The conversations that happen when you gather a group of business leaders often reveal truths about the challenges and opportunities we face right now. At a series of recent CEO breakfasts along New York’s East End of Long Island the themes were clear: Talent and technology are fundamentally changing the way we operate, and small businesses are uniquely positioned to adapt quickly and effectively, accelerated by the momentum driving our economy forward.
Confidence Is Growing
Business owners are beginning to feel renewed confidence, and with the prospect of rate cuts on the horizon, cautious optimism is taking hold. When I speak with my clients, they have an understanding that opportunities are opening, and now is the time to start thinking strategically about growth and expansion. From my perspective, this optimism is well-placed, and it’s encouraging to see business leaders prospecting it into solid plans for the future.
AI as Opportunity, Not Threat
Technology, especially artificial intelligence, is beginning to transform how businesses think about their workforce. Contrary to popular fears, I see AI not as a threat to jobs but as a creator of opportunity. History has repeatedly shown us that new technology boosts productivity, and increased productivity leads to business expansion, ultimately creating new jobs. In fact, at the start of 2025 the U.S. Chamber of Commerce anticipated that productivity gains — especially driven by innovation and technology — will fuel economic growth above 3% in 2025, creating expanded opportunities for businesses and workers.
Small businesses, known for their agility and flexibility, have a unique advantage here. They’re able to experiment faster, adopt technology quicker and respond swiftly to market changes. AI offers small businesses a chance to increase their workforce, enhancing productivity without sacrificing the human element.
Rethinking Workplace Models and Talent
When it comes to talent, there was real concern around the availability of skilled labor spanning all industries. Business leaders discussed strategies for career development and aired questions about whether domestic training programs can keep pace with the growing demand for niche skilled tradespeople. This has led to broader conversations on how training and workplace models must evolve together.
In the era of hybrid and remote work, businesses face new challenges in developing and mentoring early-career talent. The CEOs I spoke with recognized that while remaining nimble is important, it’s critical to maintain meaningful in-person interactions for mentorship and culture-building. There is no universal blueprint for this, each business is carving out a custom approach reflecting industry, company size, and culture.
What’s clear is that traditional labels of in-office, remote or even hybrid no longer fully capture today’s reality. Success now depends on finding the right balance by customizing solutions meeting both employee and employer’s needs. This could mean more hands-on, in-person training or company experiences, or building intentional digital mentorship and team-building strategies. Being deliberate in how training, mentorship and workplace culture evolve ensures a sustainable path for growth.
The Private Equity Influence
Another compelling trend discussed at breakfast was the rise in private equity interest in small businesses. What surprised many was not just the frequency of these approaches but also the impact they have on business owners’ mindset. Even if an owner isn’t planning to sell immediately, the mere idea prompts better financial discipline, improved business planning, and strategic clarity. That’s a significant positive shift, introducing a heightened sense of professionalism and strategy to small businesses that might not have considered these angles as rigorously before.
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These themes reinforce the notion that during moments of uncertainty, small businesses are navigating a number of complex questions surrounding their business, whether it’s about embracing new technologies and thoughtfully adapting to workforce shifts or recognizing when it’s time to invest in expansion and scale. The positive is that smaller organizations have the capability to test new approaches, make swift decisions and quickly learn from failures, all while being in full control of their own business journey.
Looking ahead, business leaders who embrace this flexibility and see change as an opportunity rather than a threat will lead the charge into the future. As I’ve said before, the path to growth lies in staying focused on the realities of your business, your people, and your market, not the headlines. Businesses willing to adapt with the momentum currently building in the economy will be the ones to capitalize on the opportunities ahead.
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