Five Years After COVID
Though COVID-19 had been in the news since late 2019, this week marks the fifth anniversary of what most consider the real start of the pandemic: when Massachusetts leaders shut down most businesses for what many hoped would be only a few weeks.
Everyone remembers what happened next: weeks stretched into months, the economic impacts reverberated for years, businesses adapted and pivoted, and some did not survive. But most did, and many came out stronger (or at least wiser) on the other end.
We asked the leaders of some of those businesses for their recollections about the difficult days of 2020, how they navigated the challenges, and what has changed because of the pandemic — in some cases, for good.
Jeff Fialky, Shareholder, Bacon Wilson
Jeff Fialky
During the early winter of 2019, the management of Bacon Wilson had been following the news regarding what was then loosely described as a virus that was spreading around Asia and later into Western Europe. By early to mid-February 2020, it was becoming increasingly clear that we were all engaged in a global health crisis, and by March, the daily updates had reached the critical mass, resulting in en masse event cancellations and business closures.
Bacon Wilson, like many local businesses, held a number of internal meetings on how to approach the impending business closures. Ultimately, our office shut down in-person activities in mid-March 2020 and provided services remotely to the extent possible.
I recall that, at the time of the shutdown, I was running a large case load of business, real-estate, and financing transactions, nearly all of which were immediately put on hold or terminated by the party participants. I vividly recall the fears that I had those first few weeks, with stories running in the media harkening back to the 1918 Spanish flu, and the resultant financial and economic implications. I think many of us were testing out internal fears of a worst-case scenario during those initial days while we were experiencing a business climate that was unprecedented during our lifetime.
Following the first month or so, business continued remotely to the extent possible, and conference calls started to become calls on the then mostly unknown service called Zoom, which ultimately became a defining technology for the COVID era, which continues to the present. The practice of law is not known, perhaps, for technological innovation or being a leading indicator of change, but permitting face-to-face communication with clients via remote technology was a game changer for many industries, which the legal community adopted immediately.
Over the first six months or so of the COVID era, and with the introduction of masks, hand sanitizers, and other protective health measures, slowly the Bacon Wilson offices restaffed with in-person work (subject to public health orders). There are many now-humorous anecdotes of closings in our parking lot with papers exchanged through partially opened car windows, of papers slid through small holes in plexiglass separators in conference rooms, and all sorts of unique and creative ways of protecting (to the best knowledge at the time, which evolved daily) and providing comfort to understandably concerned clients.
Despite the continuing health concerns that may have been experienced, the business community and climate flourished. Of the transactions in my workload that had fallen apart during the March shutdown, nearly all had come back, and that time would signal the start to a flurry of business activity that would persist through COVID and following. The pandemic years were some of the highest-volume years our firm had ever experienced.
Initially, one can point to lower interest rates, which continued to prompt commercial and residential real-estate transactions, as well as the continued and increased interest by private-equity firms in business mergers and acquisitions. Then, following the CARES Act, and with the influx of federal funds pouring into the market by virtue of the Paycheck Protection Program, the momentum increased precipitously and continued well into 2023.
Notwithstanding the vigor of the economic climate, Bacon Wilson nonetheless experienced the same challenges as other employers with increased employment and operating expenses during the height of the COVID era. Staffing shortages were magnified by increased and accelerated retirements and transitions.
Many of those COVID-era challenges have stabilized in the past couple of years. The attrition in staffing that we had experienced during the height of the pandemic has waned substantially, and operating expenses have also steadied. The changes and leveraging of technology have remained, highlighted by in-person meetings and consultations now taking place via Zoom or Teams, technologies widely adopted and appreciated by our clients for their convenience.
While higher interest rates have had a cooling effect on the market, we are thrilled that the firm has continued to see clients continue to experience economic growth and ride the tailwinds inspired by the success of the economy during the COVID era. We have never been busier, success that we attribute to the loyalty of our clients and the dedication of our staff and attorneys.
Sally Rider, Founding Partner and Managing Director, Rider Productions, LLC
Sally Rider
In the early days of COVID, we at Rider Productions were extremely positive and hopeful that business would be back to normal in a relatively short time. But after much research and discussions with industry experts and legal minds, we realized our company would be canceling all our 2020 (and going into 2021) conferences, events, music festivals, and a nice book of travel business around the world.
The first step was to maintain the health and safety of our employees and have ongoing, open dialogue of the days at present and the days ahead. It was then time to delve into the programs and funding support available to small to medium-sized businesses in the entertainment and travel industry. That process was inundating, ultimately manageable, and somewhat financially rewarding. Still, the entertainment industry was hit hard.
So, how to adapt in a new world? We immediately got on the outdoor pods scenario and invested in short-range FM radio transmitters. The public at large was reluctant to embrace this new initiative, but soon became so anxious to be out, be seen, and see others that it became a ‘thing’ for a while. We focused on outdoor festivals in hopes for approvals from the state and the will of the people to deliver when the time was right. Our company ended up being one of the first producers in the area to hold a large-scale event — a four-day camping and music festival. We were diligent, attendees were diligent, and all was well.
The corporate arena was much more stringent in holding in-person events. Companies saw that Zoom worked well for their employees, so, ‘hmmm, maybe we can hold events remotely as well?’ Again, this was certainly a ‘thing’ for a while, but we ultimately want to be together to celebrate our goals and successes and be part of the community that we love to live in. Now, corporate events are back to pre-pandemic numbers, and we’re seeing them increasing as well.
The travel side of our company completely stopped during COVID. We had grown a nice book of business that we worked hard to obtain, and it just stopped. We canceled all our clients’ trips. It hurt. We now know that travel is back and booming, and folks are traveling personally and certainly corporately. We now see ourselves checking and adhering to new travel guidelines, which are continually changing and must be watched.
Changing, growing, and adapting to the environment around us has always been in play with Rider Productions. COVID certainly affirmed that you must do your very best, surround yourself with the best people you can find, and take the risks.
We truly are heartfelt for the pain, suffering, and losses that were experienced by us all during COVID; it was a difficult time. I don’t believe we’ll forget it anytime soon, and people are clearly appreciative to be out and about in the world.
Kay Simpson, President and CEO, Springfield Museums
Kay Simpson
On March 13, 2020, we announced that the Springfield Museums would be closed from March 14 to April 3 to slow and stem the spread of COVID. What started out as a two-week closure stretched into months as the pandemic intensified into a global public-health emergency. It wasn’t until July 13 when the Museums cautiously opened back up to the public in alignment with then-Gov. Charlie Baker’s Phase 3 of the reopening of Massachusetts.
Prior to the reopening, staff installed plexiglass barriers in our Welcome Center, established sanitation areas in all public areas, and created directional pathways through the Museums to limit visitors being in physical contact with one another. From the onset of our closing, management and trustees were united in their commitment to keep staff employed through remote work that fostered the development of virtual programs, classes, and tours that were available on the Museums’ website.
As soon as we were able, staff came back to work in our buildings so we would be ready for visitors to return safely. Our commitment to keep staff employed during the shutdown enabled us to reopen as soon as possible, a decision that has had a profound impact on our recovery from the pandemic. Visitor studies show that institutions that laid off employees and were closed for longer periods of time have experienced a slower rebound in visitation.
The pandemic has changed the Museums in undeniable ways. Many staff now have hybrid work schedules, sanitation stations are in place throughout the facilities, and a variety of our programs can be accessed through our website. The shutdown compelled us to rethink the way we do business, experiment with new online approaches, and navigate our way into a post-pandemic world. Above all, we learned the importance of innovative thinking, deepening our relationships with our communities, and embracing change as the key to our future sustainability.
Jim White, President and Partner, Go Graphix
Jim White
For 20 years, we’ve kept our heads down, grinding forward — learning, growing, and focusing only on excellence and worrying about what we can control. Then came the pandemic … and all bets were off. The fear was real, both personally and professionally. Around St. Patty’s Day of 2020, business came to a grinding halt.
The Go Graphix team? Rock stars. But keeping it together wasn’t easy. Between legitimate absences, borderline excuses, and some opportunistic sick days (or weeks!), stress levels were through the roof. All we knew was that we had to keep our team intact and safe — without a playbook. So we masked, distanced, sanitized, and even misted chlorine cleansers nightly after everyone had gone home. It was insane.
Just to keep our printers running (and our sanity intact), we churned out free “Frontline Hero” lawn signs. The hum of the machines was oddly soothing. Then, out of nowhere, Baystate Health called, asking, “can you make temporary plexi protective barriers?” Hell yeah, we could! Next came orders for social-distancing decals. That’s when we realized we were essential, and no one was shutting Go Graphix down without a fight.
We jumped on early orders for acrylic panels before the rush (good call, as our costs nearly quadrupled in no time). Supply-chain chaos made getting hardware a nightmare, but we powered through, outfitting Baystate, countless restaurants and businesses, and more than 80 colleges and universities.
The pandemic tested us, stressed us, and nearly drove us crazy. But Go Graphix has emerged stronger, savvier, and more resilient than ever.
Ben Sullivan, Chief Operating Officer, Balise Auto Group
Ben Sullivan
When COVID changed everything, we remained focused on three things:
• Doing the right thing for our customers. We never charged our MSRP for vehicles (which was unfortunately rampant across the country due to inventory shortages), and we reworked our operations to meet our customers where they felt most comfortable — offering home delivery and service pickup and drop off — and doing whatever it took to take care of our customers.
• Doing the right thing for the community by supporting first responders. We couldn’t give them a hug, but we could wash their car for free and offer 50% off all service work so healthcare providers could get safely to their critical jobs. It total, Balise gave away more than $1 million in services to first responders.
• Doing the right thing for our associates. We wanted to take as much uncertainty out of their lives as we could. Coming to work was voluntary, and we guaranteed their pay, covered 100% of their health insurance, and offered flexible work schedules.
Doing the right thing has always been core to how we do business. COVID just reinforced that delivering on that promise is what matters most.
Ray Berry, Owner, White Lion Brewing Co.
Ray Berry
Two months into construction, like a light switch, everything shuttered, construction came to a halt, and uncertainty set in. To compound the situation, we knew our construction budget and operational projections were no longer reliable. We lost a full year of revenue and a lot of momentum, but our team grinded it out, and 13 months after our projected opening date, we finally opened our doors.
Our trade has changed dramatically since then. In the last two years alone, 17 Massachusetts breweries closed, several have merged, and many more are entertaining exit strategies. There is a lot of data to suggest why, but in my opinion, much of the shift accelerated with the arrival of COVID, and some breweries could not rebound.
To sustain, White Lion had to pivot from a destination brewery to a much more robust attraction incorporating more entertaining options to create a deeper experience. The days of being a conventional brewery where customers grab a pint and move on to visit the next brewery are no longer the norm — it is an exception.
Some of our changes include incorporating lunch six days a week, onboarding food-delivery services, offering live entertainment several times a month, and hosting community and business events all year long. These are important pieces for sustainability, and our team takes pride in adding these extra layers for our consumer base.
Lynn Gray, General Manager, Holyoke Mall
Lynn Gray
During the COVID pandemic, Holyoke Mall, like many businesses, faced unprecedented challenges. With temporary closures, health and safety restrictions, and phased reopenings, we quickly had to adapt.
Many of our tenants pivoted toward and expanded their BOPIS (buy online, pay in store) and curbside pickup options. This shifted from a nice-to-have feature to an essential option that customers still expect businesses to offer today. Restaurant takeout and delivery options became a necessity to survive, and five years later, many of our food-court tenants and restaurants that had never previously offered delivery services are still using DoorDash and GrubHub platforms today.
The increased use and shift toward online shopping during the pandemic forced retailers to offer new and exciting ways to enhance the customer experience. They are introducing more experiential components within their brick-and-mortar locations and enhanced their omnichannel presence to make products more interesting and accessible. This shift is still prevalent five years later.
As retailers consolidated storefronts, our leadership focused efforts on more experiential offerings, which we had started prior to 2020, bringing in more entertainment and lifestyle venues (Planet Fitness, Round1, Altitude Trampoline Park, etc.). Customers longed for reuniting with friends and families outside their homes after having been restricted for so long and needed outlets to reconnect and socialize.
Holyoke Mall has experienced a renewed energy as we are seeing pre-pandemic-level foot traffic. This is a major indicator we are giving the customers what they are looking for in terms of offering a diverse mix of tenants including not only core retail, but also unique dining, entertainment, and lifestyle options.
Nathan Yee, Director of Hospitality, Bean Restaurant Group
Nathan Yee
The early days of COVID were filled with uncertainty. They were long and exhausting, but they ultimately pushed us to learn how to do more with fewer people and resources. We re-engineered our systems and processes to mitigate the effects of rising food and labor costs.
The restaurant business has always required adaptability — this was true before COVID and remains true today. Failure wasn’t an option; we embraced every challenge as an opportunity to stay true to our values in an unprecedented time.
One lasting impact of COVID is that we now operate with smaller menus. We’ve honed in on what we do best, eliminating the extras. In hindsight, while COVID presented immense challenges, it ultimately made us better restaurant operators — both today and for the future.
Greg Desrosiers, Vice President and Co-owner, Hadley Printing
Greg Desrosiers
Looking back on COVID seems like it was yesterday. It is hard to believe it has been five years since the start of the pandemic. I guess it feels like yesterday because the hangover of COVID is quite present in our society.
With the onset of COVID, there were more orders being canceled than placed. Everything ground to a halt within days. It was a concerning period to navigate in business, and no one knew the duration or outcome. The positive part of COVID was the strong resurgence of business in 2022, as the economy returned to normal and demand was high across the board, which eventually led to supply-chain issues and inflation.
It was the year and a half period in between that became the largest challenge we have ever encountered during our time in business. Like most businesses, we were able to participate in the Paycheck Protection Program and used it exactly how it was intended, to keep our staff employed and paid. We were operating on 50% of our normal work volume and supplementing the rest with equipment and building maintenance.
One of the most obvious after-effects of COVID that directly affects our daily operations today is inflation. We have seen a tremendous increase in our raw materials, a loss of suppliers that have either closed or have been acquired due to industry consolidation, and an increase in wages of our employees who are in need of more money to live on. Inflation is something I see at best slowing down but most certainly not reversing itself. We had no choice to pass along some of these costs in our prices, but we cannot pass along all of it, so we had to be innovative and find creative ways to do more with less.
To combat the rise in operating costs, we have diligently crossed-trained almost every employee to be able to assist in multiple ways, so if we are slow in one department, we can move that employee to another department that is busier.
In addition to cross-training our workforce, we have also made investments in more technologically advanced equipment. We recently invested in a second digital printing press that allows us to produce short-run orders more efficiently. This new upgrade also allows us to print envelopes digitally, where in the past, we printed envelopes via traditional offset printing. This new investment can also run a larger sheet size, allowing a wider array of economical service offerings to our clients.
Our new digital press is more automated than a traditional offset press, so it can be run with fewer touches by our employees. That allows us to produce products more efficiently and more economically through automation.
While the future continues to remain unsteady, we are readily prepared for it.
Rudy D’Agostino, Partner, Meyers Brothers Kalicka, P.C.
Rudy D’Agostino
It is incredible to look back five years ago and see the shift COVID-19 caused worldwide. Almost overnight, drastic changes occurred as businesses were forced into shutdown, only emergency personnel were allowed to travel the roads, and supply resources were depleted. COVID’s challenges caused businesses to pivot, making adaptations to the ‘new norm’ almost overnight.
Businesses were affected drastically in 2020, and many organizations continue to function with several changes that they were forced to incorporate five years ago during the pandemic. For example, remote work became the norm for many companies, and today it continues, although it has been changing to a hybrid model. This remote working environment required a significant investment in computer technology and related internet security.
Meyers Brothers Kalicka, P.C. (MBK) was deemed an essential business during the pandemic and, thus, didn’t have to shut down, but we shifted employees to a remote hybrid schedule to limit the number of staff in office. In 2025, MBK still offers the opportunity for our team to work a hybrid schedule. The use of software such as Teams or Zoom is used for communication and assists in creating the balance of flexibility and promoting a healthier work-life dynamic.
In 2020, we had virtual monthly staff meetings and even hosted a creative facemask contest, which highlighted how the firm can maintain morale and camaraderie, even when part of the team was physically apart. Putting a positive spin on the pandemic helped individuals power through a time of uncertainty.
Michele Anstett, President, Director, and Owner, Visiting Angels West Springfield
Michele Anstett
There are certain historical events that are so momentous, a person will always recall where they were when the event happened. The unwelcome arrival of COVID in Western Mass. was one of those events for me. I will never forget the day when Gov. Baker issued a stay-at-home advisory and ordered all non-essential businesses to close. We were working on packing up the office, getting ready for our move to a new location. After hearing the order, I decided to close the office.
Visiting Angels is a senior home-care business, and we are an essential business. However, the admin staff could work from home. The focus of the business abruptly changed from advancement to survival. Every day, the focus was on protecting clients and caregivers. I felt that I had become a commander leading the troops to fight a battle while also protecting civilians. Many clients canceled our services because their loved ones could take on the caregiving role. We went from 70 clients to 19 clients in two weeks. I thought to myself, “I don’t know if we can survive this.” But we did.
We tackled the early challenges such as staying informed, learning how to slow the spread, obtaining essential safety supplies, setting up protocols, the daily health check-in of caregivers, assigning a risk-factors watch list, and so many more. There were endless webinars and Zoom meetings that we needed to attend. The information about COVID kept mutating just like the virus itself. The information online was a great tool for so many aspects of our business, especially for hiring and interviewing. We still use many of these methods even after five years.
The biggest challenge was obtaining personal protective equipment. We asked for donations of handmade masks. I supplied a family in Westfield with six yards of fabric. This military family of five utilized the mandated home time to serve the needs of healthcare workers. My aunt, a seamstress in Chicopee, also created masks from donated sterile surgical fabric. A fabulous woman from the Majestic Theater would sew and donate about 10 masks at a time. We also received face shields from a family in the Berkshires.
We kept our morale up by participating in local community events. People had helped us to stay safe; now it was our turn to curb elder isolation and support other essential workers. We did drive-by-parade birthday celebrations, provided nostalgic snacks at senior center drive-thru events, participated in safety awareness campaigns, and (my favorite) provided sponsorship of chair yoga in East Longmeadow with instructor Sheila Magalhaes of Heartsong Yoga, a program we continue to sponsor even now.
It’s amazing to think that it has been five years since the arrival of COVID in Western Mass. I believe the events increased resilience today when a problem arises for people and businesses. Now, I always ask myself, “how can I make this happen?” and try to think outside the box.
Elizabeth Barnes, Chief Operating Officer, NAI Plotkin
Elizabeth Barnes
I have experienced firsthand how the COVID-19 pandemic has fundamentally transformed property management. In March 2020, building operations and maintenance procedures were forced into a rapid evolution. While the immediate crisis has passed, many changes have become permanent fixtures in the industry.
The pandemic accelerated digital transformation in property management. While many firms such as ours were already rolling out online portals to our homeowners and tenants, many property managers were not as prepared. Online portals now handle everything from maintenance requests to amenity scheduling and document management. These technological solutions have proven to increase efficiency and reduce operational costs, making their continued use a business imperative.
Enhanced cleaning protocols and improved HVAC systems have become standard features rather than luxury additions. Many buildings now maintain hospital-grade air-quality standards and implement sophisticated air-quality monitoring equipment.
The economic impact changed how property managers approach financial planning. Many properties now maintain enhanced emergency funds and reserves to ensure operational continuity during unexpected challenges. Insurance has become more complex due to rising construction and repair costs, prompting our property managers to seek comprehensive coverage while implementing risk-mitigation strategies.
Property managers have developed more sophisticated communication systems and stronger relationships with occupants. Digital platforms have become central to operations, enabling real-time updates on building operations and immediate response to maintenance requests. These platforms integrate announcements, document sharing, and community forums, creating stronger connections between our property managers and residents.
The industry continues to evolve, with increasing integration of artificial intelligence and automation in building management. Properties now compete to offer comprehensive health-focused amenities, while buildings are designed and operated with a focus on resilience against future crises. Space usage has become more flexible and adaptable, responding to changing occupant needs and market conditions.
The COVID pandemic has created new standards and expectations in property management. Success requires managers to remain adaptable, technologically savvy, and focused on occupant well-being while maintaining operational efficiency. Those who embrace these changes and continue to innovate will be better-positioned to meet evolving needs while maintaining their competitive advantage in a transformed market.
