HEALTH • WELLNESS • ACTIVE AGING
With uncertainty shaping everyday life, indulgent dining is emerging as a path to well-being Finding Comfort in the Chaos
17 AI is transforming everything, flaws and all 20 The real workforce gap? How employers view older workers 44 At Hamel, craftsmanship and sustainability go hand in hand 56 Federal policy shifts may hit farms and food banks hardest 66 For Linda Jacobs, leadership extends far beyond business Inside:
Health, Wellness and Active Aging 2026
Happy, healthy neighbors. That’s our mission.
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Wine Country Golf at Its Best
Windsor Golf Club “Classic” golf can be defined in many ways, if your definition includes a beautiful landscape uncluttered by neighboring homes and surrounded by mountains with gorgeous Sonoma County vineyards, then the Winsor Golf Club is the perfect example. With lush fairways perfectly manicured greens and well-placed sandbunkers, Windsor Golf Club provides a challenge for golfers of all skill levels. Rooster Run Golf Club The Rooster Run Golf Course started as flat pastureland. Meandering through the property were three creeks, native willows, cottonwoods and oak trees. These creeks and many ancient trees were incorporated in the design, a total of 370,000 cubic yards of soil were moved to shape to the course. As a result, the course features undulating hills, six lakes and the area’s only island green. Thirty-nine faiway and green-side bunkers, add to the challenging play at Rooster Run GC.
Your first stop for Sonoma County Golf n Multiple Annual Membership options available to fit your needs. n A variety of leagues for all golfers including Men’s Club, Senior Men’s Club, Women’s Club, Senior Women’s Club and more! n Group & individual instruction n Both courses feature a full grass driving range Book your tee time online today!
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March/April 2026 • Volume 51 • Number 2 CONTENTS
50 YEARS OF BUSINESS INTELLIGENCE
20
LEAD STORY 20 Gray is the New Growth Sector Susan Wood
FEATURE STORIES 28 A weighty subject
Judith M. Wilson As GLP-1 use rises, so do conversations about who benefits — and at what cost
Older adults are fueling a surge in demand, turning aging into a powerful economic force
38 Truth in listings
Susan Wood The rise of AI in real estate is redefining efficiency, accuracy and the role of the agent
WORK/LIFE 13 Raises 15 Job Hugging 16 Ghost Jobs
50 Comfort Food, but Hold the Guilt Mallorie Deming
In uncertain times, diners are turning to classic dishes that offer nostalgia and simplicity
56 Special Report: The Farm Bill Fault Line Susan Wood
Proposed changes to the Farm Bill raise questions about who benefits and who gets left behind
March | April 2026
NorthBaybiz 5
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COLUMNS 9
DEPARTMENTS 12 The 707
Only In Marin Bill Meagher From storefronts to service providers, Marin businesses navigate a changing economic climate Editor’s Note Rosie Padilla Health, work and aging intersect as the North Bay redefines what well-being looks like today Tech Talk Michael E. Duffy From scams to systems, AI’s rapid rise is changing how we navigate everyday risks Robert Eyler As AI evolves, so do questions about job security, productivity and the future of work Econ 101 Napa Insider Christina Julian A season of transition brings new energy, and departures, to Napa’s hospitality scene. Vine Wise Adam Lee California Pinot Noir takes center stage as the region refines its identity From Fix to Finish Sir Fix-a-lot Seasonal conditions can lead to hidden home issues, here’s what to watch for
The latest news from Sonoma and Napa counties
14
The 415 The latest news from Marin County
11
44
Great Tastes Alexandra Russell Hamel Wines blends sustainability, terroir and precision in every pour Biz Scene Rohnert Park Chamber Crab Feed and Becoming Independent Bowl
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48
Dine Wise Auberge Du Soleil in Rutherford
27
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What’s Happening Upcoming North Bay events
65
On the Move Comings and goings in the business community Beyond the Boardroom Kim Claypool CEO of Center for Volunteer & Nonprofit Leadership (CVNL) Linda Jacobs
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/northbaybiz
/northbaybiz
@northbaybiz
NorthBay biz (ISSN No. 1542-3549: USPS 097-770) is owned and published monthly (plus three bonus issues annually) by North Bay Media Group, LLC. Editorial offices are at 3392 Mendocino Ave., Santa Rosa, CA 95403 USA: (707) 528-4434. Sub- scription price is $35 per year. Periodicals Postage Paid at Santa Rosa, CA 95402 and at additional mailing offices. Copyright 2022, NorthBay biz. Reproduction of this issue in whole or in part is strictly forbidden without written permission by the publisher. POSTMASTER: Send address changes to NorthBay biz, 3392 Mendocino Ave., Santa Rosa, CA 95403 USA.
Printed by Publication Printers Corp., an FSC Certified printer. Please recycle this magazine.
6 NorthBaybiz
March | April 2026
“ NorthBay biz magazine has been a wonderful tool for my business. ”
W hen taking over my family business, I did not realize at the time what a great role the NorthBay biz Magazine would have through the upcoming months and years. The magazine, and even more so, the employees of the magazine, have played an intricate role in the progression of our business. The magazine is such an amazing tool in keeping the community apprised in the ongoings of our business as we grow and serve our community. It began with the passing of my dad, Bill Simpson, the founder of Simpson Sheet Metal. The magazine played such a wonderful role in paying tribute to the him. Moving forward, I had the opportunity to be certified as a woman- owned business, as well as receiving several awards in the community for the same. This media of keeping the community aware of the wonderful ongoings of our business has been wonderful. Over time, and through the growth of our business, we now find ourselves here at Simpson Sheet Metal in a blessed position of being able to give back to our community. Alongside NorthBay
biz, Lawrence Amaturo, Guy Fieri and others, we are able to contribute to the literacy program here in Sonoma County. The magazine and the outreach pouring into this program are making a difference in the lives of children in the community. NorthBay biz magazine has been a wonderful tool for my business to keep others informed on our growth
and role in Sonoma County and again, even more so, we have built incredible relationships
with the Amaturo team. For this we are thankful! Barbie Simpson
Helping grow your business isn’t just something we do... it’s all we do! For advertising and marketing information, call us at 707.548-8216
In a vast ocean of noise, digital marketing ensures your message isn’t just a drop—it creates the ripple that reaches the right audience.
Celebrating 50 Years
Publisher
Lawrence Amaturo
Managing Editor
Rosie Padilla
Associate Editor
Kim Claypool
Website Editor
Samuel Wright
Contributing Editor
Bill Meagher
Design Director
Anne Schenk
Marketing Consultant
Lori Rooney
Writers Jean Saylor Doppenberg Judith M. Wilson Kim Claypool Mallorie Deming
Rosie Padilla Susan Wood
Columnists Adam Lee Alexandra Russell Bill Meagher Christina Julian Michael E. Duffy
Let our local experts show you how easy it can be to reach your target audience.
Robert Eyler Rosie Padilla
Helping grow your business isn’t just something we do .... it’s all we do!
Call us at 707.543.0120 or visit waterdropdigital.com
8 NorthBaybiz
March | April 2026
Only In Marin
Taking a Dive and BioMarin’s Big Buy Up
By Bill Meagher T rue dive bars are rare creatures in Marin. For my green they include the 2 A.M. Club in Mill Valley, Smitty’s in Sausalito, Smiley’s Salon in Bolinas and the Silver Peso in Larkspur. Aficionados can argue that Pete’s 881 Club and the No Name deserve mention in this small club. The purpose of this excursion into places that pour an honest libation in a convivial atmosphere is to acknowledge that the Silver Peso has changed ownership, with Max Perry and Conor Flaherty of Sam’s Anchor Café acquiring it from longtime Peso fixture Rebel Lee. Whenever a gin mill changes hands, regulars fret that new ownership will come
BioMarin, founded in 1997, has often made moves on companies with early drugs not yet ready for a U.S. Food and Drug Administration approval. But Amicus is different in that it has assets that are closer to trials that could prove their worth and gain a green light from the FDA. With 3,000 employees across the globe, and offices in 80 countries, BioMarin has the kind of scale that Amicus could only dream of. And BioMarin has tossed out its old playbook since talking to Dr. James Sabry out of retirement. Sabry was a deal-making ace at Roche but now holds down the chief business officer post at BioMarin.
Silver Peso in Larkspur
Your Marin Moment It’s time for a shout-out to Novato resident Jason Walsh. Not that long ago, Mr. Walsh was the editor-in-chief at this very publication. But as they say, things have changed. While my direct briefing on the changes has been limited since I’m not technically an employee, here is a taste of what Walsh will be missing. Rather than approximately 15 issues a year, and the printing and distribution costs that go with them, the magazine’s editorial calendar will slim down to just six issues a year. So, was Walsh pushed out? Was it a numbers game? Since I was not in the room, it would only be a guess on my part as to how the parting of the ways came about. But as a long-term investigative journalist, I would offer this advice, follow the money. The relationship between editor and writer is a fraught one. It requires a difficult balance of honesty and diplomacy. It must have equal doses of doubt and confidence, laughter and seriousness. A publisher once said that every writer was a hope, every editor a disappointment. Not long after offering up that pearl of wisdom, she fired me. In the time we worked together, Jason was available. He acted as an advocate, a partner-in-crime and a critic. He made my stuff better, not something every writer can say about every editor. He will be missed. At the same time, I look forward to working with the more nimble version of the magazine and to discover what kind of journalistic mischief we can get into. g
in and clean house, sweeping long traditions and comforts out the door while installing unwelcome changes that fool with the magical balance. But in public pronouncements both Perry and Flaherty swore on a case of empty Budweiser Longnecks that Peso’s spirit would not go missing. The Peso is not the only Marin landmark watering hole seeing change. The Trident in Sausalito has closed its doors on Bridgeway. A haven for musicians and souls who seemingly didn’t have the heavy anchor of energy-sapping employment, the Trident was long on legend, with a laundry list of celebrities who sipped tequila sunrises — the cocktail was alleged to have been invented there — ranging from jazz horn legend Chet Baker to one-time Marin resident Van Morrison. BioMarin Makes Big Deal The orphan-drug specialist based in San Rafael has made the largest acquisition in its history by buying up Amicus Therapeutics for $4.8 billion. The two companies expect the deal to close by mid-year. Amicus, like BioMarin, is focused on developing treatments for rare diseases with limited patient populations, also known as orphan diseases. While a concentration on conditions with smaller patient pools doesn’t seem to point to profits, the FDA gives orphan-drug companies certain advantages to encourage research into diseases that don’t affect large numbers of patients. According to the Amicus website, there are 10,000 known rare diseases, and only 5% of those diseases have treatments that have been approved. The website also notes these diseases affect 300 million people across the globe, and 25 to 30 million in the U.S. With BioMarin’s commercial success and its global scale, along with Amicus’s track record, and now the Amicus acquisition seems like a pretty good fit.
Meagher is a contributing editor at NorthBay biz. To keep the wolf from the door, he is also a senior reporter for The Deal, a Manhattan-based digital financial news outlet where he covers smallcap equities, alternative investments and SPACs, a little alley off Wall Street.
March | April 2026
NorthBaybiz 9
o
Read on Sonoma! Simpson Sheet Metal is proud to be a sponsor of Read On Sonoma Read On Sonoma had our most successful school year yet, with over 1,460 students participating in 7 schools! We are expanding to twelve schools and 3,300 children. Our students read more than 630 million words — That’s 49,180 books, or 34 books per student! Keep up the great work! — Barbie Simpson, Owner and President Put Your Trust In Us
Celebrating more than 40 years as a family owned business. Our team is here to meet all of your HVAC needs.
707-576-150 • www.simpsonsheetmetal.com • Santa Rosa, CA
Editor's Note
Expanding the Definition of Well-Being
By Rosie Padilla T
he idea of well-being is expanding. What was once largely framed through personal health choices is now being shaped just as much by
Republicans, has sparked renewed debate between agricultural leaders and food assistance advocates. While supporters point to updated crop pricing, expanded research and stronger risk management tools for farmers, critics warn that proposed changes could significantly impact nutrition programs such as SNAP. In California, where thousands of residents rely on food assistance, the potential consequences extend far beyond policy discussions in Washington. Food banks and community organizations are preparing for increased demand, even as farmers contend with
workplace trends, medical innovation, public policy and the broader systems that define how people live and age. That intersection frames this issue of NorthBay biz , which explores how health, wellness and active aging are influencing both business and daily life across the region. As the population grows older, that shift is becoming increasingly visible in the workforce. According to the U.S. Bureau of Labor Statistics, workers 65 and older are projected to grow significantly in the
rising costs, climate pressures and an uncertain economic landscape. The debate underscores a long-standing tension between supporting agricultural production and ensuring food access, one that continues to evolve with each legislative cycle. Technology, too, is playing a growing role in shaping how people navigate everyday decisions tied to health, housing and financial well-being. With the implementation of California Assembly Bill 723, new requirements now mandate disclosure when artificial intelligence is used to alter images in property listings. As AI becomes more embedded across industries, questions around transparency and trust are becoming increasingly important. In the real estate market, where perception can directly influence value, the ability to distinguish between authentic representation and digitally enhanced imagery is no longer a minor detail but a matter of consumer protection. Taken together, these stories point to a broader shift in how well-being is defined and experienced. It is no longer confined to individual habits or isolated industries. Instead, it is shaped by the intersection of work, health care, food systems, technology and policy. For individuals, that may mean navigating new expectations around aging and employment, reconsidering long-held assumptions about health and diet, or adapting to an increasingly digital and regulated marketplace. For businesses and institutions, it requires balancing innovation with responsibility, and growth with equity. As the North Bay continues to evolve, so too will the ways in which its residents define what it means to live well. g
Wellness isn’t one-size-fits-all, it’s shaped by the tools, access and choices that support how we live.
coming decade, a trend that is already taking shape locally. In her reporting, Susan Wood examines what this means for employers and employees alike, speaking with representatives from the North Bay Labor Council, Sonoma County Human Services Adult and Aging division and others. While older workers bring experience, institutional knowledge and stability, they also continue to encounter long-standing biases around productivity, adaptability and technological fluency. For businesses navigating tight labor markets, those assumptions are being tested and, in many cases, redefined. At the same time, advances in medicine are reshaping how health itself is understood and managed. Judith M. Wilson explores the rapid rise of GLP-1 medications, a class of drugs originally developed to treat Type 2 diabetes that are now being widely used for weight loss. As their popularity grows, so too does the conversation around obesity, chronic disease and the role of pharmaceutical intervention in long-term health. Through insight from MarinHealth endocrinologist Dr. Sharleen Sidhu, the story examines not only how these medications work, but also the broader implications of their adoption. Elsewhere in the issue, the idea of wellness takes a more cultural turn. In recent years, food has often been framed through the lens of restriction. But as Mallorie Deming reports, that perspective is beginning to shift. In a moment defined by economic pressure, social uncertainty and the lingering effects of the past several years, chefs and diners alike are rediscovering the value of comfort food. Not as a departure from wellness, but as a component of it. By focusing on quality ingredients, thoughtful preparation and the shared experience of a meal, restaurants are finding ways to balance indulgence with intention. Questions of access and equity remain central to that broader conversation. A revised federal Farm Bill, reintroduced by House
Rosie Padilla is the managing editor of NorthBay biz , where she leads editorial strategy across print and digital. A Sonoma State University graduate, she’s pas- sionate about storytelling and community-focused journalism. Outside of work, she enjoys binging true crime, bowling and getting lost in a good horror novel.
March | April 2026
NorthBaybiz 11
The 707
Sonoma County Parks Introduces ‘Belonging Framework’ to Improve Access and Inclusion According to a release from Sonoma County Regional Parks, the department has introduced a new Belonging Framework, a long-term roadmap aimed at making county parks more welcoming and accessible for visitors of all backgrounds and abilities. Developed with input from community members, the framework outlines priorities such as improving trail and facility accessibility for people with disabilities, expanding culturally relevant programming, strengthening partnerships with community organizations, and increasing opportunities for public feedback. Regional Parks Director Bert Whitaker said the initiative is intended to remove barriers and ensure visitors feel safe, respected, and represented in park programs and design. The framework was shaped by a community advisory team whose members shared experiences related to disability and social barriers, along with information gathered through surveys, interviews and focus groups. County officials say the effort supports broader Sonoma County goals related to equity and community engagement. A phased implementation plan will follow to guide the framework’s rollout across the parks system. Funding for the work is supported in part by Parks for All — Measure M, the voter-approved sales tax that funds maintenance, stewardship and access improvements for Sonoma County parks .— RP
Santa Rosa to begin Sonoma Avenue corridor improvements Construction is set to begin March 9 on the Sonoma Avenue Pavement Rehabilitation Project in Santa Rosa, covering the stretch from Farmers Lane to Hahman Drive. According to the City of Santa Rosa Transportation & Public Works Department, the project is expected to take about three months to complete, weather permitting. The city has contracted Ghilotti Bros., Inc. to carry out the $1.5 million project, which includes pavement rehabilitation, new sidewalks, upgraded pedestrian ramps, improved roadway striping, bus stop enhancements and replacement of water services within the project limits. Traffic control will vary throughout construction and may involve partial or full lane closures. Santa Rosa CityBus service will continue during the project, though the Montgomery Village Transit Hub will temporarily relocate to Montgomery Drive. The project will also introduce a road diet, reducing Sonoma Avenue to one vehicle lane in each direction to match the configuration east of Hahman Avenue. The change will create space for a dedicated curbside bus and bike lane, while westbound traffic approaching Farmers Lane will widen to three lanes for left-turn, through and right-turn movements. In total, the project will rehabilitate about 570 linear feet of roadway while improving pedestrian accessibility, transit infrastructure and traffic circulation. Residents and motorists are encouraged to follow posted traffic control signs and consider alternate routes during construction. — RP
Santa Rosa secures funding to continue Safe Parking Program through 2027
The City of Santa Rosa has secured nearly $1 million in new funding from Sonoma County to keep its Safe Parking Program operating through June 2027. According to the city’s Housing and Community Services Department, the Sonoma County Board of Supervisors approved $979,040 in Measure O and Homeless Housing, Assistance and Prevention (HHAP) funds to support the program. The Safe Parking Program provides people experiencing homelessness with a secure place to stay overnight while connecting them with case management, supportive services and pathways to permanent housing. Launched in March 2022, the program offers up to 52 parking spaces for adults living in vehicles and RVs, along with access to restrooms, showers, food and other services. City officials say the program has supported more than 300 individuals in its first three years, helping dozens transition to temporary or permanent housing. The funding will help ensure continued services as Santa Rosa works with county partners to address homelessness. — RP
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March | April 2026
Work Life Raises
Spread Too Thin? The Rise of the “Peanut Butter Raise”
A fter several years of economic uncertainty, raises are making a comeback but for many workers, they’re not quite what they expected. Instead of significant pay bumps or performance-based increases, employees are increasingly encountering what’s been dubbed the “peanut butter raise” which is a small, across-the-board salary adjustments applied evenly across teams. Like its namesake, the concept is simple — spread the resources thinly so everyone gets a share. On paper, it’s a fair and efficient approach. In practice, it’s leaving both employers and employees navigating a more complicated reality. A peanut butter raise typically involves modest percentage increases distributed broadly, with little differentiation between top performers and the rest of the workforce. For employers, it offers a straightforward solution during uncertain economic conditions. With inflation still shaping consumer behavior, interest rates remaining elevated and long-term growth forecasts uneven across industries, many companies are opting for caution. Rather than committing to large salary increases, they’re choosing to make smaller, more predictable adjustments that protect the bottom line. There’s also an element of internal balance at play. Broad raises can help companies avoid widening pay gaps or perceptions of favoritism, particularly at a time when pay transparency is becoming more common. In states like California, where salary range disclosures are now required in job postings, compensation decisions are under greater scrutiny than ever before. A uniform approach can feel safer. But for employees, especially high performers, the approach can feel impersonal. Workers who have taken on additional responsibilities, exceeded targets or played key roles in company growth may find that their efforts are By Rosie Padilla
reflected in the same modest increase given to everyone else. At the same time, even those receiving raises are often finding that incremental pay bumps fail to keep pace with the cost of living. The result is a growing disconnect between compensation and perceived value. That disconnect is influencing behavior. Career experts note that when raises feel disconnected from performance, employees are more likely to quietly explore other opportunities or disengage from their current roles. In a labor market that has cooled from its post-pandemic peak but remains competitive in key sectors, retention is still very much in play. Employers are aware of the trade-offs. Many are using peanut butter raises as just one piece of a broader compensation strategy. One-time bonuses, spot incentives and expanded benefits are increasingly being used to supplement smaller salary increases. Others are experimenting with more frequent compensation reviews or tiered raise structures that introduce at least some level of differentiation. There’s also a growing emphasis on non-monetary value — flexibility, career development and workplace culture — as organizations look for ways to retain talent without dramatically increasing fixed costs. Still, the underlying tension remains: how to balance fairness with recognition. For companies, spreading raises evenly can help maintain stability during uncertain times. But as expectations around pay transparency and performance accountability continue to evolve, a one- size-fits-all approach may prove difficult to sustain. For employees, the message is equally nuanced. A raise, no matter how small, signals investment. But in a workplace increasingly driven by clarity, growth and measurable impact, many are looking for more than just a thin layer of progress.
Peanut Butter Raises, By the Numbers • Raises are back—but smaller: Average salary increase budgets in the U.S. are hovering around 3% to 4% in 2025–2026, down from peak post- pandemic adjustments. • Inflation still matters: Even as inflation cools, cumulative cost- of-living increases over the past few years mean many workers feel their pay hasn’t fully caught up. • Performance gaps are narrowing: Studies show the difference between high-performer raises and average- performer raises has shrunk in recent years, fueling frustration among top talent. • Retention remains a concern: A majority of employees say they would consider leaving their job for better pay, even after receiving a raise. • Bonuses are filling the gap: More employers are leaning on one-time bonuses and spot incentives instead of increasing base salaries.
March | April 2026
NorthBaybiz 13
The 415
Marin County launches FixItMarin issue-reporting app Marin County has launched FixItMarin, a new online and mobile service designed to make it easier for residents to report non- emergency issues in unincorporated areas of the county, according to a Marin County news release. The platform allows users to report problems such as potholes, illegal dumping, streetlight outages, fallen trees or branches, flooded roadways and damaged street signs. Residents can submit requests through the FixItMarin website or mobile app, add photos and locations, and track updates as county staff respond. The tool follows a pilot program conducted in fall 2025 across five unincorporated communities, where residents tested the platform and provided feedback before its countywide rollout. County supervisors Brian Colbert and Dennis Rodoni said the app is intended to improve communication between residents and local government while helping departments respond more efficiently to maintenance and safety concerns. FixItMarin is intended for non-emergency issues only; residents should call 911 in urgent situations. The service currently applies only to unincorporated areas of Marin County. — RP
Marin County named ‘CARE Champion’ for mental health program Marin County has been recognized by Gov. Gavin Newsom as a statewide “CARE Champion” for its leadership in implementing the Community Assistance, Recovery and Empowerment (CARE) Act, according to a Marin County news release. The CARE Act is designed to connect people living with untreated schizophrenia and other psychotic disorders with treatment, housing and long-term support through a civil court–guided care plan. Marin was among 10 counties with the highest per-capita implementation rates during the program’s first full year of statewide participation. Local officials said the program relies on collaboration among Marin County’s Behavioral Health and Recovery Services, the Superior Court, the Public Defender’s Office and community providers to link eligible individuals with behavioral health treatment, case management and supportive services. CARE Court launched in Marin County in December 2024 and is part of the county’s broader effort to address serious mental illness and reduce unsheltered homelessness, county officials said. — RP
Marin County reports progress on long-term housing goals More than 700 housing units in unincorporated Marin County are currently in the development review process as the county works to meet the goals outlined in its 2023–2031 Housing Element, according to a Marin County news release. County planners provided the update during a March 10 briefing to the Marin County Board of Supervisors, reporting that most housing programs are on schedule. Key projects highlighted included developments in Strawberry, near the Marinwood shopping center, and several sites in unincorporated San Rafael. State law requires local jurisdictions to submit annual Housing Element progress reports by April 1, which can help secure funding for housing and homelessness-prevention programs. The county must plan for 3,569 housing units in unincorporated areas during the current housing cycle, including 1,100 units designated for very-low-income households and 634 for low-income households. In the first three years of the cycle, Marin County issued 343 housing permits across income levels, including 117 in 2025. County officials also noted continued growth in accessory dwelling units, with 83 ADU permits issued last year. — RP
14 NorthBaybiz
March | April 2026
Work Life Job Hugging
Clinging to the Job
What looks like loyalty may actually be caution, as employees stay put amid economic uncertainty and shifting workplace expectations
By Rosie Padilla
A fter the COVID-19 pandemic, a striking number of U.S. workers quit their jobs between 2021 and 2023 — this record current position out of fear rather than loyalty. According to ResumeBuilder.com , a survey conducted in February 2026 found that 57% of U.S. workers now identify as job huggers, which is up from 45% in August 2025. The increase in workforce anxiety can be attributed to a multitude of factors, from a rise in artificial intelligence turnover is known as the Great Resignation. For employees, the pendulum has now swung the other way. Workers are “job hugging,” which refers to holding onto their to overall market volatility. Coupled with the overall political and economic state of the world and you have a pretty stressed-out group of employees. Another point of contention is the growing popularity of artificial intelligence. CBS News reports that job hugging has become prevalent among white- collar workers in finance, information technology and professional business services. These industries have been particularly vulnerable to changes in hiring practices with the integration of A.I. What does job hugging look like in practice? What should employers and HR managers be on the lookout for? Heightened stress leads to increased irritability or disengagement, which in turn can lower office morale. Beyond the emotional effects, employees may play into their strengths only. Essentially, they protect their position by showcasing safe successes while avoiding areas that are more strategically important to the team. Employers have to shift their mindsets and understand what low turnover can mean for their company. Yes, retention is important, but this anxiety and fear can quickly turn to stagnation. Talented employees who are capable of advancement may become disengaged and stay in roles that no longer fit their skill set. This leaves an opportunity for company leaders to encourage engagement among their employees.
This effort can be reflected in development programs, increased mentorship and overall communication. Employers may consider establishing more ways for their staff to share feedback as well as increased check-ins. To combat the stagnation, employers may offer additional training or mentoring to facilitate growth. Recognizing job hugging as an employee can help you escape your career slump. Acknowledgment and reflection are key first steps to identify why you feel discontent with your current position. After taking these initial steps, employees may consider investing in upskilling. Learning a new skill or developing an established one can boost your confidence and will benefit your overall growth as an employee. Attempting to reinvigorate the passion for your career may sound difficult, but small changes can make the world of difference. Refresh your resume, reconnect with the business community through networking, start applying to jobs thoughtfully or grow intentionally at your current position.
Is job hugging happening at your company?
Signs employees may be staying out of fear, not satisfaction:
• Fewer voluntary resignations, but lower engagement scores • Employees reluctant to take risks or propose new ideas • Declining internal mobility • Increased burnout complaints • Workers delaying career development conversations
March | April 2026
NorthBaybiz 15
WORK/ LIFE Ghost Jobs Phantom job postings are haunting the hiring process
A s if the job-seeking process wasn’t daunting enough, there is now a rising number of phantom job postings known as “ghost jobs.” What initially began as a rarity has now turned into widespread practice. An analysis conducted by career website ResumeUp.AI found that 27.4% of all U.S. job listings are likely ghost jobs with no intention of hiring. There are several reasons behind these deceptive listings. CBS News reports that some employers maintain job listings to project growth and momentum. For current employees, these postings can suggest the company is working to bring on additional help and reduce workloads. In other cases, however, the message may be less reassuring — signaling that workers are ultimately replaceable. Beyond ghost job listings, companies also admit to ghosting candidates by abruptly ending communication during the hiring process. Doing so let’s employers avoid issuing a formal rejection. Unfortunately, leaving candidates without an answer can allow companies to keep them in reserve while they continue searching for stronger applicants. By Rosie Padilla
Less intentionally, employers may simply forget to remove a job listing after a position has been filled. Even when the issue comes down to oversight by a hiring manager, the result
increasing use of AI in hiring, has made it harder than ever for candidates to reach an actual person. Preparing a resume and getting ready for interviews requires time and effort, and sending applications into what feels like a digital void can quickly wear down even the most motivated job seekers. Ghost job listings may also have implications beyond the experience of individual applicants. According to NPR, policymakers — including Federal Reserve officials — monitor the ratio of job openings to unemployed workers to gauge the health of the labor market. If inactive or “ghost” postings inflate the number of available jobs, they can muddy the data used to guide economic policy. Ghost jobs reflect a growing disconnect between digital job boards and real hiring activity. As companies rethink recruitment strategies and job seekers grow more skeptical of listings, the trend is prompting calls for greater transparency in hiring practices. If you’re interested in an in-person hiring experience, our parent company Amaturo Sonoma Media Group (ASMG) hosts a biannual North Bay Job Fair. The next event will take place on Sept. 15. To register, visit northbayjobfair.com .
is the same: a job search process that can be increasingly frustrating for applicants. The rise of workplace ghosting, along with the
U.S. Cities with the Highest Share of “Ghost Jobs”
1. Los Angeles, CA: 30.5% 2. Philadelphia, PA: 30.1% 3. Indianapolis, IN: 27.8%
4. New York, NY: 26.7% 5. San Francisco, CA: 26%
Entrepreneur.com, based on 2025 data.
16 NorthBaybiz
March | April 2026
Tech Talk
Just Another Revolution By Michael E. Duffy I n the 50 years that I’ve been paid to write computer software, I’ve seen a number of technological revolutions. In 1981, I worked on developing software for the first IBM Personal Computer, even before
independently plan, make decisions, and execute complex, multi-step tasks with minimal human oversight.” Basically, they’re replacements for human workers. One AI tool company, Cursor, recently demonstrated how a swarm of AI agents (using GPT-5.2) worked autonomously for a week to produce a functional, albeit buggy, web browser at a cost of about $85,000 in computing resources. My favorite article title regarding the effort? “Cursor used agents to write a browser, proving AI can write shoddy code at scale,” from The Register (full article at tinyurl.com/5t5du4zy ). So, will AI agents replace software engineers? If you believe the hype, in the very near future, product managers will specify what a piece of software should do and AI agents will go off and create it — at a fraction of today’s time and cost. It’s seductive to think that you could
it was announced to the public. In the 1990s, I watched as the graphical user interfaces of Microsoft Windows and the Apple Macintosh came to be the standard method of interacting with a computer. The Internet came along in the mid-90s and gradually connected things together. In the early 2000s, the web browser and web-based applications came to dominate software. Finally, smartphones and mobile applications ate the world, beginning with the iPhone in 2007. Now we’re going through what appears to be the artificial intelligence (AI) revolution. The world of software development is obsessed with the potential of AI to
80's IBM personal computer
eliminate the need to write code. Hardly a day goes by when I don’t read a story about some software engineer who spends his time specifying what a program should do, rather than writing the code that does it. At the same time, I look at the work I do each day programming a computer game and wonder how AI would handle that. Specification can be more demanding than writing code, since English is an imperfect tool. In fact, the company I work for recently held a session (via Zoom) entitled “GitHub Copilot Foundational Training,” intended to show software engineers how to write code using Copilot, Microsoft’s AI assistant (Microsoft also owns GitHub, which is where many companies store their software code). The final part of the session was intended to show Copilot extending an existing website that displayed product summaries. Copilot, which had access to all the code for the website, was told simply to place a functioning “Add to Cart” button on each product summary. It added the button, but it was nonfunctional and there was no cart. When told this, it made another attempt, with much the same result. It was not an encouraging demonstration of the power of AI-based coding. Of course, it might have achieved better results if the specification had been more complete. On the other hand, the general consensus is that the large language models (LLMs), which power assistants like Copilot, have undergone a step-change in capability over the past few months, particularly OpenAI’s GPT-5.2, Anthropic’s Claude Opus 4.5, and Google’s Gemini 3. Unlike earlier versions, these models attempt to use reasoning in formulating their responses and can operate independently for long periods of time. This ability to operate independently is important, as it forms the basis for “agentic AI,” which IBM describes as “autonomous, goal-oriented systems that can
have a team of AI agents working for you, each as capable as an experienced human but costing less and working faster than the humans you presently employ. Bringing products to market faster and higher profits are music to the ears of any CEO or CFO. And yet the demo I watched this week indicates we are not yet there (and may never be). Another problem: your competitors will have access to these same agents. If everyone can develop faster and cheaper, where does your competitive advantage lie? It’s still in the ability to come up with new and better ways to serve your customer, something that AI has yet to demonstrate. Even in the AI future, some humans will still be necessary, and their value to a company may greatly increase. Of course, there may also be a lot of people who are out of jobs. The AI future may not be a happy one. A lot of this comes down to trust. Do you trust an AI agent to write bug-free code? Do you trust an AI agent to reorganize your files? Do you trust your AI agent to manage your calendar, respond to emails and make purchases? At the moment, it takes a certain amount of courage. But, as someone has pointed out, this is the worst these tools will ever be, and they certainly already have the ability to assist humans in useful ways. Whether AI agents can operate independently, with human direction, at a high level remains to be seen. g
Michael E. Duffy is a 70-year-old senior software engineer for Electronic Arts. He lives in Sonoma County and has been writing about technology and business for NorthBay biz since 2001.
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ECON 101 Population and the North Bay
By Robert Eyler D ata from the the previous July 1), along with the California Department of Finance (DOF) fiscal-year population estimates, are typically released near the time of the California Governor’s Budget in early January. Census Bureau on population through June 30, 2025 (since These data provide insight into population trends by comparing statewide Census estimates with the California Department of
Finance’s estimates for the state’s 58 counties. Tracking change since the last Census — and ahead of the next Census for congressional mapping — is just one outcome. At the state level, DOF data helps counties examine why populations are changing and what trends are driving them. Such data can inform local economic and workforce development, school districts and policymakers. For Marin, Napa and Sonoma counties, the latest DOF data suggest a combined loss of 460 residents:
Marin County was estimated to have lost 969, Napa gained 492, and Sonoma gained 17. An important aspect of these data, which are “trued up” and finalized after the next Census, is the trend. In Marin County, the population reversal began in earnest in 2017, and there has been a loss of over 11,000 since the population peak. Marin County is estimated to have roughly the same population in July 2025 as it did in July 2010. Sonoma and Napa counties experienced similar trends but have slowly reversed the population’s direction after the pandemic
Source: California Department of Finance and Author’s Calculations
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shock: Napa is estimated to have lost 4,510 residents since its peak and also remains below its 2010 population level; Sonoma County is estimated to have lost 18,130 residents since its peak, bringing the population close to 2010 levels. The intra-county changes are not available yet; the Census Bureau provides its estimates from the American Community Survey later in the year. What is available are categorical components that explain the change. The levers are easy to understand: births, deaths (in sum, think “natural change”), net migration from outside the county to points within the United States, and net migration from other countries. The graphic below shows the four categories and the net change across these three counties. As the graphic shows, migration trends have reversed since the mid-2010s: international migration does not offset the number of people leaving for other
parts of California and other states, and that is unlikely to change due to work visas and general immigration policies. Notice the black columns showing “domestic” migration, which have been negative for some time, specifically after the 2017 fires and then again after the pandemic’s main problem years (2021 and 2022). However, births and deaths are also worth watching, as they indicate a general trend in this region: we are aging. Public policy makers face a set of challenges. Housing prices are relatively high here. Wealth is often the primary factor in homeownership here, followed by income. Wage levels have generally lagged state averages outside
Marin County, whose economy is more closely tied to the greater Bay Area. When wealth is the main reason someone can live in a certain place, the population ages. Emigration to other places is generally an economic decision: a family seeks a better balance between the cost of living and the cost of making a living. We need economic reasons for new residents to come and stay; otherwise, the region is not naturally attractive as a place to live. g
Dr. Robert Eyler is professor of economics at Sonoma State University and president of Economic Forensics and Analytics in Sonoma County.
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Gray Is the New
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By Susan Wood companies are balancing age bias, succession gaps and the value of long-earned expertise. A s rising costs and debt remain high, so does the number of As baby boomers postpone retirement, North Bay seniors in the job market — Sonoma County included, where more than a quarter of the population — over 485,000 people — has surpassed age 60. According to the U.S. Bureau of Labor Statistics, workers 65 and older are projected to grow by 8.6% by 2032. Yet pursuing employment later in life is not without challenges. Financial pressures and shifting workplace expectations can make the path forward difficult. To make ends meet in this volatile economic climate, many in this aging demographic punctuated by the baby boom following World War II between 1946 and 1964 have either postponed retirement or “unretired.” The term was coined as an economic trend borne, in part, out of the affordability issue. Many North Bay labor experts contend the trend underscores the need for employers to get on board with increased openness to recruiting seniors in their hiring practices, among other accommodations that could involve part-time, flexible schedules. Unlike other age groups in the working class, seniors sometimes face extra challenges when seeking a coveted position with an organization. “Ageism is a real thing,” North Bay Labor Council Executive Director Jack Buckhorn
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said. “And in this time, it’s more difficult if households need more jobs [to get by]. It’s just very difficult for workers these days.” Jobless rates in North Bay counties remain more than 4.2%, the California Employment Development Department reported Jan. 9 in releasing its November figures. The income threat is accentuated by the rate of personal debt for Californians surging by almost 30% between 2013 and 2023 to $19,610 per person, according to a recently released study conducted by Debt Relief Karma analyzing Federal Reserve Bank data. Buckhorn cited some common misconceptions that tag seniors searching for jobs. For one, older workers are often associated with having lower energy than their demographic counterparts. Hiring managers will draw a line between what seniors can or cannot do, sometimes subconsciously, insiders say. While some perceptions are unjustified, several conclusions are based on historical perspectives. “You won’t find many 60-year-olds out at the construction site,” he said, adding, however, there are exceptions to the rule. Secondly, seniors have accumulated years of experience. With that comes a pay scale that reflects the experience that employers may not want to pay for, Buckhorn pointed out. In addition, older workers are at times labeled as not as computer literate, especially since millennials and Gen Zers came of age with computers at home and school. “If you didn’t grow up in the technology era, companies may not be set up to accommodate you (in training). There’s a huge disconnect that devalues a whole population able to do the work,” said Paul Dunaway, Sonoma County Human Services Adult and Aging division director. Dunaway views the assessment as a societal and cultural tendency. “It has nothing to do with [their] ability. It’s interest,” he said. “Our infrastructure for the workforce has not shifted to meet the needs for those returning to work.” Still, Dunaway noted that aging workers are challenging the long-held expectation that retirement must follow three decades of full-time employment. Now, there are different degrees of retirement, such as semi-retirement. “The standard Monday
Hence, they opt for the fun job. Liz Sheehan, a recruiter at Robert Half Hiring Agency, agreed. Sheehan has witnessed a whole crop of working seniors who have admitted they retired “too early” and “feel they have more to offer.” Part-time jobs make for an adequate compromise. “They still feel dynamic and miss being part of a team. They may be bored [in retirement],” she said. Sure, Sheehan said she’s aware that companies will often choose hiring young workers considered more vigorous on the job site. But experience and leadership account for much of a firm’s success over time. Together, those qualities make for a succession plan. The global staffing firm recently conducted a poll of 2,000 business leaders and found that 87% have a succession plan. Yet, 52% expressed difficulty in attracting outside leadership talent that can take the reins of a company. This means tenured leadership is still in demand — but it has not found its way to all the companies that need it. “When we take job orders in what employers need or want, I always tell them that we’ll send you the people with the strongest skillset and most experience,” Sheehan said. The most experienced of the job applicants offers a bonus in the office, too. These tenured staffers may serve as mentors to the younger set as well as new leaders to companies for those wanting full-time work. “Hiring managers are looking for people to take their place,” she said. Sonoma County continues to staff and manage a large arm of its Human Services Department designed to connect job applicants with suitable local employers. Sonoma County Job Link represents a one-stop entity where an applicant may attend workshops, develop skills, work in a computer lab and build resources to help them move onto the first or next chapter of their careers. The operation assists 150 to 300 clients/applicants a month. They consist of people from all walks of life and age groups, seniors included. This day and age, some wannabe workers may be looking for positions for 6, 8 or even 12 months in this seemingly competitive labor environment, job counselors note. This is why recruiters, counselors and advisers
through Friday is not there for everybody anymore. The job market has changed,” he said. One glaring reason leads to more seniors on the job hunt. “People need to have purpose. The things people would do in retirement might be something they’re passionate about at work,” he said.
support treating job applicants equally, no matter what age group they fall in. “Seniors are important and valued members of our workforce. This is why it’s important to treat the person as an individual. When we make an assessment, we ask what their goals are and what are their strengths,” said Charity Doronila, Sonoma
Paul Dunaway, Sonoma County Human Services Adult and Aging Division Director
North Bay Labor Council Executive Director Jack Buckhorn
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