For years, Best Buy Gold Shop was part of the commercial rhythm of High Street in Black River. That chapter ended abruptly on October 28, when Category 5 Hurricane Melissa tore through the town and erased decades of work in a single night.
The business, operated by Joan Palmer, was overwhelmed when the storm shattered its glass frontage and opened a direct channel for floodwaters rushing in from both the river and the sea. What followed was total displacement: inventory carried out by the current, remaining stock waterlogged, and only a small fraction of goods spared because they were stored upstairs. The financial hit, by Palmer’s own estimate, ran into the millions.
Reaching the property the following day was impossible. Roads were choked with debris and fallen trees. When access finally came, the scene was unrecognisable — merchandise strewn, floors soaked, and no viable path to reopening. The closure was permanent, immediately costing three employees their jobs.
The damage did not stop at the storefront. Palmer’s rented home in Black River was also badly affected, with furniture and personal belongings destroyed. The storm extended its reach across her household: her husband’s furniture business and her son’s phone shop, both located nearby, also suffered heavy losses. What might have been manageable in isolation became overwhelming in combination.
Yet the response was not retreat.
With the Black River location no longer viable, Palmer relocated her business activities to Junction, St Elizabeth, roughly 25 miles away. Space was made available through her son, allowing both she and her husband to resume trading, albeit on a smaller and more cautious scale.
The restart has been slow, but measurable. Customers from Black River have begun to find their way to the new location, driven largely by necessity as retail options in their former town remain limited. Support also came from parts of Palmer’s supply network, with distributors in Kingston and Montego Bay extending goods on credit to help her restock.
To accelerate recovery, Palmer leaned on a long-standing relationship with JN Bank Small Business Loans, where she has been a client for nearly a quarter century. Financial support was structured to prioritise continuity: existing obligations were adjusted, repayment terms extended, and additional financing provided to stabilise operations and rebuild inventory.
From the lender’s perspective, Palmer’s experience was not unique. Many small businesses affected by the hurricane faced similar pressures — damaged premises, lost stock, idle employees, and ongoing fixed costs that did not pause for the disaster. The institutional response focused on rapid intervention rather than rigid enforcement, with on-site visits and customised restructuring aimed at keeping businesses alive rather than solvent on paper alone.
Today, the losses remain real, but so does momentum. Palmer credits faith, timing, and practical support for carrying her through the reset. Her message to other entrepreneurs affected by disaster is direct: engage, communicate, and don’t disappear when the damage feels final.
The storm closed one door permanently. The recovery, however, opened another — smaller, harder-won, but very much in operation.
