Long Island leaders reveal their predictions for 2026 | Long Island Business News

President and CEO

HIA-LI

As we move into 2026, Long Island’s business community will benefit most from leaders who stay grounded, invest in people and respond to change with purpose rather than urgency. The pace of transformation is real, but the fundamentals remain the same: Clear goals, strong partnerships and the ability to adapt thoughtfully.

Artificial intelligence will continue to grow as a broad-based productivity tool. The priority is to focus on uses that strengthen long-term competitiveness, not to chase every trend.

Meeting today’s workforce needs will be just as essential. Aligning training with employer demand is no longer optional; it’s an immediate necessity. Long Island’s economic strength depends on developing talent pipelines that meet the requirements of rapidly advancing industries. Through our work at HIA-LI, we continue to see that employers who invest in learning, skills development, and opportunities for advancement build organizations that thrive in the long run.

Collaboration will be critical. Partnerships among businesses, educators, and government leaders help keep the region competitive and resilient. The Long Island Innovation Park at Hauppauge reflects this dynamic; when companies operate close together, they build relationships, share ideas, and develop solutions that support the broader economy.

In 2025, business organizations showed the value of speaking with one voice. HIA-LI’s work with the Long Island Builders Institute, the Long Island Association, the Association for a Better Long Island, the Long Island Contractors Association and the Commercial Industrial Brokers Society highlighted priorities such as housing affordability, smart development, and responsible growth. In 2026, that united approach will remain essential.

 

Phil Andrews

President

Long Island African American Chamber
of Commerce

Long Island is poised for significant growth in the near future as the region has begun to address significant barriers to the growth of the economy, and is currently reimagining downtowns, and finding the ways and means to address making the region affordable for the next generation of leaders.

The next generation has also been afforded a voice at the table in shaping Long Island’s future and has addressed their unique challenges and opportunities in a variety of forums across Long Island. It will take collective thought, action and a tremendous amount of resource to solve the region’s issues and challenges to foster sustainable communities throughout the region.

The region hosts some of the largest business associations in the State of New York such as the Long Island Association, Hauppauge Industrial Association, Long Island African American Chamber of Commerce, Nassau Council Chamber of Commerce and Suffolk County Alliance Chamber of Commerce working together gives the region a unique advantage.

The region is also host to a great number of colleges and universities, and they should be invited to the conversation as they are endowed with a vast number of intellectual ideas and resources to add to our study. Our actions today will set the trajectory of Long Island’s future in the right direction well into the future!

Many organizations on Long Island have gained national acclaim for the body of work they have achieved over many decades, and by working together this will help to accelerate the plans and goals of the region for achieving a brighter future.

 

Dr. Navin Arora

CEO

Borealis Dermatology

In 2026, dermatology will continue to balance two realities: The demand for care is rising, while the cost of delivering it keeps increasing. Staffing constraints, insurance requirements, and prior authorization delays are affecting nearly every specialty, and dermatology is no exception. At the same time, patients are living longer and are more proactive about skin cancer screening, chronic rashes, pigmentation concerns and acne. These individuals need greater access, not more barriers.

We will see continued progress in treatments for eczema, vitiligo, acne scarring, and phototherapy-based care. These advances are meaningful, but they bring financial and coverage challenges. New options are only useful if patients can realistically obtain them, and that will remain a central tension next year.

AI will likely become more routine, but in a supportive role. It can help organize images, monitor moles, compare photographs over time, and reduce wait times by sorting urgent from non-urgent cases. What it cannot do is replace judgment or context. The priority in 2026 will be ensuring AI works accurately across all skin tones and is introduced responsibly rather than quickly.

For Long Island, I expect moderate growth. The opportunity is in clearer communication, shorter wait times, and coordinated care with hospital systems and primary care, rather than simply adding locations. If there is a theme for 2026, it is steadiness: Adopt new tools, protect access and keep patient clarity at the center.

 

Mark Badami

Chapter President

Financial Planning Association of Long Island (FPALI)

As we move into 2026, one thing is certain:Tthe tax and regulatory landscape continues to evolve at a pace that demands constant education and vigilance. A core responsibility of the Financial Planning Association of Long Island (FPALI) is ensuring that financial planners, CPAs, and tax professionals are equipped with timely, accurate information to guide clients through change.

New federal tax laws and policy updates enacted in 2025 are already impacting how returns are prepared and how planning strategies are constructed. Several provisions extend or permanently codify elements that were once temporary, including individual tax brackets, enhanced standard deductions, expanded child tax credits, higher income thresholds before the Alternative Minimum Tax applies, and the permanent extension of the Section 199A qualified business income deduction. Other changes affect business owners directly, such as increased depreciation allowances, expanded use of qualified opportunity zones, and new considerations around equipment purchases and financing.

At the individual level, planners must also navigate changes related to state and local tax deductions, deductions tied to casualty losses from natural disasters, wagering (gambling) losses and evolving rules impacting seniors. Meanwhile, nonprofit organizations and their executives must remain alert to compensation-related excise taxes that could create unintended exposure if not proactively addressed.

Overlaying all of this are annual regulatory updates, IRS guidance and implementation details that often lag behind legislation itself – creating uncertainty for both practitioners and taxpayers. In an environment where the rules keep shifting, knowledge remains the most valuable planning tool we have. FPALI’s tax update seminars provide professionals with critical insights, peer discussion, and expert analysis needed to stay ahead of change and advocate effectively for their clients.

 

Leo Barnes, Jr.

Member

Barnes & Barnes PC

As we move into 2026, the economic narrative on Long Island is shifting from simple recovery to complex, strategic growth. While stability is welcome, this new phase introduces a sophisticated web of legal challenges for which local businesses must prepare. We foresee litigation trends moving beyond the clean-up of prior years and into new, technologically-driven and forward-looking disputes.

First, the rapid integration of artificial intelligence will become a critical battleground. We anticipate a surge in litigation involving failed software implementations, significant data breaches and theft of digital trade secrets. As technology becomes a company’s most valuable asset, disputes over its creation, protection, and misuse will demand aggressive litigation strategies to secure a competitive edge. In that regard, businesses must identify and document a company’s most valuable digital assets (including proprietary code, customer lists and business strategies) and implement robust access controls, non-disclosure agreements (NDAs), and non-compete clauses to legally protect these trade secrets. Indeed, moving beyond a reactive stance and implementing strategic safeguards can protect assets, preserve relationships, and ensure long-term stability.

Disputes among business partners will also evolve. Where past conflicts focused on historical underperformance, 2026 will see owners clashing over the future. Disagreements over costly technology ventures, risk tolerance and divergent visions for the company will fuel a new wave of “business divorces,” which will land in the expert hands of Long Island’s Commercial Division courts.

Finally, the commercial real estate sector will face increased turmoil. As businesses continue to adapt their physical footprints, conflicts over broken leases, complex construction build-outs and zoning for repurposed properties are set to rise. Navigating these multi-faceted disputes will be critical for property owners and tenants alike, making experienced litigation counsel indispensable.

 

John Beres

Chief Business Officer

SterlingRisk

The 2026 Property & Casualty (P&C) insurance market is transitioning from a prolonged hard market cycle to a phase of selective softening. This shift is being driven by stabilizing catastrophe losses, improved capital positions among insurers, and moderating inflation. Within property lines, competition is increasing, while casualty, excess, and commercial auto segments remain firm due to ongoing loss severity, social inflation, and persistent structural cost pressures.

Claim costs continue to rise across nearly every line of coverage—including auto, home, health, and commercial—fueled by inflation, higher repair expenses, and more frequent severe weather events. However, with increased capital entering the market, there are early indications that premiums and rates may begin to decline. While Nassau and Suffolk counties are not experiencing the widespread carrier withdrawals seen in regions such as Florida and California, insurers are conducting more rigorous assessments of roofs, flood exposures, and overall property conditions. Well-documented mitigation efforts will become increasingly important in controlling premium costs, emphasizing the value of proactive risk management.

As we look ahead, the commercial insurance landscape is being shaped by several significant trends. Property insurance rates are showing signs of stabilization, with the most notable softening occurring in non-catastrophe exposures. The general liability market is reaching a point of equilibrium, while the excess casualty sector continues to display a mixed outlook, largely driven by the severity of claims. Meanwhile, specialty lines such as private and not-for-profit directors and officers and cyber/privacy liability are experiencing increased capacity, which has heightened competition and resulted in broader coverage options and reduced premiums. Look for reductions on those lines.

 

Richard Bie

CEO

Catholic Cemeteries of Long Island

In 2026, the regional economy reflects cautious optimism paired with disciplined consumer behavior. Families are spending with greater intention, carefully comparing options and seeking long-term value in every decision. That reality continues to shape the cemetery and memorialization services industry, where organizations must expand choices across a range of price points while clearly communicating what families receive beyond the initial cost.

Operationally, managing large properties brings ongoing pressure from rising insurance, labor, and maintenance expenses. Insurance in particular has become a defining cost of doing business across nearly every sector, while hands on labor remains essential and cannot be replaced by automation. Stability depends on experienced people who understand both operations and service, especially in environments that serve families during sensitive moments.

Hiring remains competitive, which makes internal culture a central business priority. Organizations that invest in employee appreciation, open communication, training, and visible leadership are better positioned to retain talent and sustain service quality. Strong relationships between management and staff directly support performance, accountability, and long-term continuity.

Within the cemetery and memorialization services industry, we are seeing cremation become widely accepted across many religions and cultures, driving a significant shift in consumer preferences. This growing acceptance is requiring the industry to adapt by offering broader cremation memorial options at varied price points, while also educating families on total costs, placement choices and long-term planning considerations.

Looking ahead, there is also a noticeable return to faith, reflection and community, reinforcing the enduring importance of meaningful remembrance.

 

Roy Breitenbach

Co-leader, Health Care Industry Team

Harris Beach Murtha

 

 

 

 

 

Brendan Venter

Partner Immigration Practice Group

Harris Beach Murtha

 

 

 

 

 

 

Healthcare staffing challenges on Long Island, and around the country, will worsen in 2026. Let’s call it the silver tsunami. Approximately 11,200 U.S. residents turn 65 every day—about 4.1 million new senior citizens every year. Yet shortages of both doctors and nurses persist.

That means longer wait times for care, stressed-out professionals caring for higher numbers of patients and more healthcare “deserts” where care is not available.

Immigration can help. More than 1 million immigrants work in healthcare in the United States. Still, the supply is falling short, especially in geriatric specialties.

While our country is facing abnormally restrictive immigration policies, employers still have several options to fill the staffing void. For example, the most common option for international medical graduates to engage in residency or fellowship training in the United States is the J-1 visa. H-1B visas allow foreign medical professionals to be temporarily employed in the United States in specialty occupations. O-1 visas are available for individuals with extraordinary ability in their field. For nurses, employers can pursue a streamlined process toward permanent residency via the Schedule A I-140 process.

Today’s challenges are tomorrow’s crisis, so health care employers must face the problem head-on. Proactive immigration strategies ensure that health care organizations are able to hire, transfer and retain the brightest and best non-U.S. talent to complement their U.S. workforce.

 

John Buran

CEO

Flushing Financial

As we look ahead to 2026, the banking industry is beginning to settle into a more stable environment after several years of volatility. That said, stability doesn’t mean simplicity. Banks will still need to navigate ongoing economic uncertainty, manage interest-rate risk carefully, and stay focused on fundamentals.

Against this backdrop, the federal reserve is expected to lower interest rates gradually, which should ease pressure on short-term borrowing. However, longer-term rates may stay higher, so borrowing costs may not come down as quickly or evenly as many expect. That means banks will still face pressure on profits and will need to stay disciplined with lending, manage their balance sheets carefully, and regularly test how they would perform under tougher conditions.

Credit growth is also expected to be more selective. Instead of broad expansion, opportunities will likely be concentrated in well-structured commercial, multifamily, and small business loans, especially for institutions with strong local relationships. Consumers, meanwhile, will remain cautious and rate-sensitive, making flexible pricing more important.

On the funding side, competition for deposits should ease compared to recent years, but customers are being more intentional about where they bank. Institutions that focus on consistency, transparency, and strong service — not just promotional rates — will be best positioned to build lasting relationships.

Above all, technology will remain the catalyst of change. AI-powered solutions and data-backed automation can enhance fraud prevention, risk management, and customer engagement. However, these innovations must be applied responsibly, with rigorous data security protocols and human oversight. The objective should be to support better decision-making, not to replace it.

Taken together, 2026 will reward banks that remain disciplined, relationship-driven and focused on long-term stability. Growth will come from execution and trust—not from chasing short-term trends.

 

Scott Burman

Founder and Principal

Burman Real Estate

2026 arrives with real signs of optimism for Long Island real estate. After several years in which rising interest rates, policy swings and cautious lending collectively stalled decision-making, market fundamentals are finally strengthening. Sentiment has turned, and the environment for transactions is beginning to thaw. With banks financing again and taking a less conservative posture, we’re already seeing activity rise. With recent rate reductions and potentially more to come in 2026, renewed confidence should accelerate development across the region.

For developers, the opportunity set is expanding. Luxury, mixed-use and transit-oriented projects will remain strong performers, especially as policymakers show growing support for zoning reform and increased housing supply. Multifamily demand will stay elevated—driven by millennials, continued competition in the for-sale market, and Long Island’s rapidly growing 65+ population—pushing more communities toward rental and TOD solutions that residents clearly need.

On the capital side, signals are equally encouraging. In Q3 of this year, lending momentum hit its highest level since 2018, with permanent financing and multifamily spreads compressing, capital is flowing back into multifamily, transit-oriented, adaptive-reuse projects—and the capital comeback favors disciplined, community-scale developers.

Construction conditions remain mixed, labor is still tight and material costs can fluctuate, but the severe disruptions of 2022–2023 have eased enough for developers and lenders to underwrite new projects with greater confidence.

While national headlines are dominated by AI, data-center and manufacturing megaprojects—creating labor, materials, and power bottlenecks—Long Island’s next real growth story lies in re-energizing the places where people already live and commute. Adaptive-reuse and TOD position us to deliver exactly that.

2026 won’t be without challenges, but the directional clarity is finally here, and it points to a stronger, more resilient development cycle ahead.

 

Joe Campolo

Founder

Strata Alliance

Heading into the New Year, Nassau and Suffolk counties have a higher population (approximately 3 million people) than 15 states, and a higher Gross Domestic Product (GDP) than 16 States (approximately $170 Billion) making Long Island a fertile economic hotspot for investment. Ahead of 2026, we are exploring strategic partnerships that can address a number of economic factors with the power to create lucrative investment opportunities on Long Island.

Multi-Unit housing. The aging population and the demand for a younger workforce, combined with the existing housing shortage will continue to put pressure on affordable housing. Existing communities, especially transit-oriented communities, have extensive wait lists for units. The solution to this shortage is likely to come in the form of condominiums or apartments. Thus, multi-family housing will likely continue to be in high demand.

Storage facilities. Americans love stuff. The United States is the largest consumption economy in the world. As the rise for demand in multi-family housing on Long Island continues, the demand for storage facilities will likely rise in parallel, as multi-unit housing is typically smaller and has less storage space than single family housing.

Technology and healthcare. The aging population on Long Island continues to increase because advances in health care are creating life longevity. Yet, healthcare costs have skyrocketed, costing 81% more over the last five years. The market is ripe for technology companies, particularly those AI-based, to partner with healthcare companies and providers to create efficiencies to lower those costs. There are many great companies right here on Long Island making these advances and paving the way into the future of healthcare.

Cybersecurity. Massive advances in AI have created new obstacles and challenges in the area of cybersecurity, as fraud has become increasingly difficult to detect. There are several brilliant Long Island-based technologists creating new ‘weapons’ to fight these cyber criminals who are going to need capital to help them advance those products to the marketplace.

There are endless ways to invest your money, but there is something unique about investing in your community and the ability to see your investment at work. In 2026, Long Islanders will be rich with opportunities to grow their wealth right in their own backyards.

 

Michael Cardello III

Managing Partner

Moritt Hock & Hamroff LLP

As we enter 2026, we remain optimistic despite some uncertainty. Although inflation has moderated from its peak, and capital markets have shown resilience in the latter half of 2025, our corporate clients continue to navigate elevated interest rates and an evolving regulatory environment. We are seeing a surge in terms of an abundance of capital, and a generation of baby boomers reaching the point where succession planning and exit strategies have become business imperatives.

Our Creditors’ Rights, Restructuring and Bankruptcy lawyers expect to see continued distress in commercial real estate, particularly multi-family properties, and an increase in business bankruptcy filings due to the delayed impact of tariffs. As AI continues to evolve rapidly, there is potential for distress if AI proves to be a bubble and bursts. Nonprofit organizations will be impacted by H.R. 1 (“One Big Beautiful Bill Act”), which includes cuts to essential services, such as Medicaid, hospital funding and supplemental nutrition programs. According to the governor’s office, more than 2 million New Yorkers may lose their current insurance coverage. The changes in federal telehealth policy for mental health care treatment, including the imposition of Medicare in-person requirements and DEA controlled substance prescribing requirements, may also adversely impact access to care.

 

Robert Ciatto

President/CEO

ACLD (Adults and Children with Learning & Developmental Disabilities)

As we look ahead to 2026, the intellectual and developmental disabilities (I/DD) sector continues to operate under a familiar cloud of uncertainty. Concerns around potential federal Medicaid cuts remain front and center. As New York State funding relies heavily on a federal match, any reduction at the federal level will have significant ripple effects across the entire system, even for agencies like ACLD that may not be directly targeted. Cuts to hospitals and related services inevitably impact community-based I/DD providers like ACLD that rely on those systems, and we must be prepared for those indirect consequences.

At the same time, providers face mounting financial pressures. Rising healthcare costs, inflation and the need to offer livable wages have dramatically increased operating expenses. While progress has been made in recent years to address workforce compensation, it does not make up for decades of underinvestment. The staffing crisis that emerged during the pandemic continues to challenge our field, and without direct support staff, our ability to deliver high-
quality care is impacted. Workforce recruitment, retention and well-being must remain a top priority.

There are reasons for optimism. The New York State Legislature has shown a growing understanding of the needs of the I/DD community, and provider collaboration is stronger than ever. Agencies across New York are sharing expertise, advocating collectively, and working together to ensure sustainability. It is through unity, innovation, and continued advocacy that we will strengthen the system and protect the vital services our communities rely on.

 

Matt Cohen

President and CEO

Long Island Association

 

 

 

 

 

 

 

Stacey Sikes

Vice President of Government Affairs and Communications

Long Island Association

 

 

 

 

 

 

The Long Island Association has been advocating for our region’s economic growth for 100 years now as our nonprofit, non-partisan organization is celebrating our Centennial in 2026, the same year our country turns 250 years old.

Think of how far Long Island has come in 100 years—our home has transformed from potato fields and beach cottages on the cusp of becoming America’s first suburb, to an economic engine unto itself that is recognized for world-changing technological breakthroughs, international companies in sectors including manufacturing and life sciences, prestigious academic institutions, vibrant downtowns with small businesses, and thriving tourism and cultural attractions. The LIA’s regional leadership has played a direct role in shepherding progress, securing investments, and urging for government policies that have created jobs for people who sought the suburban way of life.

Nassau and Suffolk counties are unparalleled places to live, and the LIA will continue to ensure it remains that way. Long Island’s existential crisis is the exorbitant cost of living, and with the political buzzword of affordability we now have a real opportunity to put a suture on the region’s wound of the droves of people leaving because they can’t afford our quality of life. We also need to focus on developing a robust energy portfolio that includes the continued advancement of offshore wind and other renewables and cultivates traditional sources like natural gas through the Northeast Supply Enhancement Project. We also need a housing stock that is affordable and allows young people today to achieve the same dream as veterans returning from World War II when they bought a house to raise their families in the suburbs. The LIA will advocate as we did in our organization’s infancy for a landscape that allows our business community to thrive, expand, and create new jobs and push back on tax increases and over regulation.

A century from now, Long Islanders will be looking back on the pivotal decisions that we made in 2026 to secure a prosperous future for generations to come.

 

Jennifer Cona

Founder and Managing Partner

Cona Elder Law, PLLC

Our healthcare systems serving older adults are in serious trouble. Seventy-five percent of long-term nursing home residents in New York rely on the Medicaid program to pay for the cost of their care. However, New York’s Medicaid reimbursement to nursing homes is among the lowest in the country, covering only 76% of actual care costs. In fact, the current Medicaid reimbursement rates are based on 2007 costs. As such, there is presently a $1.6 billion Medicaid funding gap. Enter the U.S. government $1 trillion in federal cuts to the Medicaid program. And all of this at a time when the country, and particularly Long Island, is facing a “silver tsunami.”

This has led to staffing shortages in nursing home facilities, an inability to attract and retain staff due to low wages, a decrease in the quality of care, failure to invest in capital improvements and a compromise the viability of quality nursing homes in many communities.

Legal services and advocacy are needed to educate our legislators and other elected officials on these realities and aggressive but cost-effective legal representation of healthcare facilities and systems that can increase facilities’ bottom line is critical to ensure quality care for our older adults.

 

Bill Corbett

President

Corbett Public Relations

The media landscape is undergoing a profound structural shift. The number of working journalists continues to decline, while the number of public relations professionals continues to rise. Some studies show that there are now nine PR professionals for every reporter. This imbalance is impacting how stories are sourced, evaluated and distributed across virtually every industry.

At the same time, artificial intelligence is fundamentally reshaping how public relations is executed. Firms that are not actively leveraging AI to support research, idea development, message testing, media monitoring and campaign planning are rapidly falling behind. AI is now embedded in the daily operational workflow of modern public relations,
improving efficiency, sharpening strategy, and accelerating execution across platforms.

Equally important is how AI is reshaping consumer behavior. The way people search for businesses, services and products is changing at remarkable speed. AI-powered discovery is becoming a primary gateway to information, which makes AI search visibility a critical priority for public relations strategies moving forward.

However, while AI is essential, public relations professionals who truly understand how the media operates and who maintain real personal relationships with editors, producers, and reporters retain a powerful competitive advantage. AI cannot build trust over time, it cannot make calls to discuss context, and it cannot personally advocate for a story with insight and nuance. That human connection remains irreplaceable.

In this environment, earned media is more valuable than ever, and that reality will only intensify through 2026 and beyond as AI integration continues to accelerate.

 

Robert Creighton

Managing Partner

Farrell Fritz

We are cautiously optimistic heading into 2026 and beyond. 2025 was a strong year for our firm, but the M&A market was sluggish in large part because of the uncertainty surrounding trade policy. We expect to see a rebound in the M&A market fueled in part by significant pent-up demand, and in part by the substantial reservoirs of capital that private equity firms will look to deploy. If interest rates continue to normalize and inflation remains under control, we expect to see companies invest to grow their businesses. This activity, in addition to continued changes in federal law, will keep trusts and estates professionals active as families plan for generations to come. There will continue to be opportunities to protect assets and build wealth through thoughtful estate planning. Regionally, we also expect to see transformative development continue, particularly related to affordable housing and revitalization of our downtowns. These transit-oriented developments should enable young adults to find attractive and affordable housing options, potentially helping Long Island avoid significant regional impact to the talent pool. Finally, we expect to see continuing consolidation in the not-for-profit industry.

 

Brad Cronin

Partner/Founder

Cronin & Cronin Law Firm

2026 is shaping up to be a critical period of financial and structural readjustment on Long Island, driven by persistent supply and demand imbalances and broader economic pressures that are directly impacting property taxes. As fiscal stress intensifies, municipalities are increasingly being forced to look beyond the traditional 2% property-tax cap to maintain essential services and balance budgets.

Facing skyrocketing costs for liabilities, insurance and critical infrastructure, a majority of Long Island towns voted to pierce the cap for their 2026 budgets, with increases sometimes ranging significantly above the 2% limit. This difficult step reflects the struggle to maintain essential services against ongoing economic headwinds resulting in higher property taxes for all classes of property.

Concurrently, the commercial real estate market is undergoing a fundamental shift. Some commercial properties such as office space, burdened by vacancies and expensive debt refinancing, continue to struggle. This decrease in value is resulting in significant tax reductions eroding local municipalities’ tax base.

Some forward thinking municipalities are exploring new ways to encourage residential development which would achieve two goals simultaneously: increase the tax base so that local tax rates stabilize while providing more residential development so that rental rates decrease, allowing young people to afford to stay on Long Island.

Consequently, 2026 marks a period of adaptation, with municipal tax hikes supporting core services and innovative real estate solutions emerging to address housing shortages and a redefined work environment.

 

Alfonse D’Amato

Former U.S. Senator

Every statewide election contest is a challenge for a Republican candidate. The year 2026 will be no different as Nassau County Executive Bruce Blakeman seeks to run for governor. When I ran for the U.S Senate and won in 1980, it was a much different political landscape–the same was true for Governor Pataki in 1994. Our playbooks aren’t relevant now when you look at the intense polarization of political parties, the combative issues that divide voters and the role of social media that is used to motivate your base. Add the fact that you will have a New York City mayor whose ideology and policies will have the means to impact a state-wide election, and you are looking at a very clouded crystal ball.

 

 

Dr. John D’Angelo

President and CEO

Northwell Health

Looking ahead to 2026, our unwavering commitment is to continue expanding so our care is truly close to home for everyone who trusts Northwell with their care. This means enhancing access to primary care, not just through traditional brick-and-mortar offices, but also by optimizing 24/7 virtual care that is seamlessly connected to our in-office physicians. This creates a unified and accessible patient experience.

A key part of this expansion involves leveraging our rich patient data to proactively reach out. Imagine identifying individuals who meet criteria for crucial screenings, like lung cancer, and offering them conveniently located appointments nearby. That’s the future of proactive, personalized care we’re building. Our long-term vision also integrates cutting-edge technology, such as AI-driven retinal scans, directly into our ambulatory practices for early detection of conditions like diabetes and hypertension.

Growth remains a cornerstone of our strategy, but its additive growth focused on enhancing patient experience, access to care, improved quality and delivering comprehensive clinical programs locally to all the communities we serve.

We’ll continue to grow selectively within a regional footprint across the Northeast, strategically matching our robust ambulatory strategy with our hospital services. This approach allows us to “make the big feel small,” staying deeply connected to local communities and physicians, ensuring comprehensive, accessible care right where our patients live and need it most.

 

Curt Dahl

Managing Director and Vice President – Power System Management

PSEG Long Island

PSEG Long Island’s mission in 2026 will remain focused on providing reliable, resilient, clean and affordable electric service to our customers on Long Island and in the Rockaways. The New Year will see us continue to work with our partners at LIPA to contain costs while strategically investing in the upgrades necessary to modernize an aging infrastructure and meet the demands of what is clearly a rapidly evolving energy landscape. This effort recognizes the rising exponential growth in electrical demand from business and residential users while carefully managing resources to avoid unnecessary costs. The year 2026 will also see a collaborative process with LIPA on an Integrated Resource Plan, aligning long-term energy needs with identifying responsible, cleaner, cost-effective solutions. In addition, PSEG Long Island will be working to solicit new energy supply sources designed to meet our customers growing energy needs. We will continue to apply thoughtful planning, disciplined budgeting, and smart infrastructure investment strategies so that we can effectively balance affordability with reliability and lower-emission energy.

 

Tara Daub

Partner

Nixon Peabody LLP

As 2026 approaches, employers should prepare for a deeper convergence of technology, regulation and litigation risk—especially in New York, where enforcement trends often set the national pace.

We expect intensified scrutiny of AI-enabled hiring and workforce tools. Employers should ensure responsible AI use and implement documented model governance, vendor diligence, and human-in-the-loop safeguards now. Employers subject to New York’s WARN Act should be prepared to disclose whether technological innovation or automation such as AI have contributed to employee layoffs.

Second, pay transparency laws will require increased focus on setting compensation and maintaining pay equity. With continued expansion of pay-data disclosure and reporting initiatives across various states, multi-state employers must harmonize postings, reconcile remote role banding, and tighten pay equity analytics to maintain compliance and preempt claims.

Employers should also expect continued increases in employee disability accommodation requests for both physical and mental health conditions. As neurodiversity awareness expands, employers should ensure they have effective and compliant procedures for evaluating requests and reaching determinations. The same holds true for religious accommodation requests, particularly in light of the current EEOC’s enforcement priorities.

On the traditional labor front, union-organizing trends point to continued growth in 2026, driven by higher support among recent college graduates. Likewise, many workers are feeling vulnerable to the expected impacts of AI and other technologies. Amid this uncertainty, we can expect labor unions engaged in contract bargaining to propose guardrails on the deployment of AI.

To get ahead, employers should consider reviewing policies and procedures; conducting pay equity audits; investing in well-designed accommodation protocols; and preparing for evolving federal, state and local workforce regulation in the year ahead.

 

Greg Demetriou

CEO

Lorraine Gregory Communications

With the change of administration and increased focus on business, the fight to reduce inflation and high interest rates, cast a positive glow on the future of growth and profitability.

Aside from its usual paranoia, the stock market is very strong.

The federal reserve will have new leadership with less political activism and more financial acumen. Better management of the country’s monetary policy should make homeownership more attainable.

The change in the energy marketplace is already having significant reductions in gas and oil prices, which should continue
into the new year, a welcome break for consumers.

Long Island has maintained its usual robust innovation and manufacturing industries. AI is bringing dramatic changes to how work gets done. The future is for the bold who harness the tools AI brings to the table. 2026 will be a learning year for all types of businesses.

The following 12 months hold great promise for companies that refine their offerings and communicate their improvements to clients and prospects.

Predictions are educated guesses; however, confidence is rising in the corner offices.

 

Randi Shubin-Dresner

President and CEO

Island Harvest Food Bank

It’s never easy to ensure that the most vulnerable among us are fully cared for and have proper access to the food, support and services they so richly deserve. Funding in the nonprofit sector is a true concern for many of us who lead large and small organizations. And I believe it will only be more difficult in the coming two years. Innovative and generous funding that includes covering costs such as staffing, cost of living increases and other operational needs is important. It’s short-sighted of many generous funders who won’t pay for the staffing needed to deliver the essential services we in our sector offer. So, for example, how on earth can we get food to people in need if we can’t pay for the staff needed to receive, inventory, and distribute it to our neighbors in need? Funders often say: “Let them fund staffing on their own or find other sources of revenue to cover those costs.” And others who give multi-year grants that don’t include appropriate wage increases—given the high-cost of living on Long Island. This forces us to hire staff who are willing to take a great and meaningful job knowing that they will not see an increase in salary because the funder won’t include that in their grant. This is often government funding but also includes corporate and foundation funders, as well. These types of restrictions literally tie our hands, prevent us from hiring “best in class” staff, limits programs and is often the cause of high turnover. It forces us to cover the additional costs out of hard-to-find fund-raised dollars to continue our important work supporting the neighbors who desperately need our help.

And ongoing funding is not the only variable to ensure this work continues to meet the needs of our neighbors. Challenges also include our need to identify lawmakers and corporate leaders who are open to learning more about the continually changing needs of our most vulnerable communities, the challenges of the non-profit sector, looking at outdated legislation that prohibits creative and innovative avenues for solution-oriented programs and services, and finding additional partners for specialized services.

I have learned in my many decades of work in the nonprofit sector that Long Island IS a caring community. Our local and regional businesses, our lawmakers and community residents want to help but often don’t know the challenges we face on a daily basis. Nonprofit organizations are businesses with the same needs as the corporate sector in terms of staffing, accounting, auditing, training, marketing and more. In the end, we are hoping to make a profit at the end of the year so that we can reinvest our funds back into our mission.

The work of the nonprofit sector supports your employees, your families and neighbors and plays a significant role in the Long Island economy. Our work helps the kids who sit next to your kids and grandkids at school and who care for your aging parents. This sector protects our cherished veterans, the environment, animals and the arts and more. All of this rolls up to work that ensures that our residents are taken care of and that the community is healthy and safe and that Long Island is an attractive place to live, play and work.

We can do this Long Island. We know these next two years are going to be difficult with cuts and a changing landscape of needs—so let’s work together in this coming year to support our neighbors and the nonprofit sector together.

 

John Duffy

Business Manager and Treasurer

Local 138 of the International Union of Operating Engineers

It is important to appreciate that many of our project assignments are focused on the essential construction of public works, the infrastructure that keeps Long Island’s communities intact and our economy in the green.

Which is why in 2026, the Hochul Administration needs to redirect tens of millions of dollars from ill-advised social experiments to projects that will directly strengthen one of the most important parts of the state, Long Island. Whether its road and bridge repair to environmental protection work such as sewers, these are the priorities that need to take center stage as the governor assigns dollars in her budget. The working men and women of Local 138 who have built this region are legitimately asking the simple question: “How is Long Island not a priority when it creates so much tax revenue for Albany?”

Robert Moses once wrote a book entitled Public Works: A Dangerous Trade. He was right then and would be correct today when much needed public works are left unfunded or delayed? In the New Year, Albany needs to get its priorities right and build the projects that will protect our shared future.

 

Robert Esposito

Founder

Relocators

During 2026, I believe Long Island’s residential real estate market will be in a period of cautious recovery. Elevated mortgage rates created a lock in effect that limited inventory and slowed normal movement. As rates gradually ease, more homes are entering the market, and that trend should continue, supporting steady demand across the moving and relocation sector.

Moves—as they have always been—are driven by life transitions. Downsizing, multigenerational living, divorce, estate settlement and job changes continue to be the real drivers of relocation rather than simple home upgrades. This reality requires greater coordination between real estate, moving, legal and financial professionals, with a stronger focus on planning, timing and emotional care. I believe that caring is the new currency and is required in the AI world that we are now living in.

Commercial real estate remains the greatest near-term risk. Pressures tied to refinancing, rising debt costs, and persistent vacancies are creating real challenges for occupancy, particularly as properties face new lease negotiations and renewals. Office space remains under structural stress, while industrial, medical and mixed-use assets show relative strength.

Artificial intelligence will touch every industry by 2026. Positively, it will improve efficiency, forecasting, and customer experience. When it comes to service, however, AI must be combined with real caring human interaction. All businesses in the region need to identify ways they can leverage AI to remain competitive.

 

Gina Farese

Owner

Marcor Construction and Marcor Solar

As Long Island enters 2026, the regional economy will continue to be driven by construction, redevelopment and energy modernization, but under increasingly stricter rules, higher accountability and stronger enforcement. In solar, the industry is undergoing a major correction. With shifting tax incentives and rising operating costs, solar companies that are not prepared for the changes ahead unfortunately will not survive. Many consumers will be left searching for qualified, licensed firms to provide ongoing service, repairs, and warranty protection.

Licensing and certification will be central issues this year. Roofers cannot legally touch solar systems without proper electrical licensing, and not all solar installers can perform roofing work. Improper handling can void warranties and even result in calling the loan or affecting lease agreements. Consumer education and enforcement must accelerate to restore confidence and protect homeowners.

Construction remains active across Long Island, fueled by remodeling, development, and housing demand. At the same time, rising insurance costs, workers compensation pressures, and tighter labor oversight are reshaping what it means to operate as a legitimate contractor. State and county enforcement is increasing, but more needs to be done to fully protect consumers, workers, and responsible businesses from those attempting to skirt the system and committing fraud.

From a female business owner’s perspective, 2026 presents real opportunity. As weaker operators fall away, space opens for responsible, licensed and properly insured companies to thrive. For women in construction and clean energy, the industry reset is a rare opportunity to build stronger and more trusted businesses.

 

Jason Fligman

Senior Vice President Service Strategy & Support and CEO/President, Canon Information Technology Services

Canon U.S.A.

Let’s be brutally honest. For a long time, we’ve looked at customer service like plumbing; fix the leaks so we can get back to “real work.” We banished these teams to the basement of our P&Ls, labeling them “cost centers.”

That era is dead.

Looking to 2026, your greatest growth engine isn’t a new product, it’s the transformation of your service team from a defensive shield into an offensive weapon. Here is the blueprint to turn “support” into “profit:” First, stop “fixing,” and start “architecting.” Stop the transactional “break-fix” model. Rebrand your service group as customer success architects. The goal isn’t just to resolve an error code, it’s to identify opportunities and promote features that drive productivity. Don’t just stop the bleeding, change the culture and build muscle. Next the metrics that matter. If you only prioritize “average handle time,” you are missing other key metrics. Today’s leaders track customer lifetime value (CLV) and net revenue retention (NRR). Excellent service doesn’t just cut costs, it expands customer spending. Finally, recognize that AI is the force multiplier. AI isn’t here to replace your workforce. It can handle certain mundane tasks, freeing your talent to do what humans do best: undertake empathy, judgment, and complex strategy. We need to consider shifting from reactive support to proactive engagement.

The verdict: The winners of 2026 won’t necessarily have the best product, they will have the best relationships. Stop treating your service team like a utility and start treating them like the strategic asset they are.

 

Katherine Fritz

President and CEO

Long Island Cares – The Harry Chapin Regional Food Bank

As we look toward 2026, Long Island Cares – The Harry Chapin Regional Food Bank communicates impact through our mission, vision of a hunger-free Long Island, and values of Leadership, Innovation, Collaboration, Accountability, Respect, Empowerment, and Stewardship. For 45 years, we have been a trusted pillar in this community, leading with transparency and integrity as need grows.

With our network of agency partners, food pantries and mobile programs, Long Island Cares meets neighbors where they are. From homebound seniors and families with children to veterans and individuals experiencing homelessness, our work remains rooted in dignity, partnership, and responsiveness. Thanks to community support, we can expand access and respond quickly when needs change.

Food insecurity is at its highest level in five years. Three million New Yorkers, including more than 300,000 Long Islanders, do not know where their next meal will come from. Our advocacy priorities focus on urgent needs and finding long-term solutions. At the state level, full funding for HPNAP will help New York food banks distribute nearly 50 million pounds of food each year. Continued investment in Nourish NY lets us buy directly from local farmers. Federally, we are advocating for increased TEFAP support and closely monitoring SNAP changes that could limit benefits for eligible households.

We cannot do this work alone. In the coming year, we will strengthen our partnerships and make sure people who have experienced hunger can share their stories with policymakers.

Together, we stay committed to Harry Chapin’s vision of an America without hunger.

 

Dr. Kerry Frommer-Fierstein

CEO

Allied Physicians Group and Adjuvant.Health

Regional healthcare delivery in 2026 will be shaped by financial pressure, policy uncertainty and rapid consolidation. One of the most significant concerns remains Medicaid funding. Pediatric care represents a relatively small portion of total healthcare spending, yet the long-term return on that investment is extraordinary. Any reduction in support places patient access at risk, particularly as large systems close offices or exit Medicaid participation. When that happens, community-based providers are left to absorb the demand without adequate resources.

Another growing concern is the lack of consistent national messaging around vaccines. Uncertainty creates hesitation, and hesitation creates risk. For families, this confusion undermines confidence in preventive care. For providers, it directly impacts medical planning, vaccine ordering, staffing projections, and budgeting decisions that must be made months in advance. Inconsistent guidance introduces both clinical and financial instability into practices that already operate on thin margins.

Physician-led organizations play a critical role in this environment. These models prioritize clinical judgment, patient relationships and long-term decision-making over short-term financial metrics. That distinction matters now more than ever.

While pressures on reimbursement, staffing and operating costs remain real, 2026 also presents meaningful opportunity. Independent, physician-owned practices continue to earn trust at the community level. Patients value continuity. Physicians value being supported, not treated as interchangeable. With the right operational infrastructure and leadership, physician-led practices are positioned for steady expansion. The outlook for 2026 remains positive for organizations committed to independent care, smart growth, and long-term stability.

 

Shawn Gallagher

Principal and Wealth Advisor

Frisch Financial Group

As the global economy enters 2026, the financial landscape is likely to reflect a mix of uncertainty and opportunity. When asked about the outlook for markets, legendary financier J.P. Morgan once said, “I think they will fluctuate,” a reminder that uncertainty is a constant in investing.

Equity markets in 2026 may place greater emphasis on business fundamentals rather than speculative momentum. Companies with steady cash flows, durable competitive advantages and thoughtful capital management should be better positioned to weather periods of volatility. Long-term themes such as artificial intelligence, the energy transition, and healthcare innovation are expected to remain important drivers of growth, though valuations and earnings quality may play a more meaningful role in determining outcomes.

Fixed income could continue to play an important role in diversified portfolios, offering both income and diversification benefits. After several years of elevated interest rates aimed at curbing inflation, followed by a period of easing, the federal reserve may be closer to a more neutral policy stance by the end of next year. This environment could allow yields to settle at levels that remain appealing to investors. Meanwhile, alternative investments and private markets may attract those seeking diversification beyond traditional stocks and bonds.

Looking ahead, the focus remains on preparation and adaptability. While outcomes are never fully predictable, disciplined planning, prudent risk management, and a long-term perspective can help investors navigate whatever market shifts may come.

 

Andrea Goldsmith

President

Stony Brook University

I am honored to serve as the seventh president of Stony Brook University, advancing our excellence across all dimensions of groundbreaking research, outstanding and accessible education, compassionate state-of-the-art clinical care, innovation and service. Recent successes are fueling our momentum, including Governor Hochul’s $300 million investment in a Quantum Research & Innovation Hub, record fall enrollment surpassing 27,000 students, and Stony Brook University Hospital’s ranking among New York’s top 10 by U.S. News & World Report.

Stony Brook is creating a bold strategic vision to elevate its excellence and impact, built upon our foundational “ABC” pillars: Accelerate, Build, and Catalyze. Accelerate means advancing excellence and impact. Build calls us to strengthen our facilities, expand our faculty and student body, and extend our influence from Manhattan to Montauk. Catalyze challenges us to leverage our research excellence and remarkable people to ignite innovation, entrepreneurship and economic growth.

Student success is at the heart of our mission. We are participating in SUNY’s Academic Momentum Campaign to improve retention and completion rates. We are a leader in creating opportunities for upward mobility, providing students an education to launch them into successful careers and lives as citizens of the world.

Stony Brook is expanding its presence through key partnerships such as with Brookhaven National Laboratory and the New York Climate Exchange and by extending reliable medical care across Long Island. These efforts are essential in Stony Brook’s continued service to New York and beyond.

 

Barrington Goldson

Bishop

Academy Charter Schools

Charter schools in New York will face a pivotal moment in 2026 as policymakers, educators and communities consider their role in the state’s educational landscape. Graduation rates reveal that charter schools offer innovative approaches and increased choices for families, particularly in underserved neighborhoods where traditional public schools have struggled. Test results underscore that charter schools achieve strong academic outcomes and college readiness rates. In the best of all possible worlds, collaboration between charter and traditional public schools could increase, with successful practices shared between educators.

 

Mark Grossman

Principal/Owner

Mark Grossman Public Relations

As we enter 2026, the central responsibility for communications and public relations professionals is to restore clarity in a moment when audiences are overwhelmed, cynical and deeply distrustful. People are not simply skeptical; they’re exhausted and tired of exaggeration, tribal commentary and feeling manipulated by messages that serve agendas rather than truth.

Nowhere is this clearer than in today’s fragmented media environment. People retreat into ideological silos, choosing outlets that reinforce what they already believe, whether MSNBC or Fox News. On Long Island, where communities rely on cooperation among business, government, education, labor and civic groups, this polarization has real consequences. It erodes trust, creates gaps in understanding, and makes it harder for the region to rally around shared goals and shared realities.

This is where communicators must step up. Our work is to interpret complex issues honestly and calm the noise, not simply generate more of it. That demands discipline, accuracy, restraint and courage. Communicators who report directly to CEOs or government officials feel real pressure to protect leadership. But if we merely echo whatever narrative is most convenient, we become part of the credibility problem rather than the solution. Even as AI accelerates content creation and complicates the landscape, human judgment and integrity must guide our work.

I don’t believe 2026 will be an easy year for our profession. Expectations are high, patience is low and trust is fragile. But if we commit to clarity, accountability, and real transparency, we can begin to rebuild confidence, one message and one audience at a time.

 

Katherine Heaviside

President

Epoch 5 Public Relations

In 2026, I expect public relations to enter a new era where technology will elevate, not replace, the human elements of our work. AI will evolve to be far more than a drafting assistant. PR teams will increasingly rely on AI-driven tools to analyze audiences, monitor what resonates with target audiences, and even forecast potential crises before they gain traction. This shift will help move the field of public relations from reactive messaging to proactive reputation management, enabling communicators to anticipate issues, shape conversations earlier, and make better-informed decisions.

But even as AI becomes more sophisticated, the heart of PR will remain firmly human. Judgment, emotional intelligence, and relationship building cannot be automated, and the organizations that thrive will be those that blend smart technology with experienced, thoughtful communicators who understand context, nuance and people.

At the same time, shrinking newsrooms and tighter editorial priorities will continue to reshape the media landscape. In place of broad, general-interest outlets, PR strategies will focus more on niche publications, specialized platforms, and influencers who speak directly to targeted communities. This change brings tremendous opportunity for more precise messaging and meaningful engagement, but it also requires deeper research, greater personalization, and a true understanding of what each community cares about, how it communicates, and what kind of story provides real value rather than just visibility.

Taken together, 2026 will reward PR professionals who balance the use of data and AI tools with communication that feels human and trustworthy. In short, the year ahead won’t be about louder outreach but more authentic connection.

 

Jesse Hiney

Partner and Chair, Environmental

Forchelli Deegan Terrana LLP

New York’s All-Electric Buildings Act (AEBA), enacted in 2023, was poised to reshape the state’s construction landscape by phasing out fossil-fuel systems in new buildings. Designed to support the New York Climate Leadership and Community Protection Act goals, the law established the nation’s first statewide mandate requiring all-electric systems in most new construction. However, as 2026 approaches, enforcement of the law remains in flux.

Under the AEBA, the first phase of the law was set to begin Jan. 1, 2026, and apply to new buildings seven stories or fewer and would require the use of all-electric heating, hot water, and cooking systems. AEBA implementation on taller buildings is slated for 2029, when the requirement would expand to all new buildings statewide.

However, in November 2025, New York agreed to suspend enforcement while litigation challenging the law proceeds. Although a federal district court upheld the AEBA in mid-2025, an appeal is pending, and compliance deadlines will not be enforced until the stay is lifted. The law nevertheless remains on the books.

If implemented in its current form, the AEBA will apply broadly to new residential and commercial construction, with key exceptions for facilities such as hospitals, manufacturing uses, laboratories, and commercial kitchens (as well as existing/approved buildings as of the AEBA effective date).

While the litigation pause creates short-term uncertainty, prospective developers should consider an all-electric future. If reinstated, the AEBA will fundamentally reshape building design, utility planning, and development timelines and budgets across New York.

 

Michael Joy

Partner-in-Charge, Long Island

EisnerAmper

It’s always difficult to predict what will occur over the next year. However, as accountants, we spend so much time planning for different scenarios that we’re always optimistic about what lies ahead. Whether the changes coming our way stem from the economy, policy, legislation, or other developments, we believe that we, and our clients, will be prepared.

Recent tax reforms have created some relief for businesses. The One Big Beautiful Bill of 2025 averted a major tax hike and introduced long-term incentives that can help businesses invest and grow. In addition to the impact on our clients’ businesses from legislation and other developments, we are always looking for opportunities for people and organizations to improve processes and decision-making. Currently, a great deal of that centers on the prudent use of technology and artificial intelligence. Technology offers us a great deal of possibility, from automation to dashboards sharing KPIs and other measurable critical data to the further potential of AI and machine learning. There’s so much valuable technology out there, we can all benefit.

One of the critical things we watch out for is: Are our technologies communicating effectively with each other? If we create ‘organizational silos’ where our ERP system doesn’t communicate with our time and billing or sales or CRM software, we’re losing effectiveness, and we don’t have real-time reporting to base our decisions on. If we’re using it correctly, technology can help improve our decision-making, provide increased efficiency, and enhance customer experiences, while reducing costs and helping us manage risk. We, and our clients, are constantly seeking benefits from new technologies, including cybersecurity and data protection, which are critical to success in today’s environment.

 

Lawrence Kadish

Founder and President

The Museum of American Armor

The fight to introduce and sustain the study of history in our classrooms will continue in the New Year as there are those who have sought to minimize this vital curriculum in our schools across the island and throughout the state. As we move beyond many of the World War II milestone anniversaries that were observed in 2025, this commitment to studying a conflict that continues to define our nation, and the world around us, will take on added urgency and require a renewed level of advocacy among educators. The Armor Museum will apply additional resources in the new year to enlarge upon our role as an educational destination where we have the means to immerse students in an era when their family members rescued our world from darkness.

 

Peter King

Former U.S. Congressman

Politics on Long Island in 2026 portends to be a year like few others. For Long Island politicians, 2026 will certainly test the expression: “May you live in interesting times,” which is actually meant to be a curse. Apart from the races for governor, Congress and the State Legislature, because of a change in state law there will also be elections held for town and county offices which heretofore had always been conducted in odd numbered years so that local issues would not be enmeshed with national and state issues.

As a Republican, I view this change in state law as a brazen attempt by the Democrat governor and Democrat controlled State Legislature to break Republican predominance in elected governmental positions throughout Nassau and Suffolk counties. The thought being that debate about larger state and national issues and the multiplicity of candidates on the ballot will prevent discussion of uniquely local issues such as housing, zoning and quality of life services, which favor Republicans. For instance all members of the Nassau and Suffolk County Legislatures, both of which are now controlled by Republicans, will have to run again for the same offices in 2026 to which they were just elected in 2025, as will town supervisors.

Adding to all this drama will be Bruce Blakeman’s expected run for governor based on his record as county executive of not raising taxes, supporting law enforcement, and also Nassau being the safest county to live in.

Long Island has a history of interesting politics. I expect 2026 to be the most interesting and consequential of all. Interesting times indeed!

 

Janet Koch

CEO

Variety Child Learning Center

As CEO of a preschool serving children with disabilities, I have the privilege of seeing the impact of early intervention every day. I’ve also sat in meetings with state and county officials who genuinely want to fix what isn’t working. What strikes me is that we share the same goals: timely services, accessible classrooms close to home, and a system that reflects the true cost of educating young children with disabilities.

State leaders deserve credit for recent progress. There has been meaningful investment and a sincere effort to modernize reimbursement methods after years of stagnation. But government change is slow, and for families, slow feels like denial. Children age out of eligibility windows while classrooms sit unopened, not because the need isn’t there, but because we cannot hire or retain certified teachers, therapists and teaching assistants at current funding levels.

We all know early childhood services are time-sensitive; a single year lost at age three or four can change the trajectory of a child’s development. Community-based programs are ready to expand, collaborate, and deliver quality services, but the system must give them the tools to do so sustainably

As we look toward 2026, I remain hopeful. If state leaders build on recent progress, with collaborative planning, transparent timelines for rate reform, and commitments to workforce stabilization, we can ensure that “universal” includes learners of all abilities.

 

Steven Krieger

CEO

B2K Development

While we are known and respected for our work creating assisted living and active adult residences across the region, B2K Construction has grown exponentially and during 2026 we expect to significantly expand our assignments handling third- party projects. This past year also saw a recap of some of our portfolio properties with Ventas but our corporate vision continues to look at alternative forms of housing for Long Island’s “next gen.” These development opportunities need to be consistent with studies conducted by the counties and townships but the need is self-evident. In terms of next steps in 2026, we take our guidance from Suffolk County Executive Ed Romaine and Brookhaven Town Supervisor Dan Panico who officiated at our Sutton Landing at Patchogue ribbon cutting this year when they said: “This is the right project at the right location…”

 

James Lentini

President

Molloy University

2026 will continue to provide challenges to higher education as a sector, with many institutions facing enrollment challenges due to factors that include changing demographics and decisions from the government that could negatively affect funding for both domestic and international students. I will maintain a hopeful prediction that smarter heads will prevail in helping the government to understand the collateral damage that could occur if areas such as nursing, physician assistant, nurse practitioner, physical therapist and others are not considered to be “professional” degrees as currently defined by the administration in Washington D.C., which would limit funding support for students. We have beat the negative trend by setting an all-time high enrollment record, and I predict that in 2026 we will grow our stature as a premier private university on Long Island graduating one of our largest classes ever in nursing, health sciences, business, arts, education, humanities and more.

 

Josh Liebman

Partner

Rosenberg, Calica, Birney, Liebman & Ross

The New York legal community will keep a watchful eye on several transformative trends in 2026. Artificial intelligence is already reshaping the legal practice at many firms as they adopt AI tools for document review, legal research and contract analysis. In 2026, that trend will only accelerate, requiring attorneys to further strengthen their technological literacy, augmenting their traditional legal skills. This AI revolution has already sparked serious debates about ethical guidelines and the unauthorized practice of law. Expect 2026 to see the issue to become part of every conversation at bar associations throughout the state. We also see regulatory developments around cryptocurrency, data privacy, and emerging technologies like AI creating new practice areas and disciplines that will require law firms to be agile and forward thinking.

 

Neela Mukherjee Lockel

President and CEO

EAC Network

At EAC Network, we serve Long Island’s most vulnerable—showing up with wrap-around care when people encounter crisis. The need isn’t abstract; it touches people we know and neighbors we haven’t met. In 2026, our prediction is that nonprofits will likely face higher demand without matching resources.

We expect to see human trafficking remain in headlines in 2026. It’s happening on Long Island—across socioeconomic lines and in Nassau and Suffolk counties alike. While we plan to meet this critical need head-on through our Child Advocacy Centers and Safe Harbour programs, we hope to see increased investment and commitment from our partners to bolster prevention (education and training), mitigation (swift identification, safe placements, bilingual supports), and recovery (trauma-informed care, mentoring, advocacy).

Medicaid changes will also matter to Long Islanders in 2026. Potential reductions could tighten access to home- and community-based services, lengthen waitlists, raise family costs and strain hospitals and safety-net providers. Our aging adult population will feel this. Our senior centers already see thousands annually, who come to access nutritious meals, human connection and engaging activities.

On public safety, we hope for more referrals to ATI programs from local DAs and judges. We can’t predict crime trends, but safety improves when appropriate cases receive treatment instead
of punishment.

As 2026 approaches, we’re clear-eyed about challenges but hopeful for our community: Pairing practical, evidence-based solutions with shared responsibility across nonprofits, schools, law enforcement, health systems, faith leaders and local/state legislators is how Long Island will meet this moment.

 

Jaspreet Mayall

Co-Managing Partner

Certilman Balin Adler & Hyman LLP

The outlook for 2026 presents a mixed but opportunity-rich environment across the sectors I serve. In the bankruptcy and debtor/creditor rights space, I expect continued restructuring activity as businesses adjust to higher operational costs, maturing debt, and the lingering effects of inflationary pressure. Middle-market companies, in particular, may face increased liquidity challenges, leading to more workouts, negotiated resolutions, and pre-bankruptcy planning rather than large-scale filings. Lenders and borrowers alike will be focused on disciplined risk management and creative solutions to preserve value.

In telecommunications, 2026 will likely be defined by continued consolidation among wholesalers, OEMs, distributors and retailers, along with heightened regulatory scrutiny. Supply chain stabilization will bring some relief, but competitive pressure and evolving technologies will require companies to strengthen their commercial agreements and refine contractual relationships. I anticipate increased attention to data security, device authentication, and cross-border sourcing issues.

Within the hospitality and quick-service restaurant sectors, operators will face both challenges and momentum. Labor shortages; rising input costs; and shifting consumer preferences will drive businesses toward operational efficiency, technology adoption and strategic franchise expansion. Many will pursue joint ventures, M&A opportunities and renegotiated commercial relationships to remain competitive.

Overall, 2026 will reward organizations that proactively evaluate risk, reassess their agreements, and adopt long-term strategies that balance resilience with growth.

 

Carolyn Mazzenga

Senior Managing Director

CBIZ

Businesses on Long Island should prepare for both opportunity and continued challenges in the coming year, shaped by economic trends and regulatory developments. Tariffs remain a significant factor, impacting a wide range of industries from manufacturing to retail. These trade policies continue to affect supply chains, raising costs for local businesses and, in turn, for consumers. Companies should expect ongoing volatility in the global marketplace and should monitor tariff developments closely, as new or extended tariffs could influence sourcing strategies and pricing. To mitigate the effects of tariffs, Long Island businesses can consider diversifying suppliers, seeking out alternative sourcing options, and renegotiating contracts to better manage costs. Forming partnerships with local providers and exploring domestic production can also lessen reliance on imports subject to tariffs. Additionally, maintaining open communication with customers about pricing changes and supply chain challenges can help manage expectations and preserve relationships.

Inflation remains a concern as well, continuing to pressure both business expenses and consumer purchasing power. To combat inflation, businesses should regularly review their cost structures, streamline operations and look for opportunities to improve efficiency. Where possible, investing in technology can enhance productivity and reduce long-term expenses. Proactive financial planning, including flexible budgeting and monitoring of cash flow, will be key in navigating uncertain economic conditions.

Overall, while the landscape is difficult to predict, we remain cautiously optimistic about business prospects on Long Island. Local innovation, community collaboration, and resilience will be the driving forces behind sustained growth in the coming year.

 

President

Nassau Suffolk Water Commissioners’ Association

Water, our most precious natural resource, should never be taken for granted when someone turns on the tap, and the engineering excellence and technology to make that happen should never be overlooked. Water providers across the nation have the utmost important task of delivering an uninterrupted supply of high-quality drinking water to consumers. This critical responsibility led to the organization and charter of the Nassau Suffolk Water Commissioners’ Association (NSWCA), which is comprised of voter-elected commissioners from 21 local water districts. Each water district maintains the highest standards of drinking water quality while promoting environmental excellence.

Decades of water knowledge, experience and expertise is what fuels our directive to safeguard our most precious natural resource. Long Island as a region continues to lead the nation in water innovation, yet evolving regulations and unfunded mandates issued by the state and the federal government create many challenges. Water providers are pressed to react quickly to new standards with science-based action. The implementation plan to meet these new standards takes ingenuity, time, and money. What does this mean to providers and consumers? The necessary costs to fund these initiatives fall directly on the provider, which in turn leads to higher costs to ratepayers.

A top priority in 2026 is for water suppliers to work together with our elected officials to secure the necessary funding to design, construct and maintain advanced and resilient water treatment systems. Collaboration, advocacy and investment is essential to ensure water quality and keep service affordable for residents.

 

Carl Oliveri

Construction Practice Leader, Partner

Grassi

Contractors across New York entered 2025 expecting strong momentum, but the year quickly revealed just how swiftly industry conditions can turn. Ongoing tariff volatility, fluctuating material prices, and a late-year government shutdown have underscored the importance of strong cash flow management and proactive planning for staying resilient. As 2026 approaches, these lessons are driving a renewed focus on visibility, risk awareness and financial preparedness.

The “One Big Beautiful Bill Act” continues to influence both next year’s planning and strategic decisions through 2029, with enhanced 100% depreciation and expanded Section 179 incentives potentially creating a favorable environment for contractors to pursue new capital investments. Residential activity is expected to accelerate, particularly in New York City, where affordable housing initiatives continue to drive opportunities and demand. For contractors engaged in this type of construction, OBBBA permits the tax reporting method to automatically change to the cash or completed contract method, thereby connecting cash flow to income tax obligations. Two recent federal reserve rate cuts have sparked cautious optimism that financing conditions might improve in the coming year.

This may be bolstered by whispers of a third cut being heard.

In 2026, workforce strategy and technology adoption will play an increasingly interconnected role in competitiveness. Contractors are strengthening talent pipelines through trade partnerships, digital upskilling and improved forecasting, while also relying more on analytics, dashboards and integrated project data to guide decisions. Contractors able to combine stronger financial practices with modern workforce development and more innovative technology use will be best positioned to navigate uncertainty and pursue growth in 2026.

 

Christopher Palmer

Managing Partner

Cullen and Dykman LLP

Resiliency is the word for 2026! Overall, I am confident the legal industry is poised to start on a strong upward trajectory, driven by continued strong demand in specialized areas and the need for expert guidance in a world undergoing rapid technological and regulatory shifts. Despite economic fluctuations, demand for top level legal services remains robust. Businesses continue to seek expert counsel in complex commercial transactions, litigation and navigating intricate regulatory environments–but only at the right cost.

The acceleration of generative AI presents a major opportunity. While adoption is cautious, firms that strategically integrate AI for operational efficiencies will significantly enhance productivity and profitability, providing more value to clients. This isn’t about replacing lawyers; it’s about freeing up their time for the strategic counsel our clients truly need. In 2026, the firms that do not leverage this technology will be at a significant competitive disadvantage.

The 2026 outlook for the legal community is strong but not without challenges. The firms that will thrive are those that view technology not just as a cost-saving measure, but as the engine for delivering greater client value while aggressively recruiting and developing talent that is fluent in the new digital practice of law to benefit their clients.

 

Alan Petrilli

J.P. Morgan Commercial Banking Region Manager and Long Island Market Leadership Team Vice-Chair

JPMorganChase

My team at J.P. Morgan Commercial Banking is focused on helping business owners and operators navigate a rapidly evolving environment. Topics we’re
tracking for 2026 will include:

Rise of AI: Our team helps clients identify opportunities for efficiency and growth. Embracing new technologies is often a key solution. With artificial intelligence adoption accelerating, the first-mover window may be closing, but there’s still a strong advantage for businesses that can leverage these tools.

Supply chain complexities: Global trade shifts driven by tariffs and the formation of regional trade blocs require leaders to be ready to pivot. We encourage clients to regularly review their supply chains with resilience and flexibility in mind.

Consumer trends: Shoppers remain resilient but selective, with a clear appetite for new products and experiences – and an eye for the best deal. In the current environment, off-price retail channels are seeing steady performance and present a tremendous opportunity. Our team’s data and expertise helps businesses think through their go-to-market strategies and make decisions that gain market share.

Succession Planning: Finally, as more business owners near retirement age, we’re emphasizing the benefits of early corporate transition planning. Preparing multiple years in advance can make all the difference—especially for family-owned businesses—and we stand ready with actionable advice as clients make this leap.

 

Susan Poser

President

Hofstra University

The beginning of the long-anticipated enrollment cliff has arrived, as the number of high school graduates is declining nationally and will continue to do so for years to come. This shift requires colleges and universities to rethink long-standing recruitment models, diversify academic pathways, and sharpen their value proposition in an increasingly competitive landscape.

At the same time, rapid advancements in artificial intelligence are reshaping how students learn and how institutions operate. AI tools designed specifically for education are beginning to transform classrooms, streamline administrative work, and personalize the student experience. Higher education must integrate these technologies thoughtfully and prepare students for a workforce where AI literacy is essential.

Additionally, the industry must navigate shifting federal education policy that may affect federal support, financial aid, international student enrollment, and public opinion of higher education. Colleges and universities must be forward-thinking and collaborative in responding to these changes.

At Hofstra, we launched a bold strategic plan in 2024 that sets goals and implementation steps to differentiate and strengthen our academic programs, build critical community connections, offer holistic and individuated support for all students, modernize our systems and processes, and improve efficiencies and effectiveness across the university.

We are making great progress with this plan and will continue to introduce programming, policies, and partnerships that are vital to student success.

 

Gail Prudenti

Partner

Burner Prudenti Law, P.C.

It doesn’t take a crystal ball—or artificial intelligence—to figure out that AI and its implications for lawyers, law clients and courts will be front and center in 2026.

Lawyers have learned, painfully and embarrassingly, that AI can “hallucinate” and make stuff up, including precedents that never happened and fake citations. And I’m sorry to say that I’ve encountered clients who thought AI could replace competent counsel and made a mess that cost a lot more to untangle than it would have cost to do it right the first time.

While no one, let alone AI, can accurately forecast where this emergent technology will take us, it is clear that Artificial Intelligence is a paradigm-altering tool, a game changer, and lawyers and law firms really have no choice but to embrace it or be crushed by it. AI has the potential to work wonders and wreak havoc and will likely do both. The “winners,” on both the demand and supply side, will be those to view AI as an augmentation technology rather than a replacement technology.

AI, with its predicative analysis components, will help lawyers reflect more creatively by offering hypotheticals and strategies the attorney may not have thought of. The best lawyers will use those nuggets to stimulate innovation that the rest of us—and AI—haven’t yet considered. From the consumer perspective, AI has transformative potential in its capacity to dramatically improve access to justice, partially through the development of AI-generated chatbots and document-assembly platforms.

 

Greg and Mitchell Rechler

Co-Managing Partners

Rechler Equity

Long Island’s real estate landscape continues to evolve, and 2026 is poised to bring even greater demand-particularly in the region’s increasingly competitive housing market. As availability tightens and the need for attainable homes grows, it’s clear that Long Islanders are seeking more options close to where they work and live. Addressing this imbalance requires a thoughtful approach to development and a commitment to long-term regional stability.

Rechler Equity Partners enters 2026 with that responsibility in mind. With over 6 million square feet of industrial real estate across Long Island, our portfolio continues to demonstrate remarkable resilience even as market pressures persist. Demand for quality industrial space remains at record highs with above 99% occupancy rates. This sustained performance positions us to meet the region’s commercial needs while also informing how we approach the growing demand for housing. As industrial space continues to flourish, it underscores the necessity of ensuring the workforce has access to places to call home.

We’re particularly excited for the Greybarn Patchogue community to come online in the spring of 2026. The project will introduce 91 luxury rental homes designed to support the region’s evolving residential needs.

As Patchogue prepares to welcome new residents, it reflects a continued commitment to expanding thoughtfully planned housing options. As housing needs escalate, the challenge lies in reimagining how underutilized spaces can serve the region’s evolving demands. By strengthening both the commercial and residential sectors, we’re fostering communities where residents and businesses can thrive. In the year ahead, meeting this need remains essential to ensuring a vibrant future for the region.

 

Jeffrey Reynolds

President and CEO

Family & Children’s Association (FCA)

While 2026 will likely be tumultuous, Long Island’s nonprofits are more united than ever before and remain committed to addressing our region’s most pressing needs. Our dedicated staff and committed volunteers served more families than ever before in 2025 and we expect those numbers to rise as we wrestle with hunger, homelessness, a continuing opioid crisis, problem gambling that’s tearing families apart and a growing population of older Long Islanders desperate to remain in their homes. As the cost of living continues to spiral, we will continue to press government to properly fund programs so that staff salaries better reflect the importance of their life-saving efforts. We’ll amplify the voices of consumers and communities as we navigate shifts in public policy, changes in healthcare access and funding threats.

It’s my hope that well-run, effective nonprofits that demonstrate a social return on investment will continue to attract public and private dollars. Long Island should rally around those organizations and speak without apology or compromise to make sure that our region continues to advance without leaving anyone behind.

 

Eric Ribachonek

Partner

UHY

Long Island is at the center of a growing M&A and succession wave as baby-boomer business owners begin planning their exits in greater numbers. At the same time, private equity and strategic buyers are actively seeking stable, cash-flow-positive businesses across key local industries such as construction, manufacturing, healthcare, and professional services. This convergence of seller readiness and buyer demand has created and will continue to create a uniquely active deal environment on Long Island for well-positioned middle-market companies.

In the current environment, valuation is increasingly driven by fundamentals. Clean, well-documented financial statements, predictable recurring revenue, and a diversified customer base are now essential to attracting premium valuations. Buyers are closely scrutinizing customer concentration, margin stability, and the sustainability of cash flows as part of their diligence process. Companies that address these areas early significantly improve both deal certainty and negotiating leverage.

For owners considering succession over the next several years, preparation is the defining differentiator. Early planning allows time to institutionalize operations, optimize financial reporting, and evaluate tax-efficient exit strategies before going to market. In today’s competitive mid-market landscape, thoughtful M&A-driven succession planning will enable Long Island business owners not only to capitalize on strong buyer demand, but also to protect their legacy and create lasting value beyond the transaction itself.

 

Jamie Rosen

Partner, Chair, Mental Health Law Group

Meister Seelig & Fein PLLC

The mental health landscape in 2026 will present new challenges and opportunities for legal professionals.

The delivery of tele-mental health services will continue to raise complex issues around interstate licensing, malpractice liability, and regulatory compliance.

AI regulation will be critical as we see an increase in mental health apps and other platforms that offer real-time mental health support. Legal issues related to the use of AI in the mental health space include, but are not limited to, misdiagnosis, liability for harm caused by automated recommendations, and compliance with HIPAA and/or state confidentiality standards.

In the workplace, mental health obligations under the ADA and related laws will likely expand. Employers may face heightened expectations for their policies related to reasonable accommodations, medical or family leave, and anti-discrimination.

Medicaid funding cuts, rising costs of treatment and medications, and provider shortages continue to impact vulnerable individuals who require mental health care. Regulatory changes will likely strengthen insurance coverage mandates for mental health care, leading to increased disputes over insurance denials and reimbursement.

Finally, in 2026, we will begin to see the impact of Gov. Kathy Hochul’s plan to transform New York’s mental healthcare system, such as strengthening involuntary commitment laws and increasing funding for Kendra’s Law (Assisted Outpatient Treatment) and youth mental health services, among many other reforms.

 

Frank Sorrentino III

Chairman and CEO

ConnectOne Bank

As we step into 2026, I remain optimistic about the strength and trajectory of our economy. While the headlines continue to focus on uncertainty from interest rates to geopolitical shifts, there’s a different tone on Main Street- a story of resilience and opportunity. Small businesses, the backbone of our economy, have adapted to a new normal where 5%-6% rates are no longer alarming; they’re part of a historically average environment.

We’re witnessing a recalibration. Supply chain volatility, workforce constraints and pricing pressures are all easing. Technology continues to create efficiencies, and housing demand remains robust, underscoring long-term growth. At ConnectOne, we see clients doubling down on innovation and thinking through how to grow smarter and more
sustainably.

The truth is that the best opportunities often emerge from disruption. The business leaders who move forward with conviction, those who separate noise from data are well-positioned to thrive. 2026 won’t be about chasing trends. It will be about strategic clarity, strong partnerships, and building for the long term.

 

Chris Storm

Interim President

Adelphi University

Anticipation for 2026 has been building at Adelphi University. This summer marks a transformative milestone with the opening of our Manhattan Center at 529 Fifth Avenue. This strategic expansion into the heart of New York City will provide our students with extraordinary access to career-focused programs, industry partnerships, and professional opportunities that meet critical workforce needs.

Complementing this investment, we launched innovative degree programs in artificial intelligence this past fall—both undergraduate and graduate—with new programs in nursing, education and business set to launch in Manhattan with a focus on flexibility. These initiatives reflect our responsiveness to changing industries and higher education trends that predict continued growth in the non-traditional student market this year.

Of course, the broader higher education landscape nationwide presents significant challenges and opportunities. New federal student aid borrowing limits taking effect in 2026 will reshape college financing, with graduate students facing annual caps and the elimination of Grad PLUS loans. While it remains to be seen, graduate programs with a strong value proposition, such as those at Adelphi University, may become more attractive as prospective students reconcile with changes in the amount of federal aid available to further their studies. Enrollment competition will intensify as demographic shifts reduce the traditional college-age population and immigration policies create uncertainty for international students—vital contributors to campus diversity and institutional strength.

These trends make our strategic planning even more critical. By expanding access through our Manhattan location and additional online programs, prioritizing career outcomes and student success, maintaining our personalized support for students at every level of their journey, and demonstrating strong fiscal responsibility, we are positioned to thrive this year and beyond.

 

Walter Stockton

President and CEO

Kinexion Network

As president and CEO of the Kinexion Network, I believe 2026 will be a pivotal year for organizations serving people with intellectual and developmental disabilities (I/DD). New York State’s enacted FY26 budget showed continued investments in services and provider support for people living with I/DD and is a welcome affirmation of the value we deliver and a foundation we must build on.

At the same time, uncertainty at the federal level and recent changes to Medicaid policy present real risk. Ongoing federal budget adjustments and shifts in Medicaid rules could reduce federal reimbursement or change eligibility and rate-setting dynamics, which would force states to make difficult trade-offs that ripple down to provider agencies like ours.

Organizations within the Kinexion Network, and others that collaborate effectively, will be better equipped to weather the financial and economic uncertainty. By leveraging shared services, consolidated administrative functions and collective purchasing, our organizations can protect resources for frontline care, support workforce retention and maintain service quality in the face of rising costs.

But as we head into 2026, we will need to remain vigilant and strategic. Provider agencies across New York will be watching Albany and Washington for clarity on long-term funding trajectories, Medicaid rate reforms, and workforce investments. The sector must be prepared to advocate collectively, reinforce the essential role of direct support professionals, and continue communicating the measurable outcomes tied to sustainable funding. Outcomes that lead to full, meaningful lives for the people we support.

 

Kyle Strober

Executive Director

Association for a Better Long Island

In 2026, the dual “hubs”–Mitchel Field in Nassau County and Midway Crossing in Suffolk—will become the focus of the development community, seeking to determine whether conflicting visions, regulatory hurdles and the current economic climate will allow these properties to finally achieve their potential.

Energy will continue to dominate conversations in the business community as state-set green energy goals must be reassessed while a crucial natural gas pipeline moves forward and a strategic upgrade to the region’s electrical grid gathers momentum.

“Affordability” became the 2025 buzz word of the year, capturing political pollsters and public policy pundits but it will continue to resonate across Long Island in the New Year.

 

Marlon Taylor

President

New York & Atlantic Railway

The Long Island economy has demonstrated resilience despite the uncertainty and noise that defined much of the past year. While concerns around trade policy, tariffs, and broader economic shifts were widely discussed in 2025, the regional demand for the transportation of goods and materials into and off of Long Island remained strong. That consistency reflects underlying stability in the local marketplace and a continued need for efficient freight solutions that support economic activity.

Affordability remains one of Long Island’s most pressing challenges and is often framed around housing prices and taxes. More attention needs to be paid to the cost of transportation of goods and materials into the region, as those costs directly influence construction, development and long-term competitiveness. Efficient movement of materials such as lumber, aggregate and other building supplies helps stabilize pricing across the region. When transportation costs are controlled, it supports more predictable construction costs for both residential and commercial development. This benefits both businesses and local consumers.

Rail freight also plays an important role in maintaining competitive markets by providing an efficient option for delivering materials. This balance helps reduce price volatility and supports responsible growth across multiple sectors.

Optimism for the future of rail freight services is reinforced by our continued investment in people, infrastructure, and the strengthening of our partnerships with local and national rail partners. Strong working relationships between New York & Atlantic Railway with the Long Island Rail Road, CSX and Norfolk Southern, are essential to maintaining reliable freight service and regional connectivity. Through sustained cooperation and thoughtful planning, rail freight will continue to thrive and grow as it supports Long Island’s stability, competitiveness and long-term affordability

 

Libby Traynor

CEO

AABR – Farmingdale

As 2026 approaches, services supporting individuals with developmental disabilities remain a strong and stable part of the regional landscape. Demand continues to grow across programs serving children, adults, families, schools, and community-based settings. Long-term outlook remains promising as awareness, engagement, and statewide commitment continue strengthening year after year.

Human service organizations play an important role in sustaining regional economic health. Families rely on consistent supports in order to maintain active participation within the workforce. Dedicated professionals contribute across healthcare, transportation, education, housing, food services, and pharmacy partnerships. These interconnected systems generate steady activity throughout the local economy while supporting individuals who require daily assistance and guidance.

Community-based programming continues expanding thanks to increased public exposure and greater social comfort. Regular interaction builds familiarity, encourages understanding, and strengthens acceptance, especially regarding autism and other developmental differences. When visibility increases, comfort follows, and day-to-day experiences become more natural for everyone involved.

Workforce inclusion also shows meaningful promise as labor shortages persist across many industries. Employers are steadily recognizing reliability, dedication, and long-term value among individuals with developmental disabilities. With proper preparation, structured guidance, and ongoing support, workforce participation continues widening in both scope and opportunity.

Looking ahead, continued collaboration between government, human service organizations, and private enterprise offers meaningful potential. Investment in funding stability, employment pipelines, training programs, and community engagement will shape how individuals with developmental disabilities participate in regional economic life. With shared commitment, 2026 reflects progress, inclusion, and long-term strength for communities across Long Island.

 

Kathy Viard

Co-Owner

Signature Premier Properties

The most significant residential real estate trend on Long Island continues to be limited inventory, which may ease slightly but is expected to remain tight enough to keep prices stable with modest growth. Buyers will remain value conscious and will prioritize flexible living spaces, layouts that accommodate evolving family needs and features that support work life balance. If interest rates move lower, more homeowners are likely to feel comfortable selling, which could unlock some much-needed inventory and bring healthier balance to the market while encouraging buyers who have been waiting on the sidelines to reengage.

From a broader business standpoint, the vision for Long Island is continued growth without sacrificing its neighborhood character. Businesses should prepare for steady but high-cost conditions, invest in their people and in smart technology, and stay closely connected to their communities as housing affordability and transit challenges continue to affect the workforce. Companies that leverage the power of personal and professional experience combined with technology will succeed. This will also be true for organizations that focus on empowering their people with the tools and support they need to be competitive.

For female business leaders, 2026 brings both opportunity and responsibility as stronger platforms and networks exist than ever before, while gaps in representation, access to capital, and work life balance persist. Expanding mentorship, leadership development, and flexible workplace models will be essential. Overall, the regional economy inspires cautious optimism, and businesses that remain disciplined, adaptable, and community focused will be best positioned to navigate affordability pressures and limited inventory with trusted guidance.

 

Melissa Wettengel

CEO

Hands Across Long Island

As we move into 2026, the nonprofit mental health community on Long Island will continue to face increasing demand amid growing uncertainty. We are already seeing rising numbers of people who are unhoused, alongside upcoming changes to SNAP and Medicaid eligibility that will leave many residents navigating complex systems with fewer supports. These pressures deepen the strain on nonprofits that are already operating with tighter funding, workforce shortages, and limited resources.

At the same time, the role of nonprofits is evolving. Organizations need to function more like businesses—strengthening infrastructure, accountability, and data systems—while still protecting the mission, heart, and humanity at the core of our work. Workforce wellbeing is becoming a strategic priority, not a luxury, as staff burnout directly affects service quality and community outcomes.

Looking ahead, success will depend on collaboration. Strong partnerships between nonprofits, businesses, and public agencies will be essential to meet rising needs and to mobilize quickly in response to community crises. Numbers and outcomes alone are not enough; nonprofits must also tell the stories of Long Island’s most vulnerable residents. At HALI, our work is led by people with lived experience—voices that bring authenticity, insight, and urgency to these conversations.

Despite the challenges, Long Island’s greatest strength has always been its people. In 2026, it will be our collective commitment—to each other and to our community—that proves resilience is possible when we work together.

 

Misolino Silva

Director of Small Business Outreach

Vision Long Island

Long Island has some of the highest costs of living and the multiple years of inflation has impacted everything from rent, energy, supply and labor costs.

This can deter new businesses from setting up shop and strain existing operations.

Local and state regulations can be complex and burdensome. Compliance with environmental, labor and zoning regulations often requires significant resources. While some areas thrive, others face economic decline. This can impact consumer spending and overall market health affecting our small businesses on Long Island.

As we look ahead to 2026, several promising business opportunities are emerging across various sectors. The continued growth of sustainable technologies presents a lucrative avenue, particularly in renewable energy and eco-friendly products. Additionally, the increasing demand for remote work solutions and digital collaboration tools signifies a strong market for software development. Commerce can thrive, driven by shifts in consumer behavior, making logistics and supply chain management critical areas for investment.   Furthermore, the health and wellness industry is expanding, with opportunities in telehealth, personalized nutrition and mental health services.

New York State and federal governments can assist by reducing regulations on small businesses, fund affordable housing projects, providing infrastructure for growth of sewers and safe streets grants for pedestrian safety in our downtowns.

Entrepreneurs and investors should leverage these trends, supported by resources such as government, state and local grants, innovation hubs and industry partnerships to foster growth and innovation.