Month: January 2026

Economic Outlook 2026: Market Outlook 2026 Growth With Volatility

January 21, 2026

David M. Kopyc, CRPC®, is president of Retirement Planning Group LLC.

By David M. Kopyc, CRPC, President of Retirement Planning Group LLC

As forecasts for 2026 take shape, the consensus view is cautiously optimistic. The U.S. economy is expected to remain resilient, supporting continued gains in both stock and bond markets, even as investors adjust to higher volatility and a gradual shift away from the AI-driven tech dominance of recent years.

Most economists anticipate a “soft landing” scenario in which the economy avoids recession, inflation continues to moderate—though remaining above the Federal Reserve’s 2 percent target—and interest rates trend lower as the Fed continues cutting in response to a softening labor market.

For equity investors, Wall Street strategists are largely aligned in their outlook for another solid year. Major indexes such as the S&P 500 are projected to post double-digit gains, with year-end targets ranging roughly between 7,400 and 8,100. Strong corporate earnings growth, ongoing capital spending tied to artificial intelligence, and a generally market-friendly policy environment are expected to underpin the bull market’s momentum.

Artificial intelligence remains a central driver of growth, with expectations that S&P 500 earnings could rise 14 to 15 percent in 2026. At the same time, analysts expect market leadership to broaden. While mega-cap technology stocks have carried much of the rally to date, value stocks, small- and mid-cap companies, and international developed markets are increasingly viewed as more reasonably priced opportunities.

Underlying these projections is a steady economic backdrop. U.S. gross domestic product growth is forecast in the 2.0 to 2.4 percent range, supported by strong consumer spending and continued business investment.

Economic Outlook 2026: Stories Create Loyalty In Tough Economies

January 21, 2026

Neal Sandin, President of 643 Research is a full-service qualitative market research company.

By Neal Sandin, President, 643 Research

Economic uncertainty reigns, with concerns about tariffs, rising unemployment and inflation, and the possible “AI Bubble” spilling out from social media feeds and news outlets. With higher costs for groceries, utilities, as well as at the gas pump and seemingly everywhere else, people are becoming more discerning about where to spend their hard-earned money. The challenge for brands and market researchers that work for them is not to focus too much on one single factor: price.

Many companies when faced with economic hurdles immediately reduce prices. This is understandable. After all, a typical question that the market researcher asks is if there is anything preventing someone from buying something. Not surprisingly, the first answer is always cost. If things were only a little less expensive, they would buy. Yet ironically, reduction of prices can actually cause people to not buy from a brand.

For example, if Rolls-Royce suddenly started selling their vehicles at a Honda Civic price point, many people would wonder about the brand and if the quality was truly there. The true appeal of Rolls-Royce is that it is exclusive. These vehicles belong to a rarefied group, one that is full of brand-loyal customers. The more exclusive, the more exciting the brand, the more it captures the imagination on both an emotional and social level. All of this creates and reinforces customer loyalty.

Some may conclude from this that a higher price is required to create exclusivity. While it is true that a Rolls-Royce at $30,000 is not nearly as remarkable as a Rolls-Royce at $300,000, it is the stories we tell about the brand that truly makes them something special. Rolls-Royce played a key role in royal weddings, including between Princess Diana and Prince Charles. Yet, that Honda Civic that can last 200,000 miles also tells a story, one that Rolls-Royce never could, that of road trips and memories with loved ones. These stories give people a reason to buy from that brand. They make the customer want to spend their money with a specific company and not anyone else. Stories create loyalty.

Economic Outlook 2026: Marketing In 2026 Lean In, Don’t Hide

January 21, 2026

Sara Mannix, founder and CEO of Mannix Marketing, leads the award-winning digital agency.

By Sara Mannix, Founder & CEO of Mannix Marketing

As we look forward to 2026, the economic narrative is split. On one hand, many growth-minded businesses in the Saratoga and Glens Falls regions are entering the first quarter with record-breaking volume. On the other hand, a “wait-and-see” attitude has taken hold at the enterprise level, with major corporations slowing spending as they anticipate a potential market correction or the bursting of the “AI bubble.”

For local business owners, this contradiction represents a rare window of opportunity. While large-scale competitors hesitate, local businesses can use their agility to claim market share that’s currently being left on the table.

The data behind the “Downturn Dividend” tells a clear story. It is a common reflex to cut marketing budgets at the first sign of uncertainty. However, history proves this is often a brand’s most expensive mistake. Research into the 1981–82 recession found that businesses that maintained or increased their advertising saw sales growth 256% higher by the time the economy recovered than those that cut their budgets.

We saw a modern version of this “Downturn Dividend” right here in our own backyard during COVID-19 in 2020. While much of the country was closing its doors and going quiet, leaders in Lake George pushed forward to aggressively market the region as a safe outdoor destination. By being the first movers to lean into the uncertainty rather than retreat from it, Lake George outpaced all of its competitive markets that summer and the following summer.

When competitors go quiet, your share of voice becomes exponentially louder and cheaper to acquire. In 2026, marketing is not an expense to trim; it is the strategy that ensures you gain ground while others simply hope to survive.

Economic Outlook 2026: Measured Growth Shapes Hospitality Outlook 2026

January 21, 2026January 21, 2026

Mitchell B. Muroff, founder and principal of Muroff Hospitality Group.
Courtesy Muroff Hospitality Group

Mitchell B. Muroff, Esq., Founder, Muroff Hospitality Group

As we look ahead to 2026, the hospitality industry enters the year on far more stable footing than many anticipated just a few years ago. While 2025 was marked by moderation rather than acceleration, it ultimately proved to be a year of normalization—one that set the stage for measured, sustainable growth rather than speculative excess.

Nationally, 2025 saw travel demand remain resilient despite higher interest rates, inflationary pressures, and continued labor challenges. Leisure travel continued to outperform expectations, particularly in drive-to markets and experience-based destinations. According to STR data, a CoStar company, occupancy stabilized across most U.S. markets, average daily rates held firm, and revenue per available room posted modest but consistent gains. Importantly, hotel fundamentals remained strong even as transaction volume slowed, reflecting a market adjusting to higher capital costs rather than weaker demand.

As we move into 2026, national forecasts from major hospitality analysts such as CBRE and JLL point to continued incremental growth rather than dramatic swings. New hotel supply remains constrained due to elevated construction costs and financing hurdles, which is expected to support pricing power for existing assets. At the same time, easing inflation and the potential for lower interest rates later in the year could help unlock transaction activity that has been sidelined since mid-2023. Investors are increasingly focused on well-located, operationally sound assets with clear paths to efficiency and modest value-add, rather than large-scale redevelopment or speculative growth.

For the Northeast—particularly New York and New England—the outlook for 2026 is especially encouraging. The region benefits from a dense population base, strong seasonal tourism, and a growing preference for regional travel over long-haul destinations. Unlike gateway cities that rely heavily on international travel or large convention demand, many Northeast markets are driven by leisure travelers, outdoor recreation, weddings and events, and repeat visitation—segments that have proven durable through multiple economic cycles.

Longtime Employee Shannon Stafford Promoted To Lead Aviation Mall

January 21, 2026

Shannon Stafford, an 18-year Aviation Mall employee, is promoted to manager of the mall.
COURTESY PAUL POST

By Paul Post

Eighteen-year Aviation Mall employee Shannon Stafford has been promoted to manager of the Queensbury shopping center, which was purchased at auction recently for $21 million.

She succeeds James Griffith, who left shortly after the acquisition to pursue opportunities in real estate.

Stafford began her career at the mall as a customer service representative in October 2007 and worked her way up through a series of roles, including administrative assistant, operations coordinator and operations manager, before assuming her new position.

The 50-year-old mall was purchased Sept. 10 by Eric Jacobov, principal of the Manhattan-based investment firm Concord Capital New York. Previously owned by Syracuse-based Pyramid Companies, the property went into receivership in July 2024 and was managed for the following year by The Woodmont Company of Fort Worth, Texas, on behalf of Deutsche Bank and M&T Bank.

The auction, held at the Warren County Municipal Center, concluded the judicial foreclosure process. Jacobov outbid the only other party present, a group of investors led by Michael Vopelak, which dropped out after offering $19 million.

Hometown Golf And Social Brings High-Tech Simulators And Year-Round Play To Glens Falls

January 21, 2026

Mike Gerarde demonstrates one of the high-tech simulators at Hometown Golf and Social, a new indoor venue offering year-round golf, lessons and entertainment in downtown Glens Falls.
Courtesy Paul Post

By Paul Post

With the click of a switch Mike Gerarde can take people from cold, wintry Glens Falls to beautiful Pebble Beach Golf Course in sunny California.

You can almost taste and smell salty ocean mist as waves pound the shore around the iconic seventh hole.

It’s all possible thanks to the high-tech, colorful simulators at Gerarde’s new business, Hometown Golf and Social, which occupies a former Trustco branch office at the top of Glen Street hill, across from Harding Mazzotti Arena.

Patrons can choose from one of 85 courses. Like Pebble Beach, some are among the most difficult in the country and host major events such as The Players Championship at TPC Sawgrass, the Phoenix Open at Scottsdale or Bethpage where the Ryder Cup was held last September.

Or customers can play local links such as Hiland, Glens Falls Country Club and The Sagamore.

It’s quite a venture for Gerarde, who never played golf competitively in high school or college, but is now one of the area’s most accomplished teaching pros.

A Queensbury High School and Syracuse University alum, he discovered a knack for identifying and correcting problems in the games of people he played with. “I started giving tips, suggest they consider doing this or that and you’d see some pretty good improvement,” Gerarde said.

Planning For 2026, Hudson Headwaters Balances Growth, Costs And Regional Stability

January 21, 2026

Clinician and young patient share a moment during a pediatric visit at Hudson Headwaters Health Network, which is expanding dental and primary care services as part of its 2026 growth plan.
Courtesy HHHN

By Carol Ann Conover

As Hudson Headwaters Health Network looks toward 2026, the nonprofit organization is advancing a growth strategy centered on capital investment, workforce sustainability and long-term financial stability — priorities that increasingly shape the region’s health care and economic landscape.

As one of the North Country’s largest nonprofit employers and safety-net providers, Hudson Headwaters is moving forward with a multiyear plan to expand dental and primary care capacity across its seven-county service area, while working to protect critical revenue streams that help offset rising operating costs and persistent reimbursement challenges.

A recent Northern Border Regional Commission grant will serve as a catalyst for expanding dental services — an area leaders identify as both a pressing community need and a significant operational investment. The funding supports planning and early development for expanded dental capacity in Ticonderoga, the addition of a new dental site in northern Saratoga County, and upgrades to HHHN’s existing dental office in Warrensburg.

Business Report: Outsource the Busywork, Grow Faster

January 21, 2026

Shawn Weinberger discusses how partnering with a PEO helps small businesses reclaim time.

By Shawn Weinberger, Keena Sales & Marketing Manager

January has a way of slowing things down just long enough for business owners to catch their breath. After the rush of year-end deadlines and holiday logistics, the calendar resets, and there’s a moment, however brief it may be, to look back at what worked, what dragged on longer than it should have, and where time was lost to tasks that rarely advance the organization’s mission or goals.

For many small and midsize companies, those time-wasters share a common thread: they’re administrative. Payroll quirks, paperwork, filing deadlines, benefits questions—each is essential, but none is central to why the business exists. On a lean team, that work can quietly consume more hours than anyone intends.

As owners step back and take stock, the weight of these tasks becomes impossible to ignore. That’s when outsourcing starts to feel less like a choice and more like a lifeline. Bringing in outside support doesn’t mean losing control. It means reclaiming time, energy, and focus for the areas that grow the business.

One of the most comprehensive ways to achieve that balance is by partnering with a Professional Employer Organization, or PEO. Unlike a company that handles only one piece of the puzzle, a PEO steps in as a full partner. Through a co-employment model, it manages payroll, benefits, compliance, and other HR responsibilities all at once, giving small and midsize businesses the expertise and support they need while leaving them in control of daily operations and strategy.

Almost immediately, owners notice the difference. They watch as payroll runs smoothly, tax filings don’t cause surprises, and questions about benefits or compliance are quietly managed in the background. Beyond these operational advantages, a PEO can also provide guidance on HR best practices and employee development, giving teams the support they need to focus on growth, innovation, and long-term success.

From Home Roaster To Brick-and-Mortar, Stinky’s Coffee Opens at Moreau Commons

January 21, 2026

Ryan McNaughton opens Stinky’s Coffee Co. as anchor tenant at Moreau Commons.
Courtesy Ann Donnelly

By Ann Donnelly

After years of honing his craft, from a cheap home espresso machine to commercial roasting, Ryan McNaughton has realized his goal of opening a dedicated brick-and-mortar coffee shop: Stinky’s Coffee Co. The shop is the anchor tenant in the newly developed Moreau Commons commercial hub at 1377 Route 9. McNaughton hopes to transform the highly visible former Suzuki dealership, which sat vacant for roughly 10 years, into a central community gathering spot.

The Moreau Commons project, which aims to bring more local development to the area, is led by local entrepreneurs Brian McKenzie and Ben Alden. Stinky’s was reportedly the first business to sign on. McNaughton cited the location’s traffic and accessibility as key factors in his decision. “It’s perfect. It’s got parking. It’s got access to a traffic light,” McNaughton said, noting the constant flow of traffic heading to and from the Northway Exit 17 and Saratoga.

A 2005 graduate of South Glens Falls, McNaughton initially took an interest in coffee after becoming fascinated by lattes. “I started drinking lattes, and I was like, ‘Well, I want to make my own lattes,’” McNaughton recalled. This pursuit led him to upgrade his equipment and eventually question the beans’ origins, prompting him to learn about the roasting process. McNaughton bought his first roaster in 2021, and the company began by selling fresh-roasted coffee at farmers’ markets and venues like SPAC, always with the goal of creating a permanent coffee shop.

Built Slowly, Grown Carefully, Salon V Opens New Chapter At Moreau Commons

January 21, 2026January 21, 2026

Salon V owner Judy Viger and her team celebrate opening their new Moreau Commons location.
Courtesy Ann Donnelly

By Ann Donnelly

For three years, Judy Viger operated Salon V out of a “hidden” location off Exit 16 in Wilton. It was a modest start, intended to be a quiet venture for Viger and perhaps one other stylist. However, business grew at a pace that demanded a larger stage. Following her father’s long-standing advice to “walk before you run,” Viger decided it was finally time to sprint.

On Dec. 1, 2025, Salon V officially opened its doors in the newly developed Moreau Commons. Located south of South Glens Falls on the busy corridor toward Northway Exit 17 and Saratoga, the move marks a significant evolution for the business, trading seclusion for a high-traffic storefront and an expanded suite of wellness services.

Viger, a veteran of the local hair industry with nearly 20 years of experience, did not always envision herself as a salon owner. For much of her career, she was content renting booths at various shops along the same route where her new business now sits. Her priority was always flexibility; as a mother of four sons, she refused to let a career interfere with their milestones.

“I have four sons that are grown now, but I was lucky to be able to make my own schedule for the most part,” Viger said. “I never missed out on their games and their practices and important things. My clients were great; they knew that I was a mom first and a hairdresser second.”

The shift toward ownership only came when her youngest son left for college, leaving behind a quiet house and a new sense of professional restlessness.

“I kind of felt like an emptiness,” Viger said. “I felt like I needed to find something else to do. I found a location and was like, ‘I’m going to do this.’ I was able to finally put more time into myself and my career and do something that I’d never been able to do before.”