When leaders across the Capital Region gather around a table, talk turns quickly from problems to progress. October’s conversations were about how to keep this region competitive and what it will take to move faster, smarter, and together. 

Why it matters 

The Capital Region has the assets to lead – world-class talent, location, and innovation capacity. But growth is uneven; infrastructure is aging; and coordination is hard. Leaders agreed: progress depends on connection – with each other, across sectors, jurisdictions, and priorities. 

What we heard 

Energy is a business issue now.
Leaders warned that the region’s energy and digital systems aren’t keeping pace with demand from data centers, EVs, and electrified transit. Reliability, modernization, and investment coordination will define competitiveness more than incentives alone. 

Mobility drives momentum.
With our region now the nation’s most congested metro, transportation has become the clearest constraint and opportunity. Executives called for bold P3 models, smarter design, and regional planning that moves people, goods, and ideas more efficiently. Connectivity isn’t just infrastructure; it’s economic oxygen. 

Purpose is part of performance.
Corporate–nonprofit partnerships are shifting. Companies are building trust through measurable, community-anchored impact aligning social investment with workforce stability, inclusion, and regional resilience. 

The big picture 

Across energy, transit, and social investment, the message was consistent: the Capital Region doesn’t need perfect regionalism; it needs practical alignment. Businesses can’t fix every policy challenge, but they can model collaboration, accountability, and long-term investment in the systems that sustain growth. 

Leaders know politics are tough and progress is incremental. But momentum builds when the right people stay at the table; aligning ambition with action, and vision with execution. 

Food for thought 

• How do we modernize energy, transit, and digital systems fast enough to support growth sectors? 
• What practical partnerships can turn fragmentation into a shared advantage? 
• How can business leadership rebuild confidence that growth can be both competitive and inclusive? 

Bottom line: The Capital Region’s economy will grow when its leaders connect on purpose, with purpose. 

When conditions feel wobbly underfoot, the horizon matters most. Near-term signals can shake; what counts is the broader trajectory—and how leaders adapt. To compare notes on shifting conditions in the region, senior executives met on October 17 at Akin Gump Strauss Hauer & Field’s Washington, D.C., office for a candid Executive Leadership Roundtable with Tom Barkin, President & CEO of the Federal Reserve Bank of Richmond. The value came from leaders comparing notes in real time, connecting front-line experience with broader economic context.

Several recurring trends emerged

People & Demand

Hiring remains muted but stable—a low-hire/low-fire posture with attrition doing most of the work. Candidate availability has improved across many roles, but skilled trades, childcare, and eldercare remain tight. On the demand side, consumers are choosier and value-seeking, trading down (e.g., private label; repair vs. replace), with meaningful variability by sector.

Productivity & Operating Models

To protect margins, many firms are leaning into process redesign, automation, and practical AI—especially in support workflows (documentation, collections, customer contact). In practice, these moves often substitute for incremental hiring while leaders monitor service quality and outcomes.

Systems & Infrastructure

Capital planning assumes multiple interest-rate paths rather than a single trajectory. Supply chains continue to localize (“local-for-local”) where feasible as trade policy evolves. Meanwhile, accelerating demand from AI/data centers is colliding with long lead times for generation and transmission—raising near-term questions about power readiness. In commercial real estate, office softness (particularly B/C space in large cores) contrasts with relative strength in industrial, logistics, and data-center assets; the DMV feels the office adjustment more acutely than many markets.

Why it matters

The throughline wasn’t a single indicator; it was operating adaptation. Old playbooks map poorly to today’s pace and complexity. What’s working now: diversified talent strategies, productivity investments (including practical AI), financial flexibility, and regional alignment on housing and transportation to keep our talent advantage.

What leaders are watching next

• Labor fit: Will skills pipelines (training, credentials, migration) keep pace with role requirements?
• Cost pass-through vs. productivity: Can process/tech gains continue to offset input costs without eroding service?
• Grid readiness: How quickly can generation/transmission investments meet data-center demand without bottlenecks?

The Board of Trade will continue convening executive-level dialogues that surface timely insights and connect them to practical action for our region.

​​Thank you to the Federal Reserve Bank of Richmond and Akin Gump Strauss Hauer & Field for partnering on this vital discussion that engages our members and partners in the region.

October’s Coffee & Conversation featured leaders from the Capital Area Food Bank (CAFB), who shared key findings from their 2025 Hunger Report – a sobering look at how economic pressures, wage stagnation, and federal workforce transitions are shaping food insecurity across the region. 

According to CAFB’s research with NORC at the University of Chicago, 36% of households in the DMV are food insecure, a rate that has remained elevated for two consecutive years. County rates range from 22% in Arlington to 49% in Prince George’s County, underscoring how widespread and persistent this challenge has become. The report points to deepening strain on working families as inflation outpaces wages and pandemic-era support expires. 

“We see families borrowing against their futures to meet today’s basic needs,” said CAFB President & CEO Radha Muthiah. “People are skipping savings, taking on credit-card debt, and even withdrawing from retirement accounts just to put food on the table.” 

Many food-insecure households include employed adults – teachers, healthcare workers, and public servants – earning too little to meet the region’s $140,000 living-wage threshold for a family of four. The conversation highlighted that solving hunger isn’t simply about distributing more food – it’s about strengthening the systems that enable financial stability. 

CAFB leaders shared examples of innovative partnerships that bundle food assistance with healthcare and workforce training, including Food Is Medicine programs with area hospitals and grocery-card stipends for college students pursuing credentials in high-demand fields. These integrated approaches aim to improve both individual well-being and regional productivity. 

Board of Trade President & CEO Jack McDougle closed by underscoring the economic stakes: 

“Food insecurity isn’t just a social issue; it’s an economic one. If we want Greater Washington to reach its full potential, we need to connect more people to opportunity and stability.” 

What the Business Community Can Do 

The conversation turned to practical steps the private sector can take to help reverse these trends: 

• Advocate and support efforts that protect access to nutrition and healthcare programs like SNAP and school meals, which help working families stay afloat. 
• Promote “Food Is Medicine” partnerships by engaging with healthcare systems and nonprofits to strengthen community health and workforce resilience. 
• Invest in upskilling and talent pathways—collaborate with colleges and training providers to recruit, mentor, and support individuals moving into living-wage careers. 

By working together across sectors, employers can help address the root causes of hunger while building a healthier, more productive regional economy. 

Read the full 2025 Hunger Report: Capital Area Food Bank Hunger Report 2025 

About Coffee & Conversation

Coffee & Conversation brings Board of Trade members together for interactive, member-led discussions on timely topics shaping Greater Washington. Each session features a concise expert briefing, open dialogue, and time for coffee and networking – offering valuable insights, peer exchange, and meaningful professional connections.

Visit boardoftrade.org/events for more programming.

​​Thank you to the Capital Area Food Bank for partnering on this vital discussion that engages our members and partners in the region.

The Board of Trade had the pleasure of convening a group of executive assistants for an appreciation lunch at Old Ebbitt Grill in downtown Washington, D.C., on August 20. The gathering offered a rare opportunity for EAs — so often working diligently behind the scenes — to step out from behind the computer, connect with peers, and share experiences in a supportive and energizing setting. 

As part of our professional development roundtable series, the event was designed not only to celebrate executive assistants but also to equip them with tools that support their work. Our featured speaker, Ernie Davis, Personal & Executive L&B Coach, led a thoughtful session on Myers-Briggs Strategy for Managing, Influencing, & Understanding Difficult People. With over 60 million people worldwide having taken the Myers-Briggs personality test, the discussion highlighted how understanding personality preferences can strengthen communication and relationships in both professional and personal contexts. 

Many in the group were surprised to see their personality type shift from when they last took the test, which sparked an engaging conversation about how we evolve over time. The group also reflected on the qualities they share — being organized, effective communicators, and highly observant — while noting that individuals who don’t fit the “traditional” mold of extroverted or fact-driven can bring equally valuable strengths. 

Ernie encouraged participants to lean into their natural preferences and show up authentically. “If you show up to work every day outside of who you are, that’s a fast track to burnout,” he reminded the group. His message resonated deeply, reinforcing the importance of authenticity not just in leadership, but in every role that helps an organization thrive. 

The energy in the room was infectious. Attendees lingered after the session, continuing conversations and sharing stories—leaving the lunch both appreciated and better equipped as they head into a busy fall season. Beyond the camaraderie, the session offered a practical reminder of how professional development can directly support executive assistants in their critical roles: stronger communication, sharper self-awareness, and strategies to reduce burnout while amplifying their impact on the teams they support. 

We are grateful to every executive assistant for the hard work, resilience, and dedication they bring to their roles each day. We look forward to reconvening this group soon and continuing to build this community through future gatherings in our professional development roundtable series. 

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