Barry County CEO Roundtable | Key Takeaways Report

Introduction

The Barry County Chamber and Economic Development Alliance and The Right Place / MMTC-West hosted The Barry County CEO Roundtable. It brought together business leaders from manufacturing, healthcare, education, and professional services for discussion across three topics: Workforce and Culture, Technology Trends and AI, and Succession Planning. While the event was originally designed for manufacturers, the mixed audience added useful cross-sector perspective. The challenges discussed are not unique to any one industry.

This report reflects what participants shared in the room. It represents the perspectives of a small group of business leaders and is not intended to speak for the broader business community. The goal is to capture those insights, share them with a wider audience, and support future conversations.

The Right Place and MMTC-West facilitated three simultaneous table discussions moderated by Steven Lopez, Peter Hungerford, and Tom Benedict. The takeaways that follow synthesize insights from all three tables by topic.

Workforce and Culture

Attraction and retention were consistent themes across all three tables. Participants from multiple industries identified similar pressures: difficulty finding qualified candidates, high turnover among entry-level positions, and an evolving regulatory environment that is changing how employers manage attendance and scheduling.

Attraction and Retention

Michigan’s Earned Sick Time Act (ESTA), which took effect February 21, 2025, was a focal point of discussion. The law requires employers to provide up to 72 hours of paid sick leave annually, with limited ability to require advance notice for unforeseeable absences. Participants noted that the law shifts attendance accountability to the employer, creating challenges for production scheduling and resource planning; particularly for organizations operating with lean teams. Some have responded by moving toward more flexible shift structures, which has shown early signs of improving attendance and retention.

In smaller markets, wage competition among local employers was identified as a recurring challenge. Sign-on bonuses offered by competing organizations are pulling entry-level workers from one employer to another, creating turnover cycles that increase training costs and reduce stability. Participants noted that wage competition alone is not a sustainable retention strategy and that investment in culture, scheduling flexibility, and development tends to produce better long-term results.

Attracting specialist-level and professional talent to the region requires a different approach. Participants noted that these candidates evaluate quality of life alongside compensation; schools, housing, outdoor access, and community character all factor into relocation decisions. Organizations that can speak to the region’s strengths in those areas have an advantage in recruitment.

Culture, Development, and Frontline Leadership

Frontline supervisors were identified as a gap area across multiple tables. Soft skills; communication, conflict resolution, and team leadership; are often underdeveloped at this level, with downstream effects on team performance and retention. Pre-employment personality assessments and a deeper review of candidates’ job histories were discussed as approaches some organizations are using to improve selection.

Resistance to change among long-tenured employees was raised as an ongoing challenge. One participant shared an example of an operator who transferred away from a work cell after a continuous improvement project made it less physically demanding; the familiarity of the prior setup was more appealing than the improvement. Participants noted that involving employees early in change processes can help, though outcomes vary.

Mentorship was discussed as both a development and retention tool. Participants noted that structured coaching and mentoring programs build employee commitment over time and reduce the likelihood of turnover compared to reactive approaches. A Talent Pipeline Management System implemented by one healthcare participant was cited as a model worth considering; the system has produced measurable results in identifying and developing future talent, and participants agreed the concept is transferable to manufacturing environments.

Onsite programs such as clinics and daycare, along with financial planning resources and flexible scheduling, were identified as benefits that resonate with a broader range of employees; particularly those with family responsibilities.

Technology Trends and AI

Participants across all three tables expressed interest in AI and digital tools but noted that adoption is challenging and that significant gaps remain between awareness and implementation. The general consensus was cautious; organizations are evaluating options carefully given cost, integration complexity, and workforce readiness.

Current Applications

The most concrete example of AI in use came from a healthcare participant whose organization has integrated AI with their business system for administrative tasks: summarizing data, surfacing information for decision making, and generating SOPs, work instructions, and grant writing content. These applications reduce staff time on documentation and improve consistency. Participants identified administrative and documentation use cases as a practical starting point for organizations earlier in their adoption journey.

In healthcare, AI-assisted tools are being used to support radiology review and oncology treatment recommendations, reducing administrative burden and allowing clinical staff to spend more time on patient care. Participants noted this as an example of technology augmenting existing roles rather than replacing them.

Emerging Opportunities

Discussion on future applications included machine maintenance and predictive failure detection, workforce upskilling to support advancing technology, deeper integration of AI with ERP and operational systems, and use of large language models for knowledge-intensive tasks. Participants recognized that a gap exists between available technology and current implementation, and that a deliberate, problem-first approach to roadmapping is the more practical path forward.

Larger organizations represented at the tables are beginning to formalize AI governance. One participant noted that a review committee was established to evaluate internal proposals but found the process too slow given competing demands on staff time. The committee is shifting toward a more project-driven model. Smaller organizations are generally earlier in the process, with older workforces presenting an additional adoption consideration.

Cybersecurity

Cybersecurity was the most significant concern raised in the technology discussions. A high-profile breach of a major manufacturer occurred just days before the event and was mentioned by participants. The shared sentiment was that no organization feels fully secure, and it’s no longer about whether a threat exists and more about preparedness and response capability.

Approaches discussed included system segmentation to limit exposure in the event of a breach and ongoing training for employees with computer access. Participants emphasized that cybersecurity requires consistent attention at the organizational level; not only from IT departments; and that regular protocol reviews and employee awareness are necessary components of any security procedure.

Succession Planning

Succession planning was acknowledged across all three tables as an area most organizations recognize as important but have not fully addressed. For smaller companies, planning is often informal and tends to become a priority only after a departure has already created a gap.

Knowledge Transfer and Transition Risk

Participants shared examples from their own organizations: a key employee who passed away suddenly, requiring multiple people to cover the role during a lengthy transition; a long-tenured leader whose retirement took decades of institutional knowledge with them; and a family business working through the generational handoff. These situations were described as common rather than exceptional.

The loss of undocumented knowledge during transitions was identified as the primary risk. Processes, relationships, and institutional context that exist only in one person’s experience cannot be recovered after they leave. Participants noted that this risk exists at every level of the organization, not only in leadership roles.

Approaches That Work

Organizations with more developed succession programs described using Individual Development Plans (IDPs) cascaded through multiple leadership levels, with identified successors at each tier. These programs were often put in place reactively following significant leadership turnover. The ongoing challenge is keeping the plans current as personnel changes occur.

A practice that came up across tables for smaller organizations is a deliberate pause before refilling a vacant role. Rather than reposting the prior job description, these organizations first reassess what skills and responsibilities the role actually requires going forward. This approach frequently results in a revised description and a stronger hire.

Job rotation was identified as a development tool for building leadership readiness over time; rotating emerging leaders through multiple departments over a multi-year period develops the breadth of experience needed for senior roles. For organizations where formal rotation is not practical, cross-training in adjacent functions was offered as an alternative. This promotes some continuity without structural commitment.

Family Business Considerations

First-generation family business leaders tend to carry knowledge that is difficult to transfer because the conditions under which they built the business are unlikely to repeat. Participants noted that effective succession in this context requires documentation and mentorship, but also a clear understanding that the next generation will face different challenges and may need to operate differently than the founder did.

“Our workforce challenges are not isolated to one business or industry—they are shared across our entire community. So is the responsibility to solve them. When leaders come together with honesty, urgency, and a willingness to act, real progress becomes possible.”

— Jennifer Heinzman, President & CEO of BCCEDA

Looking Ahead

The discussions at this roundtable reflect perspectives from a small but engaged group of business leaders across Barry County. The topics covered; workforce, technology, and succession; are consistent with challenges being navigated by organizations across the region and nationally. The value of this format is the peer exchange; candid conversation among practitioners who are dealing with the same issues and can learn from one another’s experience.

The Right Place and MMTC-West are committed to supporting manufacturers and business leaders with resources and connections relevant to these topics. If you would like to continue the conversation or learn more about available programs, please reach out to thecenter@rightplace.org. We also welcome more business leaders from across Barry County to participate in future events hosted by The Right Place / MMTC-West or Barry County Chamber and Economic Development Alliance.