AI assistant; I was surprised by the efficiency. So while you can see that certain jobs may be adversely affected by AI, potential realized savings in that regard opens up the opportunity for small businesses to continue to invest in growth of their core operations, which in turn will lead to expansion and hiring.
John Gannon, Partner, Skoler, Abbott & Presser, P.C.
The labor and employment law landscape for businesses is evolving in 2026. This year, employers will be navigating Massachusetts’ new pay transparency requirements while dealing with growing oversight of AI tools in hiring and workplace practices.
Massachusetts’ new pay transparency law requires many employers to post salary ranges in all job postings. This includes “any advertisement or job posting intended to recruit job applicants for a particular and specific employment position,” regardless of whether the employer recruits directly or utilizes a third party for such purposes.
Federally, employers are looking at potential new regulatory guidance on the use of AI-driven hiring tools, such as the No Robot Bosses Act, which is designed to establish safeguards against employment discrimination that may arise from AI algorithms. The legislation is also meant to ensure that human judgment remains a critical component in employment decisions.
These changes present new, unique compliance challenges for employers.
Lynn Gray-Yucka, General Manager, Holyoke Mall
Holyoke Mall’s strength lies in creatively curating the right tenant mix to drive revenue, enhance customer experience, strengthen market relevance, and enhance the overall asset value. We are optimized for sustained financial growth well into the future as we embark upon a substantial reinvestment into the infrastructure. This three-phase, multi-year enhancement project includes new paving, curbing, and landscaping; fresh paint on the exterior building, new signage packages, and interior upgrades that have already started and continue into 2026.
As the shopping center industry continues to be ever-changing, Holyoke Mall is a shining example as the only high-performing, super-regional property within our trade area. Twenty years ago, our center had a tenant mix that included 90% to 95% traditional retail. Today, that number is closer to 70% to 75%.
As business continues to evolve, Holyoke Mall will be ready for what comes next as the dominant shopping center in Western Mass., offering more than just traditional retail, but also best-in-class dining and entertainment concepts.
Roseann Martoccia, Executive Director, Access Care Partners
At Access Care Partners, we serve older adults and people with disabilities of any age, as well as providing support to families and caregivers. As we look at 2026, we know Massachusetts has a rapidly growing aging demographic; already, 27% of the Commonwealth’s current population are age 60 or older. This trend will continue for the next 10 to 15 years and bring with it increasing care needs, including dementia, chronic medical conditions, and behavioral health issues.
To meet these needs, funding for home and community-based services is more critical than ever. Supporting people in their homes is not only a cost-effective option; it also enables caregivers to remain in the workforce and provide economically for their families while contributing to the overall stability of the workforce in Massachusetts.
Our industry experienced 2025 as a year of uncertainty and funding challenges due to changes at the federal level. The impact on Massachusetts, our healthcare system, and care at home will continue in 2026 and beyond. We will approach the year with continued commitment to serving our communities’ needs by meeting these challenges and strengthening our advocacy.
Amy McMahan, Founder, Mesa Verde and NOM Meals
I think Western Mass. restaurants are going to continue to experience a thinning of the herd due to a shrinking skilled laborforce, rising food costs, and decreased consumer spending. But necessity is the mother of innovation, and these restaurants are modeling winning strategies:
• Equity as a business strategy: By paying a universal $25 per hour wage, Dreamhouse in Turners Falls has eliminated the front/back of the house pay differential, enabling higher wages in the kitchen. This translates into consistently high food quality and dining experience.
• Win-Win alternate revenue streams: Hillside Pizza in South Deerfield and Bernardston has long partnered with local nonprofits, providing fundraising mechanisms that benefit the community and provide a steady, separate income stream for their restaurants.
• Partnership and pop-ups: Ginger Love Café, a popular food truck, takes over Jake’s Northampton, a beloved breakfast spot, in the evening. Reduced rent and start-up costs mean a higher chance of survival for both parties.
• Workforce retention as a separator: The expansion of Northampton’s La Veracruzana into Amherst proves the endurance of legacy restaurants that have tenured, nimble, and skilled staff who execute affordable, high-quality food.
Megan Moynihan, CEO, United Way of Pioneer Valley
For more than 100 years, United Way of Pioneer Valley has stood alongside our neighbors in Hampden County, Granby, and South Hadley. Today, that commitment matters more than ever. We face challenges that demand collaboration, local knowledge, and unwavering dedication.
The need is real. In 2025, food insecurity surged by 447%, affecting 49,000 residents. Call2Talk answered more than 2,000 crisis calls, while Thrive guided 700 individuals toward financial stability. Yet, amid these challenges, hope shines through. Youth Leaders in Action is shaping tomorrow’s community builders. VolunteerConnect links thousands of volunteers with more than 100 organizations. And Stuff the Bus ensures students start school ready to learn.
We’re also investing in the nonprofit sector itself — because strong organizations create strong communities. Through programs like Community Leadership Connect, OnBoard, and Leaders Lounge, we equip local leaders to navigate unprecedented pressures.
Together, we’re building the next century of impact for the Pioneer Valley. Join us in making a difference.
Evan Plotkin, President, NAI Plotkin
Springfield’s commercial real estate market stands at an inflection point. As interest rates ease, capital is slowly returning to secondary markets that offer value investors can no longer find in gateway cities.
Downtown Springfield tells a compelling story. The more than $10 million dollar transformation of the former CityStage theater into the Hope Theater is creating a state-of-the-art cultural attraction and educational center. At 1350 Main St., the top two floors now house a cutting-edge STEM high school focused on science, engineering, technology, and mathematics, a model that points toward the future of office space. Perhaps more institutions of higher learning will follow this lead, repurposing traditional office buildings as we’ve done at One Financial Plaza.
The anticipated commuter rail connection to Boston could prove transformative, spurring development around the station neighborhood well before trains begin running. Decisions about the future courthouse location will significantly shape downtown’s trajectory. Across from MGM, residential and curated retail development is already underway — early stages of what promises to activate that critical corridor.
The trend toward downtown residential conversion is creating new vitality. More housing means more foot traffic, more retail demand, and a more vibrant urban core.
For patient investors, Springfield offers something increasingly rare — genuine upside in a market others have overlooked.
Nicole Polite, CEO, the MH Group
In 2026, healthcare staffing will continue to remain in high demand due to an aging population, increasing medical and behavioral health needs, high turnover and burnout, and ongoing labor shortages across the field. Hospitals, long-term care facilities, behavioral health programs, home care agencies, and recovery centers will continue to rely on staffing agencies to fill gaps caused by retirements, burnout, and turnover.
Staffing models such as per diem, contract, and travel will remain in high demand, placing greater emphasis on cost control and schedule optimization. Demand will remain strongest for registered nurses, licensed practical nurses, behavioral health clinicians, direct care workers, and home health aides.
There will be a stronger focus on regulatory and compliance requirements, particularly credential verification, background checks, worker classification, and pay transparency — along with faster onboarding while maintaining compliance.
Technology will assist in supporting compliance; however, healthcare is a highly regulated, human-centered industry. Patient care requires licensed professionals, supervision, ethical decision making, and relationship-based trust — areas where AI cannot operate independently.
Hannah Rechtschaffen, Director, Greenfield Business Assoc.
In 2026, business hits the intersection of high-tech efficiency and deeply human experience. AI is taking hold in the local marketplace, helping rural businesses punch above their weight. And it’s our job to help them compete. Online shopping isn’t slowing down, either; convenience is here to stay.
The twist: people are also showing up. Travel to the region is increasing, and there’s a quiet cultural reset. Less drinking, less doomscrolling, and more intentional socializing have led to growing demand for late-night spaces centered on connection: games, music, conversation, and creative gatherings.
For communities like Greenfield, this duality is not a contradiction — it’s an opportunity. The future of regional business is not digital or physical, but a thoughtful, well-supported blend of both: technology supporting human-centered experiences rather than replacing them.
None of this is happening without pressure or constraint. What’s encouraging is how places like Franklin County respond: pulling together regional and state leaders to advocate for policy changes that make progress possible, while staying relentlessly focused on the daily work — connecting businesses to opportunity, to one another, and to the resources they need to be hopeful about the future. That is where momentum turns into resilience.
Yes, there are tectonic shifts happening in how we do business, and there is a call back to the analog not as nostalgia, but as relief. 2026 will be a big year because we invested in places, people, and experiences that make this region worth showing up for.
Meg Sanders, CEO, Canna Provisions
If there is one thing we can count on in 2026, it’s that nobody in the cannabis industry truly knows what’s coming. The news about the Trump administration rescheduling cannabis to Schedule III have created the illusion of clarity, but let’s be honest. This is not the first time a White House has said, ‘hurry up and look at this issue.’ An executive order to study something is not the same as meaningful reform, and history has taught this industry not to confuse motion with progress.
At the same time, the Commonwealth is staring down a 2026 ballot initiative that could roll back adult-use sales entirely. If that happens, the results won’t be theoretical. The black market will surge overnight. Tens of thousands of jobs will vanish. Hundreds of millions in tax revenue will evaporate. And communities that embraced legal cannabis will be left to absorb the fallout. So when people confidently predict what 2026 will bring, I smile and take it with a grain of New Year’s salt.
The only certainty in cannabis right now is uncertainty, and savvy operators aren’t betting on promises or panic. Instead, they’re preparing for a year where adaptability, resilience, and clear-eyed realism will matter more than ever in Western Mass.
Timothy Suffish, CFA, Senior Vice President, Head of Equities, St. Germain Investments
Entering 2026, investors continue to expect more from their wealth management relationship. Simply managing their investments is not enough. They want a dedicated team of professionals to handle all of their finances. Whether it be their financial advisor walking them through their retirement plan options or a portfolio manager articulating market dynamics, clients expect a holistic approach that is professional and consistent with their expectations.
Wealth management continues steering more toward teams, as the work necessary to provide the maximum value to clients is simply too complex to take on for one person. A team comprised of advisors fluent in tax planning, estate planning, asset management, and financial planning is what’s expected to hit personal and professional financial goals.
Ultimately, trust is the foundation of a wealth management relationship. Having a trusted partner who is experienced and dependable is critical to accomplishing your financial goals.
George Timmons, President, Holyoke Community College
For community colleges, 2026 will be defined by one word: integration.
At HCC, we’ve spent six months in deep conversation — with faculty and staff, students, and nearly 100 regional business and nonprofit leaders — about the future we want to build together. Those conversations have positioned us to tackle the most pressing challenges in Western Mass. head-on.
HCC is uniquely positioned as the convener that brings diverse voices to the table. We sit at the intersection of education and workforce development, of student aspiration and employer need.
Free community college in Massachusetts has brought unprecedented enrollment growth and diversity to our campus. Our response isn’t to work harder in isolation — it’s to work smarter in partnership.
In 2026, we’ll leverage that convening power to build solutions: employer-driven programs that launch quickly, transportation coordination that gets students to class reliably, and wraparound supports addressing basic needs holistically. We’re partnering with regional employers to anticipate workforce gaps and prepare students for living-wage careers.
Community colleges belong to their communities. HCC will prove we’re the catalyst amplifying what’s great about Western Mass. while addressing our toughest challenges — together.
