At a Glance
After several years of economic shifts and rapid innovation, 2026 is shaping up to be a year of recalibration and opportunity across industries. Businesses that plan ahead—financially, strategically, and operationally—will be best positioned to thrive amid new regulations, market trends, and workforce realities. The following snapshots highlight key issues or developments that organizations in each sector should be watching closely as the new year begins.
Contents
- Auto Dealerships: Evaluating Facility Investments and New Franchise Opportunities
- Construction and Real Estate: Navigating High Costs and Tight Lending
- Manufacturers: Rebuilding the Talent Pipeline
- Closely Held Businesses: Adapting to New Tax and Compliance Rules
- Private Families: Strengthening Governance and Oversight
- High Net Worth Individuals: Optimizing Income, Estate, and Charitable Moves
- Credit Unions: Expanding Member Value Amid Rate Pressures
- 401(k) Plans: Pushing Employers and Employees Towards Adequate Retirement Savings
- ESOPs: Managing Repurchase Obligations and Growth Pressures
- Succession and Exit Planning: Valuation and Timing Strategy
- Looking Ahead
Auto Dealerships: Evaluating Facility Investments and New Franchise Opportunities
Dealers will continue making major facility upgrades in 2026 as OEM requirements, customer expectations, and service-capacity demands evolve. At the same time, shifting franchise networks are creating new acquisition opportunities—some with lighter facility obligations and lower capital needs. Before pursuing a new point or upgrade, dealers should model the full capital commitment, including OEM requirements, to ensure the investment supports long-term strategy and delivers a sustainable return.
Construction and Real Estate: Navigating High Costs and Tight Lending
High interest rates and financing constraints will keep some project starts in check, even as demand for housing and infrastructure remains strong. Developers and contractors should plan for slower approvals and stricter lending standards. Those who strengthen relationships with lenders, explore public-private projects, or specialize in renovation and retrofit work can sustain growth despite constrained capital flows.
Manufacturers: Rebuilding the Talent Pipeline
After a year defined by workforce strain, 2026 will be a proving ground for how effectively manufacturers address long-term talent shortages. The focus will move beyond recruiting to developing sustainable pipelines through apprenticeships, internal training, and partnerships with technical schools. As competition for skilled labor intensifies, manufacturers that clarify career paths, invest in upskilling, and improve retention will be better positioned to grow. Workforce strategy will increasingly be viewed as a core business function, not just an HR issue.
Closely Held Businesses: Adapting to New Tax and Compliance Rules
With evolving federal and state tax laws—especially those tied to the One Big Beautiful Bill Act—2026 will bring increased complexity to planning and compliance. Owners should watch for updated pass-through entity guidance and opportunities for strategic restructuring. Working closely with advisors early in the year can help avoid surprises and capture new tax benefits.
Private Families: Strengthening Governance and Oversight
Private family offices and family-owned enterprises face rising expectations around transparency, succession, and internal controls. In 2026, families that formalize governance structures—clarifying roles, decision rights, and communication channels—can preserve harmony and improve financial oversight. Clear systems support not only compliance, but also continuity across generations.
High Net Worth Individuals: Optimizing Income, Estate, and Charitable Moves
Heading into 2026, the One Big Beautiful Bill Act brings clarity to income, estate, and charitable planning by permanently extending current income-tax rates and brackets—including capital gain and qualified dividend rates—while raising the lifetime federal estate and gift tax exemption to $15 million per individual, indexed for inflation thereafter. At the same time, newly enacted limits on itemized deductions and revised charitable giving rules may diminish the tax value of large deductions. Careful income tax planning, strategic timing of deductions, and potential use of donor advised funds will be increasingly important considerations.
Credit Unions: Expanding Member Value Amid Rate Pressures
Persistent rate volatility will continue to challenge net interest margins. In 2026, credit unions can stand out by deepening member engagement and balancing the power of AI decision making with human service quality that defines the credit union model. Strong cybersecurity programs and effective governance will remain a high priority as digital capabilities expand. To succeed in this environment, credit unions should focus on disciplined financial planning, thoughtful technology investment, and risk management practices that support both growth and resilience.
401(k) Plans: Pushing Employers and Employees Towards Adequate Retirement Savings
Auto-enroll was required for newer plans starting in 2025 and now, generally, auto-escalation will be required for those plans in 2026. Most aspects of SECURE 2.0, including those related to participants over 50 and over 60, and LTPT employees, are in place. All translate to more savings. Roth requirements for catch-up contributions are already here—there is a high likelihood of more proposed legislation favoring Roth over pre-tax contributions, particularly for high earners, to provide government revenue now versus later. Finally, expect AI (embedded in TPA portals and in general) to help people better understand the impact and importance of their 401(k) account, to allow better employer and government analysis of the impact of recent changes in 401(k), and to prompt more informed legislative action to modify retirement savings behavior going forward.
ESOPs: Managing Repurchase Obligations and Growth Pressures
As more companies are maturing in their ESOP ownership, repurchase obligations and re-leveraging become a greater focal point in 2026. Firms with maturing plans must balance liquidity needs with reinvestment for growth. Proactive modeling and communication with trustees and valuation advisors can ensure sustainability without sacrificing competitiveness. After almost having a safe harbor layout for “Adequate Consideration” valuations used in ESOP acquisitions—albeit a divisive one—it was taken off the table in early 2025 by the then-new administration. For now, many rules around adequate consideration are still based on regulation by litigation. For 2026, expect alternative solutions to compete for the title. Finally, we are keeping an eye on ESOP-formation incentive legislation in various states to see if they make it through to law. In Maine, LD 756, if passed, would create funding for companies’ ESOP feasibility study, educational outreach, and data collection, as well as create a healthy tax incentive for owners who sell to ESOPs. Overall, given the attractiveness and track record of ESOPs as a viable solution to “silver tsunami” succession concerns, expect the pace of new ESOPs to continue in 2026.
Succession and Exit Planning: Valuation and Timing Strategy
Market uncertainty, higher borrowing costs, and potential tax changes will make 2026 a pivotal year for owners considering a sale or transition. Early valuation updates and scenario modeling will help determine the right window for exit. Flexibility and preparation remain the cornerstones of a successful succession plan.
Looking Ahead
If 2025 was a year of adaptation, 2026 will be a year for action. Across industries, the organizations that anticipate change—whether in technology, regulation, or workforce needs—will turn uncertainty into advantage. As this new year begins, the best path forward is the same one that has carried businesses through every transition: stay informed, plan deliberately, and be ready to act when opportunity arrives.
