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V O L . X X X I I N O. I JA N UA R Y 1 2 , 2 0 2 6 8 B U S I N E S S M A I N E B U S I N E S S M A I N E B U S I N E S S N E W S F RO M A RO U N D T H E S TAT E year, reflecting its continued focus on investing in critical infrastructure, protecting public health and ensuring reliable service for the future. Hope Acts, a nonprofit in Portland that provides housing, English classes and other resources to new Mainers, re- ceived a $10,000 grant from the Maine Community Foundation to launch digi- tal literacy classes for asylum seekers. Online portal will connect midcoast nonprofits United Midcoast Charities, a pro- vider of financial and organizational support to nonprofits in Knox and Waldo counties, has launched a free online portal to connect community members with volunteer opportuni- ties in the region. N O T E W O R T H Y M I D C O A S T & D O W N E A S T Bar Harbor Bank & Trust announced that its employees donated a total of $21,000 to 10 Northern New Eng- land nonprofits as part of the bank's Casual for a Cause charitable giving program in the third quarter of 2025. The MDI Biological Laboratory, Maine Seacoast Mission and Bar Harbor Bank & Trust launched Washington County Discover STEM, a multi-site science enrichment program serving roughly 100 students in the Mission's after-school programs in Milbridge, Harrington and Addison. The Jackson Laboratory in Bar Harbor and the New York Stem Cell Foun- dation officially launched a unified organization, combining genetic and disease-modeling with stem cell and automation technologies to build a more powerful discovery platform designed to accelerate research and advance new therapies. Bar Harbor Wealth Management, a subsidiary of Bar Harbor Bank & Trust, announced that, through the Hattie A. & Fred C. Lynam Trust, a total of $136,000 was awarded to 38 organizations serving the people of Mount Desert Island. Forestland conserved in western Maine A conservation collaboration to buy and conserve 78,000 acres of forestland in western Maine surpassed 50% of its $62 million fundraising goal and the acqui- sition could be completed in 2026, said Rangeley Lakes Heritage Trust. e trust has joined with the Forest Society of Maine, Northeast Wilderness Trust and the Nature Conservancy in Maine on the Magalloway Project, 78,000 acres in Oxford County along the New Hampshire border. N O T E W O R T H Y C E N T R A L & W E S T E R N Day's Jewelers in Waterville opened a store at Tuscan Village in Salem, N.H. The University of Maine at Augusta and the University of Maine at Farm- ington completed a three-year work- force initiative to strengthen Maine's behavioral health and recovery work- force by reducing financial barriers for aspiring counselors and employment specialist services. The initiative was funded through a $325,332 award from the Maine Jobs & Recovery Plan. Franklin Savings Bank in Farmington donated $30,000 to the University of Maine at Farmington's Western Maine Outdoor Recreation Hub of Excellence, a program dedicated to developing the next generation of outdoor recreation professionals. Central Maine Power, a subsidiary of Avangrid Inc., completed the replace- ment of 17 wooden structures on one of its transmission lines running from Raymond to Pownal to strengthen the grid to improve resiliency for all its customers across its service territory. Runway revamped at Bangor airport Bangor International Airport recently completed a $45 million runway revamp in what it touts as one of the most sig- nificant airfield rehabilitation projects in the airport's history. e project included pavement rehabilitation and associated airfield improvements, restor- ing the runway to meet current safety, operational and performance standards. N O T E W O R T H Y N O R T H E R N & E A S T E R N Penobscot Theatre Co. said it was one of 25 recipients to receive a T- Mobile Hometown Grant. The funding will be used to refurbish and modern- ize the sound system at the historic Bangor Opera House. ProInfoNet, an IT consulting firm in Bangor celebrating 30 years in busi- ness, has supported more than 320 organizations and helped custom- ers save $200 million in technology, broadband and health care connectiv- ity solutions. A S K AC E A n s w e r e d b y M i c h a e l R e e d e r , R e e d e r C P A G r o u p The Association for Consulting Expertise (ACE) is a nonprofit association of independent consultants who value "success through collaboration." The public is welcome to attend its regular meetings to share best practices and engage with industry experts. For more information go to www.consultexpertise.com. Q: The business forecasts for 2026 are all over the map. How do I maintain flexibility as I manage my way through this year's uncertainties? ACE advises: The start of a new year brings no shortage of forecasts. Some predict growth and expansion, others warn of tightening margins and uncertainty. The real challenge is not guessing which scenario will play out. It is preparing the business to handle either outcome. In practice, that preparation comes down to manag- ing two resources that quietly determine everything else: money and time. From a financial standpoint, readiness is less about per- fect projections and more about visibility. A few core areas tend to matter most: Understanding fixed versus variable costs so adjustments can be made quickly if revenue shifts. Reviewing cash flow on a rolling basis, not just historical profit and loss, to avoid surprises tied to payroll, debt or seasonality. Knowing which expenses and investments meaningfully support growth, and which ones quietly erode margin. Making tax planning an ongoing discussion, so decisions around timing, compensation and spending are intentional rather than reactive. Time is the second con- straint, and often the one that breaks first. Many owners are sur- prised when they look closely at where their time actually goes. Preparing your team for the year ahead often involves: Clarifying decision ownership so everything does not bottleneck with leadership. Identifying tasks that remain on an owner's plate simply out of habit, even though they could be delegated or automated. Being deliberate about meetings, reporting, and tools so time is spent making decisions, not managing noise. When these two areas are viewed together, patterns become clear. Cash flow pressure often coincides with capac- ity issues. Growth stalls not because demand is lacking, but because leadership time is stretched too thin. The goal is not to forecast perfectly. It is to build a busi- ness that can adjust without scrambling. Businesses that start the year with clearer financial visibility and more inten- tional use of time are far better equipped to navigate what- ever the year brings. ACE member Michael Reeder, CPA, is the managing partner at Reeder CPA Group. To hear more about more on this topic, register for ACE's Jan. 21 program, "Two Hats, One Business: A CPA's Toolkit for Managing Time and Money in the New Year". www.consultexpertise.com/events M I D C O A S T & D O W N E A S T C E N T R A L & W E S T E R N N O R T H E R N & E A S T E R N

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