If 2026 has taught us anything so far, it’s that the world is not “stabilising” — it’s re-ordering.

And for Jamaica, that reality is no longer theoretical. It’s physical. It’s economic. It’s personal.

When Hurricane Melissa tore through the island in late 2025, it wasn’t just another weather event. It was a reminder that climate change has shifted from being a future concern to a present-day force that can disrupt infrastructure, livelihoods, and entire sectors at once. Roads, bridges, water systems, housing stock, agriculture outputs, and tourism operations do not recover on vibes. They recover on cash flow, logistics, and time — all of which become harder to secure after a major shock.

At the same time, Jamaica’s economy is still leaning heavily on familiar pillars: tourism, remittances, and traditional domestic businesses serving local demand. These pillars matter. But what’s becoming clear is that they are not enough for the level of volatility we are walking into.

This is why Jamaica must begin thinking more seriously about one critical shift: building more service-based businesses that can sell to the world.

Tourism is strong — but it is still fragile

Let me be clear: Tourism is one of Jamaica’s strongest engines. The country has posted major earnings and record or near-record arrivals in recent years. That’s impressive, and it speaks to the strength of Jamaica’s brand, culture, and global appeal.

But tourism is also a sector that is increasingly exposed to factors Jamaica cannot control:

• extreme weather and climate disruption

• global travel demand swings

• airline capacity constraints and route changes

• shifts in consumer spending during downturns

• rising competition from destinations investing aggressively in infrastructure and systems

Tourism can be booming one quarter and battered the next. A storm doesn’t only damage hotels, it disrupts airlift, roads, utilities, staffing, agriculture supply chains, and the visitor experience. It can also trigger a perception problem: travellers don’t always return immediately after a major event.

So, yes, tourism remains important. But in the new climate reality, we should treat it as a powerful sector that still needs economic backup.

Climate change is now an economic design constraint

For Small Island Developing States, climate risk is not a line item. It’s a business environment.

Every storm creates compounding costs:

• rebuilding infrastructure

• higher insurance premiums

• disrupted agricultural cycles

• postponed investment plans

• increased public debt pressure

• lost workdays and delayed production

And here is the uncomfortable truth: Physical industries absorb shocks differently than digital services.

A farm can’t “pivot” mid-season. A hotel can’t teleport guests. A manufacturer can’t ship if ports and roads are disrupted. A retail business can’t sell if inventory is delayed and electricity is out.

But a service business — especially one built digitally — can continue operating with far fewer dependencies. When your product is expertise, output, analysis, design, software, or customer support, the business is less tied to physical supply chains and more tied to talent and connectivity.

That distinction matters in the age of climate disruption.

The hidden vulnerability: Earning is too locally concentrated

Another issue that Hurricane Melissa exposed is the risk of earning mainly from one economy.

When households are under pressure, spending contracts. When tourism slows, businesses that depend on tourism feel it immediately. When infrastructure is disrupted, local commerce slows.

If most income generation is tied to local demand, then shocks don’t just harm gross domestic product (GDP) — they squeeze household stability. And when household stability declines, people start considering the option the Caribbean has always used as a pressure valve: migration.

People don’t leave their country because they want to abandon it. They leave because opportunity and stability feel scarce. This is why service-based businesses aren’t just an “entrepreneurship trend”. They are a national resilience strategy.

Service-based businesses bring in fresh income without shipping containers.

The most important economic difference between many traditional small businesses and service-based businesses is simple: Traditional businesses often recycle money within the local economy. Service businesses can bring new money into the country.

When you export services — marketing, software, design, customer success, research, analytics, cybersecurity, training — you can earn income from clients in North America, Europe, and beyond, while your cost base remains largely local.

Yes, service businesses still use international tools: software subscriptions, cloud services, ads. But those costs are typically manageable on a personal or SME level, and they scale differently than inventory-heavy models. In many cases, the ratio is favourable: relatively modest foreign costs, with the potential to earn foreign revenue.

And Jamaica already has momentum here.

The country’s Global Digital Services/ICT-business process outsourcing (BPO) sector has been positioned as a major services export, with significant employment and investment activity. Beyond BPOs, global demand for remote services is expanding across marketing ops, data services, customer success, cybersecurity support, AI workflow set-up, and digital training.

This is where Jamaica’s competitive advantages can shine: English-speaking talent, cultural fluency, time zone alignment, and a global brand that already commands attention.

What Jamaica should prioritise next

If Jamaica is serious about strengthening resilience, the push towards services needs to be intentional. That means prioritising businesses and skills that:

• can sell internationally

• are not dependent on heavy imports

• can scale beyond Jamaica’s population size

• build globally transferable skills

• create options that reduce forced migration

Think: global business services (beyond call centres), digital marketing, creative production, AI implementation services, cybersecurity and compliance support, online education and training, niche software and platform businesses, and creative IP services.

The goal isn’t to abandon tourism, agriculture, or manufacturing. The goal is balance. Jamaica needs a stronger second engine — one that can keep earning even when the weather, the airports, or the global travel market becomes unpredictable.

Because in 2026 resilience is not about optimism; it’s about building an economy that can keep moving when conditions change.

Keron Rose is a Caribbean-based digital strategist and digital nomad currently living in Thailand. He helps entrepreneurs across the region build their digital presence, monetise their platforms, and tap into global opportunities.

Through his content and experiences in Asia, Rose shares real-world insights to help the Caribbean think bigger and move smarter in the digital age.

Listen to the Digipreneur FM podcast on Apple Podcasts, Spotify, or YouTube.