By Guest commentary Monday, August 10th, 2026

By Luiz Vilera 

While some companies were challenged by uncertain geopolitical and economic forces in the first half of 2026, informed executives remained agile, making key decisions in real time. 

Strong leaders are focused on three priorities that will help inform their strategic vision in the second half of the year.

DEPLOY AI NOW

AI has rapidly moved from a proof of concept to a business standard. In the tri-counties, we are seeing companies use AI for forecasting, inventory management, AP automation and operational efficiency, with a focus on measurable cost savings.

For middle-market leaders, the message is simple: start now. First, get the company’s data in order. There is no bold AI strategy without clean, connected and properly governed data.

Companies should evaluate whether their core systems are integrated. 

Financial platforms, CRM tools and operational data commonly exist in separate silos, limiting AI capabilities. Leaders want to ensure that their data is consistently structured and clearly owned. They should be able to trace a single customer or transaction from end to end across the business.

These are achievable standards and the foundation AI requires to deliver real value. 

Once that is established, companies should resist the urge to do everything at the same time. 

For many companies, finance and operations are a good place to start. Cash flow forecasting, accounts payable automation and demand planning require relatively simple data and can have a high impact. Starting here also builds organizational confidence, as early wins create the internal case for broader AI adoption. 

From there, companies can expand to synthesizing market intelligence and personalizing customer engagement. In each case, AI enhances what teams can do without replacing the judgment of the people leading them.

STRENGTHEN GOVERNANCE MECHANISMS

Businesses don’t usually falter because of a single disruption. More often, a lack of structure prevents them from responding effectively. 

According to the World Economic Forum, what is required now is readiness: the ability to anticipate, adapt and act decisively. 

Local companies are putting more emphasis on scenario planning, capital allocation and risk management as they navigate ongoing uncertainty around trade, labor, foreign exchange and  input costs.

For middle-market companies, that starts with internal alignment so they can be agile in crises and consistent in delivering on their long-term commitments.

Resilient companies begin by creating a shared vision and decision-making framework. Leadership teams should consider the following questions:

• How do we prioritize capital allocation in an uncertain environment?

• What level of risk are we willing to tolerate as market conditions continue to shift?

• Are we investing in the right technologies to stay competitive over the long term?

For example, across the tri-counties, food, agriculture and grocery clients remain focused on supply chain efficiency and resiliency. 

We are also seeing increased interest in digital pricing tools that help retailers respond more quickly to changing costs, quality, shelf life and consumer demand.

Structured governance processes, such as a monthly leadership alignment session, a defined decision-rights matrix or a standing risk review committee, give leaders the framework to make difficult decisions, align on a path forward and act decisively when volatility arrives, rather than scrambling in a heightened moment.

TURN EMPLOYEE BENEFITS INTO COMPETITIVE ADVANTAGE

Workplace benefits have become a defining factor in where employees choose to work and whether they stay. According to a recent Bank of America Workplace Benefits Report, 24% of employees have recently left or considered leaving their company due to insufficient benefits, up from 15% in 2023.

In today’s competitive war for talent, attracting and retaining top performers isn’t just an HR priority; it’s a strategic advantage that drives innovation, strengthens culture and fuels long-term business growth. 

Forward-thinking companies are improving their benefits strategies to align wellness investments with key business goals, including retention, productivity and workforce resilience. 

They do this by tailoring offerings to the unique needs and demographics of their workforce, from phased return programs for caregivers to lifestyle spending accounts that give employees flexibility in how they invest in their own well-being.

For middle-market companies, this represents a real competitive opening. They can often personalize offerings more effectively than larger employers, moving faster to meet the specific needs of their workforce.

middle-market companies are being proactive. Across the tri-counties, this is especially true in the agriculture, food andbeverage, manufacturing and distribution industries. 

These companies are already building future advantages by investing in AI infrastructure, adopting governance that enables fast, aligned decisions and developing benefits strategies that retain top talent. 

Companies that advance on all three fronts will be better positioned to move quickly when opportunities arise, hold their teams together when conditions get tough and compete more effectively in a market that shows no signs of simplifying.

• Luiz Vilera is the Vice President, Global Commercial Banking, for Ventura and Santa Barbara Counties for Bank of America.