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Coming to a Head

 

Brewer and owner Matt Tarlechi

Brewer and owner Matt Tarlechi

Matt Tarlechi says many people assume that he found a home for his fledgling brewery and then attached a name that spoke to that location.

Truth is, he and friends had long before settled on the name Abandoned Building for this venture — he’s from Philadelphia, and, apparently, there were a lot of abandoned buildings there at the time — and then went about securing a home that, well … fit that description.

He found one, sort of, in the complex of mills on Pleasant Street in Easthampton. The spot chosen, in the sprawling Brickyard Mill, wasn’t exactly abandoned, but it was vacant, having last been occupied by a manufacturer of plastic bags and similar products.

A decade or so after settling in, Tarlechi and a growing staff now numbering 14 have found more than a home. They’ve found a place — among the growing number of breweries in Western Mass., in the community of Easthampton and the surrounding area, and, increasingly, on the list of intriguing destinations on Friday night.

Indeed, in addition to producing a wide variety of brews with names like Dirty Girl IPA, Galactic Insanity (another IPA), and Cool Beans, a cold-brew coffee stout, ABB, as it’s called, has become well-known for its Food Truck Friday, which is just what it sounds like — the gathering of a few food trucks, some live music, and cold brews in the mill’s parking lot.

“We had a good amount of time to establish ourselves as a craft brewery that puts out consistent beers throughout the year. And we’ve had a lot of customers who have been here since early on that we still have today.”

“We set up tables and chairs, and we invite three to five different food trucks to come out,” he explained. “We also have live music and provide beer in the beer garden. We do it 16 times a year, and it’s become a staple in Easthampton for families, friends, and visitors.”

On a good night — and weather is usually the biggest factor — these events will draw more than 700 people to the mill, he said, adding that they have become part of the fabric of the community and succeeded in helping to make Easthampton, a former mill town that has evolved into a center for hospitality and the arts, into a true destination.

Ten years on, Tarlechi told BusinessWest, his brewery has really found its place, and the business plan essentially calls for more of everything that has gone into the success formula. And there are many ingredients — from the beers to the food trucks to the growing appeal of the created event space, which will soon host a wedding, but is better-known for wedding-rehearsal parties, showers, birthday gatherings, and the like.

Overall, the craft-beer landscape has changed considerably since ABB first opened its doors, with a huge increase in competition across the 413. But that competition has only helped in some ways, as we’ll see, and this venture has a name and track record for excellence that are well-grounded.

“One of the great things that has been an advantage to us is that we did get in here early on — we’re coming up on 10 years early next year,” he explained. “So we had a good amount of time to establish ourselves as a craft brewery that puts out consistent beers throughout the year. And we’ve had a lot of customers who have been here since early on that we still have today.”

Abandoned Building Brewery

Abandoned Building Brewery has steadily added to its portfolio of Belgian-style beers over the past decade.

For this issue and its focus on breweries and wineries — a growing and ever-more-intriguing component of the region’s business community — BusinessWest opens the tap on Abandoned Building Brewery, which arrived with a brand, but has increasingly made a name for itself within the 413.

 

Perfecting His Craft

Tarlechi is an engineer by trade. But like many who start breweries, he was bitten by the home-brewing bug, and what started as a hobby while he was in college — California Polytechnic State University in San Luis Obispo — eventually became his career.

“The science-y part of me was into the chemistry behind brewing, and the tinkerer in me was into all the fun setups of the home-brewing process,” he explained. “And throughout the end of college, and then grad school, and into my professional career, I was always doing home brewing on the side, entering competitions, earning a couple of medals.”

“The science-y part of me was into the chemistry behind brewing, and the tinkerer in me was into all the fun setups of the home-brewing process.”

After college, he returned to the Philadelphia area, where he grew up, and started work as a civil engineer in Valley Forge while home brewing on weekends.

His life, and career, took a dramatic turn after several visits to high-school friends who were attending Hampshire College. He would bring his home brews with him for these gatherings, and, after a while, his friends began to encourage him to take his brewing beyond his home — and into their backyard, figuratively speaking.

“They were saying, ‘there’s not a lot of breweries up here; you should start one in Western Mass.,’” he recalled, noting that the landscape was much different than it is now when it comes to players in the craft-brewing industry within the 413.

Food Truck Fridays

Food Truck Fridays at Abandoned Building Brewery have become part of the landscape in Easthampton, drawing people from across the region and beyond.

Indeed, there were a few established players in the region, but not many, and there was certainly room for more.

“I started doing some research, looking at the different towns,” he recalled. “At the time, I was only visiting a few days at a time, so I didn’t know the area really well. I started visiting more, looking at more of the area, and trying to figure out what breweries were up here. Back in 2013, there weren’t many — Berkshire Brewing, Lefty’s, Opa Opa was around, Northampton Brewery … those were the mainstays. The craft-beer explosion hadn’t really taken off here yet.”

Fast-forwarding a little, he said he drafted a business plan and started looking for a location — one that would go with the name Abandoned Building Brewery.

“Luckily, there were a lot of old mill buildings here in the Valley,” he said, adding that his search brought him to Holyoke, Chicopee, and other communities before settling on space in the Brickyard Mill on Pleasant Street in Easthampton, a former felt factory that had become home to a large recording studio, an electrician, a plumbing business, and a host of other tenants.

The space in question had been vacated by Yankee Plastics several years earlier, he went on, adding that it was well-suited to a brewery operation, needing only some cosmetic work, which he undertook almost entirely himself — paint, refinishing the floors, and adjustments for equipment.

“Having a really awesome space for people to visit has been at the core of moving us forward through the years.”

With the space secured, he commenced brewing in early 2014, focusing on Belgian-style brews, which makes this venture unique in many respects.

“These beers are not extremely popular in the broader craft-beer sense, like IPAs, brown ales, and stouts,” he explained. “But they’re popular enough, and they’re fun beers to make, like our Belgian Saison, which translates to ‘summer.’ It’s a lighter beer; it’s very unique in that the yeast, which is the showcase of the beer, gives it a lot of unique flavors — a lot of pepperiness, a lot of spice. We don’t add any of these things to the beer — it’s all about how you treat the yeast during fermentation.”

Meanwhile, Tarlechi and his growing team have expanded and further renovated the space, building out a larger tasting room several years ago and adding an outdoor beer garden, while also taking full advantage of a municipal project to pave the back parking lot. These steps have made the brewery more visible and more accessible.

Mike Cook (left) and Will Meyer

Mike Cook (left) and Will Meyer opened their Vegan Pizza Land trailer at Abandoned Building Brewery in May.

“Before, it really lived up to its name of being an abandoned building — people were wondering what was going on back here when we first moved in,” he recalled. “But the city and the building owners got this grant money, and they were able to improve utilities — electrical, water — and add the parking lot you see now.”

 

Draught Choice

Over the years, ABB has added a number of new labels to the portfolio while continuing to produce many of what could be called its legacy brews, including Dirty Girl, a Western-style IPA; Galactic Insanity, a New England-style IPA; and Curbside Pils, a Bohemian-style Czech pilsner that has become a staple of the brewery.

Additions over the years include Lola’s Saison, a pale-golden-colored, Belgian-style farmhouse Saison; Oktoberfest, ABB’s interpretation of a classic Marzen-style brew; Odin Quadrupel, the most complex Belgian-style ale in the portfolio — and the beer that started Tarlechi down the path to opening ABB — and Zappa Zappa Zappa, another New England IPA featuring a new and esoteric hop called Zappa.

These beers and others are available in the tap room, and also in cans in package stores across the region, said Tarlechi, adding that, like most breweries in this region, cans became the distribution model of choice, rather than ‘growlers,’ the large, half-gallon glass jugs that were popular several years ago, or the smaller bottles.

“It turns out that the aluminum can is actually a much better vessel for containing beer,” he explained, noting that a mobile canning operation comes to the brewery three or four times a month. “It doesn’t let any light in, the seal on it is much more durable than a bottlecap, and it’s easier to ship and easier to store.

“Once the cans came onto the market, it really changed everything — it allowed us to get into more locations,” he went on. “It’s a lot easier to sell to retail package stores with cans — they’re a little more attractive.”

But, as noted earlier, this venture has become about much than the beer, although that is still, and always will be, the main attraction.

Which brings us back to the space, to events like Food Truck Fridays, and also to a food truck that has become a permanent part of the landscape in Easthampton, one selling vegan pizza. They all factor large in the business plan moving forward.

“Having a really awesome space for people to visit has been at the core of moving us forward through the years,” Tarlechi said, adding that the space has certainly evolved over the years and has become a destination of sorts, especially with the two other breweries in town — New City Brewery and Fort Hill Brewery — creating a sort of Easthampton craft-beer trail. “Having dedicated spaces where people can go and hang out and bring their friends … you almost need to have that these days.”

Indeed, while ABB draws most of its visitors from the 413, others are coming from Connecticut, New York, and the Boston area as well.

They come for the beer, he said, but also the food trucks and the live music on Friday nights, which have become somewhat of a tradition in the region. They start in May and end in October (sometimes with space heaters), and, as noted earlier, they draw several hundred people to the mill on Pleasant Street.

“I’ve tried to keep the same equation since we started,” he told BusinessWest. “We provide the tables, the chairs, the food trucks, and the music, and that’s it. People come, bring their friends, and … community just kind of happens at these events.”

 

When It Rains, They Pour

The weather has not been kind to Food Truck Fridays — or many other business endeavors — this summer, said Tarlechi, noting that this is a rain-or-shine event, and on at least occasions, it’s been the former.

Still, the show has gone on, albeit with smaller crowds and a maybe one or two fewer food trucks.

But the tradition — where, again, community just kind of happens — will continue, he said. In fact, it has become part of the vision and the business plan at this brewery, a venture that, 10 years later, has found not only a home that conveys its name, but a distinctive place within the 413.

Community Spotlight Special Coverage

Community Spotlight

 

Mayor Will Reichelt

Mayor Will Reichelt says planning is underway for West Springfield’s 250th birthday, with anniversary-themed events slated for each month of the year.

Once the 17 days of the Big E Fair begin, Gene Cassidy settles into a routine he’s followed for years now.

His day starts early, with a few minutes in his office in the Brooks Building, before he gets into a golf cart and proceeds to his ‘other office’ in the Hampden County building. Along the way, he stops in with employees in the parking area, the ticket booths, and other areas to get a sense of how things went the day before and what would be expected in the hours to come. And to stress, again, the importance of these 17 days to the overall health and vitality of this West Side institution.

“I remind people that they can make the difference between someone who’s a patron having a good day or a bad day,” he said. “Or I’ll thank them if the day before was pouring rain … I’m very conscientious about making sure that people understand that we make 87% of our revenue in 17 days. The people who work here, they have to know how important their role is to delivering to the fairgoing public an experience that’s at the highest level it can possibly be.”

Before any of that, though, Cassidy checks the attendance numbers for the corresponding day of the fair the year before. That number becomes a target and a tone setter, he explained, adding that, if that day from the year before was a washout due to rain, there probably won’t be any trouble matching or exceeding results and moving toward the ultimate goal of improvement over last year. If it was a really good day the year prior, it’s the opposite.

Which means that, this Big E season, there will be some big nuts to crack.

“I remind people that they can make the difference between someone who’s a patron having a good day or a bad day.”

Indeed, the fair set five single-day attendance records in 2022, starting on opening day, and continuing to the second Friday, the second Saturday (when the single-day record was broken and more than 177,789 came through the gates), the second Monday, and the final day. Overall, the 2022 fair came in just shy of the 17-day record of 1,543,470 set in 2018.

“People really responded to the fair last year, and, overall, the weather was pretty good,” Cassidy said, touching on a subject we’ll get back to in some depth later. “People really came out.”

Those new standards set last year, and maybe some others as well, might fall this year, based on what Cassidy has seen in Wisconsin, which just wrapped up its annual fair, as well as Indiana and elsewhere.

Indeed, while inflation remains high, and Americans have plowed through most of the money they saved during the pandemic and are now taking on more debt, attendance at fairs like the Big E is up, said Cassidy, who believes such institutions provide what people are looking for these days.

“We represent the very best of the American way of life,” he said. “The fair is a place for family and friends and camaraderie. The Wisconsin fair recently ended, and they had amazing attendance, and Indiana is going on now, and they had a few record-setting days. People gravitate toward that which satisfies the need for human interaction. Even in years when we have high inflation, people may sacrifice a trip to Disney or a trip to Boston for a Red Sox game to get together with family at the fair.”

West Springfield at a glance

Year Incorporated: 1774
Population: 28,835
Area: 17.5 square miles
County: Hampden
Residential Tax Rate: $15.54
Commercial Tax Rate: $30.58
Median Household Income: $40,266
Median Family Income: $50,282
Type of Government: Mayor, City Council
Largest Employers: Eversource Energy, Harris Corp., Home Depot, Interim Health Care, Mercy Home Care
* Latest information available

The ramp-up to the Big E is always big news in West Springfield, and this year is no exception. But there are other developing stories, as they say, starting with the community’s 250th birthday in 2024; a major, as in major, upgrade of Memorial Avenue, the mailing address for the Big E and many other businesses; and the opening of the town’s first cannabis enterprises.

Mayor Will Reichelt said planning for the 250th is well underway, with a full slate of events set, starting early in 2024 and continuing throughout the year.

That slate includes a 250th Leap Year celebration on Feb. 29, with specifics to be determined; a 250th Ball, slated for May 18; a parade and block party in June; a golf tournament and 5K in July; a parade in August … you get the idea.

As for the massive, $26 million upgrade to Memorial Avenue, work is already underway, said Reichelt, noting tree-removal work and other initiatives, and it will ramp up considerably over the next few years, bringing improvement to a major thoroughfare, but undoubtedly some headaches as well.

For this, the latest installment of its Community Spotlight series, BusinessWest takes an in-depth look at West Springfield and the many things happening in this community, starting with the annual fair.

 

On a Good Run

Reichelt was among the competitors at the recent Ironman competition that wove its way through several area communities, including West Springfield — and a stretch of the Connecticut River for the swimming part of the competition.

He finished in just under seven and half hours — the top finishers came in at just over four hours — a time that he will look to improve upon next year (yes, he’s already committing to doing it again).

“Even in years when we have high inflation, people may sacrifice a trip to Disney or a trip to Boston for a Red Sox game to get together with family at the fair.”

“I bought an Ironman training guide and wrote my time for this year and my projected time for next year,” he said, adding that the target for the 2024 event is to get under six hours. “If I start training now, I think I can get there.”

The Ironman is one of many events already on the 2024 calendar — or soon to announce official dates — that will take on the flavor of the 250th anniversary, everything from St. Patrick’s Day activities to the block party, which will embody elements of a Taste of West Springfield event that was a staple in the community for many years.

Overall, planning for the 250th is ongoing and will ramp up over the coming months, said Reichelt, noting that, while the actual 250th birthday is Feb. 25, this will be a year-long celebration.

Gene Cassidy

Gene Cassidy says the Big E came close to setting a new 17-day attendance record in 2022, and if the weather cooperates, it might accomplish that feat this year.

By the time it’s over, some major thoroughfares will look considerably different, he said, starting with Memorial Avenue. By this time next year, a project that has been nearly a decade in the making will be well underway, he noted, adding that highlights of the ambitious undertaking, designed to improve traffic flow, will include a reduction of lanes from four to three along a stretch by the Big E, with reconstruction of traffic islands to allow for better turning in and out of businesses along the street. The stretch from Union Street to the Memorial Bridge will also feature a bike lane.

In addition, water and sewer mains are being replaced, and drainage systems will be improved, he said, adding that the project will take several years to complete.

Meanwhile, the city will soon commence work on another major infrastructure project in its downtown area.

It includes construction of a roundabout at the intersection of Westfield and Elm Streets, an area that has seen renewed vibrancy with the opening in recent years of new restaurants and the redevelopment of the former United Bank building into a mixed-use facility called Town Commons. Also planned are improvements to the town common, with new sidewalks, tree plantings, and more.

Beyond infrastructure, there are some new developments within the business community as well, said the mayor, noting that the town’s first cannabis dispensaries — the community was a late entry in this sweepstakes — will be opening in the coming weeks, with one on Memorial Avenue near the bridge, and the other on Riverdale Street.

Meanwhile, the town continues to work with Amherst Brewing on redevelopment of the former Hofbrahaus restaurant just off Memorial Avenue — a project that has been paused with hopes that it can be restarted — and plans are being forwarded, by the same group that redeveloped the former United Bank building, to redevelop a long-closed nursing home off Westfield Street, with housing being the preferred option.

 

Fair Game

As he talked with BusinessWest about the upcoming Big E, the weather, and the overall goal of matching or exceeding last year’s numbers, Cassidy got up from his desk and retrieved his notes from previous fairs.

In deep detail, he has recorded not just the attendance for a given day, but the weather and other factors that might provide deeper insight into those numbers.

Especially the weather.

Indeed, Cassidy goes much deeper than ‘rain,’ ‘sun,’ or even ‘partly cloudy’ to describe a day. Much, much deeper.

“We missed the 17-day record last year by just a little bit, and the reason we missed it is because we had five days of rain,” he explained. “I often laugh, because people will say ‘oh, the weather was great year.’ Well, it was great on the day they came.”

Running back over his notes, Cassidy revealed the level of detail given to cataloguing, if that’s the right term, each day of the fair, so that the numbers can be fully understood and put in their proper context.

“That first Sunday was a threatening mix all day; Monday and Tuesday were heavy rain; Monday, there was sun at 5 p.m.; Tuesday, there was sun at 2 p.m., and it was very hot,” he said, reading from his notes. “The first Thursday, there was heavy rain with lightning all day. And the second Monday was pleasant, but there was serious rain at 5:30, and the people ran out — although we had a very big day that day. We had a big day on the final Sunday, but it was cold and overcast.”

All this serves to show the importance of weather to the success of the fair, Cassidy said, adding that this isn’t lost on anyone at the fair, with everyone involved hoping that the seemingly constant rains that have swollen area rivers and damaged crops of all kinds will take a break in mid- to late September.

Beyond weather, Cassidy also likes to talk about what’s new at the fair, starting with entertainment, but also food.

Regarding the former, the 2023 fair will feature an eclectic mix of musical acts, including John Fogerty, Bachman-Turner Overdrive, Parker McCollum, Jimmy Eat World, Quinn XCII, Chris Young, and many more. As for the food, Cassidy teased that there is an intriguing new addition for the 2023 fair, but he couldn’t announce what it was at the moment.

What he did say is that food has come a long way — a long, long way — over the past few decades, with offerings that go well beyond traditional fair food and also beyond the ‘everything that can possibly be fried’ category as well.

“The food is so different today than it was 20 years ago, when it was more fair food,” he told BusinessWest. “There is a lot of high-quality food here, and it has nothing to do with being fried. The food today is so much more creatively put together. You can get steak tips with real mashed potatoes and fresh vegetables; no one thought you could buy that on a fairgrounds 20 years ago.

“When I first started in the fair industry, there were hamburgers and hot dogs and cotton candy and candied apples; there was a guy who made sausages,” he went on. “Today, the quality of food, the abundance of it, and the diversity of it are significantly different.”

Some of these eclectic offerings are available at a new area that made its debut in 2022 and will return this year. It’s called the Front Porch, and it promotes small businesses, many of them taking their first opportunity to showcase their brand, Cassidy said.

Last year, there were nine or 10 businesses participating, and this year, there will be seven or eight, to provide the ventures with more room to operate, he said, adding that some will be back from last year, while others will not, primarily because they’ve moved on to brick-and-mortar operations.

“It’s a fun way for people to get their feet on the ground,” he said, adding that the Front Porch has become an intriguing and popular addition to the landscape at the Big E — and one more reason for folks to show up in West Springfield … and maybe break a few more records.

Features Special Coverage

Celebrating a Legend

Sr. Mary Caritas

Sr. Mary Caritas

Sr. Mary Caritas, SP turned 100 on Aug. 22. It was a day to be celebrated in almost every respect, with one sad note, if it can be called that.

She decided that would be the day she turned in her driver’s license (it expired then, actually), saying goodbye to at least the driver’s seat of the Toyota RAV4 that she had come to know and love, and a small SUV that gave her something she’s never really had throughout her long and remarkable life — a break from being vertically challenged.

“All my life I’ve been looking up at … everything,” said the diminutive (in physical size only) Sr. Caritas, called ‘Little Sister’ by some in the Sisters of Providence over the years. “In that RAV4, I’ve been sitting on top of the world, looking down at everything; it’s been such a blessing.”

When asked why she gave up her license, she said simply, “I’m going to be sad about it, but it’s the time to do it,” and then elaborated a little.

“My balance isn’t as good as it used to be, my gait isn’t what it used to be, and my reaction time isn’t what it used to be; at 100, what do you expect?” she said in summing up her decision.

Maybe her balance is slipping, but her sense of humor, one of many enduring qualities, is as sharp as ever. Indeed, when she talked about her longevity and juxtaposed it against the knee replacement she underwent at age 97, she said matter-of-factly, “I need to live long enough to get my money’s worth.”

No one doubts that she will.

While she has given up her driver’s license and no longer sits on any external boards — “they all want younger boards these days, and I skew the age higher … much higher” — the dynamic Sr. Caritas, born Mary Geary, remains active on many levels.

She’s active with the Sisters of Providence, with matters for the diocese, such as deciding the fate of some of the buildings on the former Brightside complex still to be repurposed; on the golf course — although she’s not playing as much as she once did because others are having health issues — and as a mentor to many.

“The word that comes to me is indefatigable — no matter what the problem is, the task, or the role, she engages herself and gathers others around her.”

And if you watch Jeopardy! or the nightly news, you might catch her in a TV ad reciting the track record of Springfield Mayor Domenic Sarno, who is one of several candidates jockeying for votes in the primary coming up later this month. “I’m not out there holding signs for anyone,” she said, adding that she can’t even vote in Springfield. “But if someone asks me my option of Mayor Sarno, I’ll give it to them.”

And if you keep watching, you might see her in one of several different testimonial ads for car-dealership owner Gary Rome. “Someone put a camera in my face, asked me what I thought of Gary, and they made it into a commercial.”

She’s in these ads, presumably, because she’s extremely well-known and possesses a name, and a voice, that people trust. And when she talks, people listen. She’s earned that trust, and that willingness to listen to what she says, through roughly eight decades of service and involvement in this region, often at the highest levels.

Indeed, over the years, Sr. Caritas has been asked to do lots of things — from managing Mercy Hospital to solving the odor problems at Bondi’s Island. She’s rarely said no — when given assignments by the ministry, she really couldn’t say no — and has almost always succeeded with the task she’s been given.

In many respects, she’s risen to legend status, one of few in the 413.

“Sr. Caritas has been called a legend in her time, and that’s rare,” said Sr. Kathleen Popko, SP, president of the Sisters of Providence, who has served beside her colleague in many capacities for decades now. “From my perspective, she’s coached, inspired, and facilitated the growth of so many people and organizations. Her résumé is astounding, and the number of awards she’s received is amazing. She’s amazing.

“The word that comes to me is indefatigable — no matter what the problem is, the task, or the role, she engages herself and gathers others around her,” Sr. Popko went on, using the present tense, as we will throughout this piece. “Just think of her nickname, ‘Sr. Sludge,’ and how she dealt with the Bondi’s Island odor problem.”

For this issue, BusinessWest sat down with Sr. Caritas on the occasion of her 100th birthday to talk about her life and career — and where she found all the energy that drove her, and continues to drive her today.

Century Unlimited

On the door to Sr. Caritas’s apartment at Providence Place in Holyoke, there’s a cloth sign hanging on a hook that reads “Golf suits me to a tee.” Below that, there’s another sign featuring the ‘golfer’s prayer’ — “May I live long enough to shoot my age.”

She certainly has lived long enough, but, by her reckoning, she’s never accomplished that rare feat. Indeed, golf has always been a hobby, and sometimes a time and place to get work done. But, by her own admission, she’s never been very good, although, as most everyone knows, she has a hole in one to her credit, at the 10th hole at East Mountain Country Club in Westfield.

While golf has been a constant in her life and something that helps capture who she is, to understand her life and what she has meant to the region, one needs to take in another piece of art hanging in her apartment.

It’s a framed print of an editorial cartoon published decades ago in the Republican. It features a much younger Sr. Caritas (she was 66 at the time), then president of Mercy Hospital, sporting boxing gloves and a sweatshirt that reads, “I love a good fight! Knock out Dukakis.” Explaining the image, she said then-Massachusetts Gov. Michael Dukakis was not supporting the state’s hospitals to the degree that she and others thought he should, and the difference of opinion had turned into a real battle.

‘I love a good fight’ is not a phrase one would likely attach to a member of the Sisters of Providence, but in this case, it fits. Sr. Caritas has never backed down from a fight she thought was important, whether that involved the governor, Congress, making sure hospitals in this region were adequately reimbursed for Medicare, or her lengthy battle to win approval from the Massachusetts Department of Public Health for a cobalt unit for cancer treatment at Mercy Hospital.

These fights have earned her a number of honors and accolades over the years — too many to mention in this space — including several from BusinessWest. Indeed, she and the other Sisters of Providence were honored with a Difference Makers award in 2013, while Sr. Caritas was the first to earn a Healthcare Heroes award in the Lifetime Achievement category in 2017. And last year, she was honored by the magazine as a Woman of Impact.

The awards offer testimony to not only her fighting spirit, but other traits as well, from perseverance to entrepreneurship to innovation, all of which were on display in many settings and in many posts, most of which, as she’s fond of saying, were not of her choosing.

One that was of her choosing was nursing school, specifically the one at Mercy Hospital, this after her parents had convinced her that the best path was to become a secretary — she went to school for the vocation, but failed at it (one of the few times she’s really failed at anything) and went into nursing instead.

She started in that field in 1945 at Mercy — she was going to become a nurse in the Navy, but World War II ended before she could enlist — earning $48 a month. After joining the Sisters of Providence, she was sent to St. Vincent’s Hospital in Worcester as a nurse. But upon making her final vows after her fifth year, in 1949, she was sent back to Mercy Hospital, a move she was thrilled with until she learned that, instead of nursing, she would focus on dietary services.

After receiving a master’s degree in nutrition education at Tufts University and undertaking a dietetic internship at the Francis Stern Food Clinic at the New England Medical Center in Boston, she was assigned to be administrative dietitian at Providence Hospital in Holyoke.  After seven years in that role, she was told she would become CEO of St. Luke’s Hospital in Pittsfield, where she would eventually oversee a merger with Pittsfield General to create Berkshire Medical Center. And just as she settled into that role, she was elected to be president of the Sisters of Providence, a role she served for eight years before taking the helm at Mercy Hospital.

“Every role I’ve had in the community is the best role I’ve ever had,” she told BusinessWest. “It always came about as a surprise, and not a happy one. But it always turned out to be the best time I had.”

Sr. Popko agreed.

“She oftentimes says that we understand God’s providence only in the rearview mirror,” she said of her colleague. “She had her plans, and life, meaning God’s providence intervened. She took on those roles, she educated herself and learned how to do them, and then moved on with her own personality, courage, daring, energy, and enthusiasm, and made a success of herself — and them.” 

Still a Driving Force

Sr. Caritas told BusinessWest she had no real plans for her 100th birthday — beyond retiring her driver’s license.

There was a large party for her, hosted by members of the Tremble family (owners of Valley Communications) early this month, and hers was one of the August birthdays celebrated at Providence Place on Aug. 16. Another party will take place at Mercy Hospital in September. It will take the form of a benefit for establishing a nurse’s scholarship in her name.

“How could I say no to that?” she asked rhetorically, noting that she didn’t want a party. “Nursing was my first love.”

And it still is, some 70 years or so since she left that role to become a dietitian. There have been many positions and many settings since, but as she turns 100, Sr. Caritas displays only a few signs of slowing down. Her driver’s license is one, but that won’t keep her from being active, especially with the Sisters of Providence and its many initiatives; she currently serves as vice president of the congregation and is actively involved with the redevelopment of the former Brightside property, already home to Hillside of Providence, a low-income elderly-housing facility, where residents are part of the PACE (Program of All-inclusive Care for the Elderly) initiative.

There are several ‘cottages’ left to be redeveloped, she said, adding that their condition is deteriorating and, thus, their fate is uncertain.

“We’re in the process of selecting an architect, and hopefully we’ll be redeveloping those buildings because the walls and the roofs are fine; hopefully, we can salvage them and recondition them.”

While looking ahead, Sr. Caritas (that name translates to ‘charity’) looked back on her career and her contributions. And while noting that most everything has changed within the broad spectrum of healthcare, the most basic things haven’t. She referred to her first love, nursing, to get this point across.

“When I was at Mercy, I always used to remind people that they’re more important for who they are than what they do,” she said. “Nursing comes from the word ‘nurture,’ and you have to remember that. Even though all kinds of things have changed, the basic belief, and basic sense of being, is all about that — a nurse is not someone who does something to you; a nurse becomes part of you and becomes part of your recovery process and assists you in things you can’t possibly do for yourself.”

And while she talked specifically about nursing, she said this mindset applies to everyone who works in healthcare, a message she has tried to impart to others throughout her career.

Looking back on that career, she noted that, while she has given much, she has received much in return, especially the opportunity to work with others to change lives and improve quality of life. She said she’s grateful for being given the opportunity to use her time and talents in ways that benefit others — even now, at 100 years old.

“God has been good to me in terms of intellectual energy, and my memory is still pretty good,” she told BusinessWest. “There’s some things I forget, but … I’m blessed.”

People in this region — and well beyond, for that matter — can say the same, for her tireless use of that intellectual energy, and all her other gifts, in many consequential ways.

Make a Wish

When asked how she would get around now that’s no longer licensed to drive, Sr. Caritas said she’ll probably rely on Uber.

She joked that area business leader, philanthropist, and good friend Harold Grinspoon — a bit of a legend himself — sent her a check for $500 so she could start her own account, a check she quickly tried to divert Providence Ministries. (He told her to keep the one he sent and wrote another one of the same amount to the ministry). “All I have to do now is learn how to Uber.”

If she ever does need a ride, there are probably … oh, only a few thousand people in that broad ‘friend’ category she could call and ask for a lift. And they would all be willing to help.

That’s the kind of respect — and, yes, love — she’s earned over a century of caring.

Indeed, while Sr. Caritas celebrates a milestone birthday, the region is celebrating her — and what has truly been a wonderful life.

She’ll have to sit in the passenger’s seat now, but she will always be a driving force for progress in this region.

Features

Getting a Refresh

Diana Szynal

Diana Szynal says the Springfield Regional Chamber is refreshing many of its events, including Super 60 and its Rise & Shine breakfasts.

349.

That’s how many ‘engagements’ Diana Szynal estimates she had during her first year as president and CEO of the Springfield Regional Chamber of Commerce (SRC).

By this, she means in-person meetings, Zoom sessions, phone calls, emails, talks at networking events, and more. These engagements were with a number of different constituencies — chamber members, elected officials, economic-development leaders, directors of others chambers, and more.

And while she believes that’s an accurate number, it’s really just an estimate.

Whatever the total might be, it adds up to a lot of talking — and especially a lot of listening. Through all that listening, Szynal has determined a least a few things. The first is that there is a good deal of momentum concerning the chamber and many of its programs and events, as evidenced by the addition of 45 new members over the past fiscal year. The second is that there is room for change and, in some cases, improvement to better serve members as well as the region and its business community.

So, as Szynal begins her second year at the helm, changes are coming to everything from the chamber’s logo to its nearly 40-year-old Super 60 program; from its slate of breakfasts to its website.

Let’s start with Super 60, since it’s almost that time of year. Actually, it is that time of year, with nominations being sought for a revamped program that will honor businesses and institutions across five categories, not merely the traditional ‘Revenue Growth’ and ‘Total Revenue.’

The new categories are ‘Nonprofits,’ ‘Startups,’ and ‘Givebacks,’ a measure of how much a business gives back to the community. These additions, said Szynal, should provide new layers of intrigue and excitement for a program that hasn’t seem much change over its existence, while also bringing some new businesses to the podium for the awards ceremony.

“What we want to accomplish with these new categories is recognition that there are different measures of success,” she explained. “And it’s a way to award more members across various sectors for their success.”

Beyond Super 60, the chamber will be changing its look with a new logo and tagline, retiring ‘Connect2Commerce,’ she said, adding that this initiative is a work in progress, as is work on the website to make it more user-friendly. Meanwhile, the slate of events for the 2023-24 calendar year has been finalized, and there will be something of note each month, including themed Rise & Shine breakfasts to highlight different sectors of the business community, including sports-related ventures, hospitals, nonprofits, and manufacturers.

“Housing is really a challenge here in the Commonwealth, and particularly in Western Mass. When you think about the barriers to success, oftentimes, the roads lead back to a lack of housing.”

On the legislative side, the chamber will continue its strong track record of advocacy with its legislative steering committee, she said, adding that a housing subcommittee has been added to address an issue identified as a priority by the governor, state legislators, and all of the region’s mayors.

“Housing is really a challenge here in the Commonwealth, and particularly in Western Mass.,” she said. “When you think about the barriers to success, oftentimes, the roads lead back to a lack of housing.”

Overall, Szynal said, the chamber is focused on working to better serve, promote, and connect members, while also forging new and stronger partnerships with other area chambers and economic-development agencies, especially the Western Massachusetts Economic Development Council (EDC).

For this issue and its focus on Springfield, we take an in-depth look at the many ways the SRC is getting a refresh, and what these changes mean for the agency and the region’s business community.

 

Progress Report

When she talked with BusinessWest just after taking the helm at the chamber last summer, Szynal said her first year in that position would be a time to listen and learn.

And is has been exactly that.

The listening, as noted earlier, has been a constant, involving voices with many different constituencies. The learning, meanwhile, has been about Greater Springfield — Szynal, while from this region, has lived and worked mostly in Franklin and Hampshire counties — but also about chambers, this chamber in particular, and what it should be doing to better serve both its members and the region.

What has emerged from this listening and learning is a strategic plan of sorts, one with many components, starting with a focus on collaboration and building partnerships, especially with other chambers in this region, but also other agencies focused on business and economic development.

Szynal said the leaders of the Hampden County chambers now meet every other month. Collectively, they’re piecing together plans for a multi-chamber event — details to come — to take place next March.

“We’re forming really good relationships and seeing how we can work together to each provide better value to our members,” she said, adding that SRC is also working more closely with the EDC on several fronts, especially legislation and advocacy, with Szynal now chairing the EDC’s legislative committee.

“The chamber really hangs its hat on its legislative advocacy and the structure we’ve built around that,” she noted. “But then, forming a bond with the EDC and working together with them on some things will be really great for both of our memberships.”

Meanwhile, the SRC and the EDC are both involved with the recently launched Massachusetts Chambers of Commerce Policy Network, comprised of 10 members from across the state, with plans to expand to include other chambers in 2024.

“The chamber really hangs its hat on its legislative advocacy and the structure we’ve built around that. But then, forming a bond with the EDC and working together with them on some things will be really great for both of our memberships.”

The network is designed to leverage the existing impact and on-the-ground knowledge of these local chambers to provide solutions to policy challenges that hinder the success of the state’s residents, employees, and businesses, Szynal said, adding that one recent issue it addressed was the need to rebuild trust in the state’s unemployment-insurance system after an audit found that $2.5 billion in federal money had been wrongly used by the Department of Unemployment Assistance.

Changes will also be coming to the SRC’s calendar of events, aimed at freshening some traditional programs and gatherings while also boosting participation. And the full slate has been finalized at a relatively early date, giving businesses more opportunity to plan.

The Rise & Shine breakfasts, which have seen a surge in attendance over the past year, have been expanded from four to five and, as noted, will now spotlight different sectors of the economy, starting with the one in September, which will put the focus on what Szynal called the ‘business of sports,’ which is becoming a steadily growing force in the reginal economy.

“We have a quite a few sports-related members, so we’re going to really paint a picture of the impact that sports have on a city,” she said, adding that other breakfasts will turn the spotlight on Springfield-area hospitals and their wide-ranging economic impact (October), nonprofits (January), business focused on the aging of the population (February), and Hampden County manufacturers, with a focus on how things are made (April).

Overall, there will be something every month, Szynal said, listing traditional events such as Super 60 (November), the annual Government Reception (December), the Outlook lunch (March), and a bulked-up Mayors Forum, with nine individuals taking part (May), as well as the annual Fire and Ice cocktail event in May and the annual meeting in June.

Getting back to Super 60, a program with a great deal of history and tradition (it started as the Fabulous 50 and was later expanded), Szynal said that, after more than three decades, it was certainly time for a refresh.

This year’s program will still feature 60 honorees, but, as noted, they will be in five categories, not the traditional two, with the additions designed to identify different ways to recognize excellence and “performance,” she said.

The Startups category will recognize newer, growing businesses, she noted, adding that revenue growth will be the yardstick. The Nonprofits category will be based on the percentage of an agency’s budget spent on programs.

The third addition, Givebacks, will be the most subjective of the five categories, she told BusinessWest, adding that a committee of three will weigh several factors — from the estimated value of what was donated (products, services, and more) to employee engagement — and assign a score.

There will be 12 winners in each category, she said, adding that the changes, which include a streamlined nomination process that allows the work to be done electronically, should breathe some new life into the program and bring new companies and nonprofits into the spotlight.

“We’re excited about these changes and think the business community will be excited as well,” she said, adding that nominations are due Sept. 8, and the annual recognition lunch will take place on Nov. 9 at the MassMutual Center.

 

Bottom Line

Returning to the matter of those estimated 349 engagements from her first year at the helm of the SRC, Szynal said the number is surely higher than that.

Whatever the total is, it represents a great deal of talking and listening, conversations that have translated into a number of action steps designed to make the chamber even more visible, impactful, and responsive to the needs of its members and the community, she said, adding these initiatives are a work in progress, in every sense of that phrase.

 

Community Spotlight

Community Spotlight

 

Natasha Dymnicki, assistant manager of Big Y’s Tower Square location, shows off the new facility, which is off to a solid start, according to company officials.

As he reflected on 16 years in office and his intention to serve another four, Springfield Mayor Domenic Sarno said that, while much has been accomplished during his tenure in the corner office — the longest in the city’s history — “there is still considerable work to be done.”

And that assessment covers many different fronts — from public safety to revitalization of the city’s downtown; from working with the state to design and build a replacement for the troubled Roderick Ireland Courthouse to continuing efforts to improve neighborhoods; from schools to hospitality and tourism.

But it’s especially true when it comes to the broad issue of housing, which has been identified as a both a pressing need and a key ingredient in a formula to revitalize neighborhoods, including the downtown, and spur economic development.

Indeed, housing is at the heart of a number of projects at various stages of development in the city, from the long-awaited restoration of the former Court Square Hotel to the reimagining of the former Knox manufacturing building in the Mason Square neighborhood to the redevelopment of the former Gemini site in the South End.

“It will probably take a full year to really get settled in and fully understand all the nuances of this. It’s a different model, and we’ve been working through a lot of things like staffing and logistics.”

And housing will be at least part of the equation with several other initiatives, from the redevelopment of the Eastfield Mall on Wilbraham Road, which closed its doors last month, 55 years after it opened, to Sarno’s preferred resolution of the question of how best to replace the courthouse (more on that later).

“When you listen to Governor Healey and Lieutenant Governor Driscoll, every other word out of their mouth is housing,” the mayor said. “So, a lot of projects we’re pitching, including Eastfield Mall, have a housing component.”

Beyond housing, though, there are a number of intriguing and mostly positive developments in the city, said Sarno and Chief Development Officer Tim Sheehan, offering a list that includes:

• New restaurants in the Worthington Street/Bridge Street corridor;

• The new Big Y market in Tower Square, a unique addition to the landscape made possible by ARPA money;

• New additions to the outdoor marketing menu, also made possible by ARPA money;

• Some real momentum at MGM Springfield almost five years to the day since it opened; the past three quarters have been the best recorded by the facility when it comes to gross gaming revenue;

• An ambitious infrastructure project involving the ‘X’ in the Forest Park neighborhood, one that is designed to improve traffic flow in that area but also spur business development;

• A project to replace the Civic Center parking garage, a state-funded project that will not only provide needed parking, but also activate neighboring space and create an area outside the MassMutual Center similar to Lansdowne Street outside Fenway Park;

• Considerable response from the development community to a request for proposals to redevelop the vacant or underutilized properties across Main Street from MGM Springfield; and

• Vibrancy downtown, highlighted by a weekend in June when the IRONMAN competition coupled with performances by Bruno Mars and Tina Fey and Amy Poehler brought 50,000 people to MGM Springfield facilities.

“Downtown was alive, it was electric … you had to wait to get a seat at restaurants; this is the kind of vibrancy we want downtown,” Sarno said, adding that there have been many weekends like this over the past several years, and more to come.

The former Knox automobile manufacturing plant in Mason Square

The former Knox automobile manufacturing plant in Mason Square is one of many properties in the city being converted to housing, or to feature a housing component.

As for MGM, the mayor said the casino, the city’s largest taxpayer, has become a partner on many levels — with the city and state on projects like Court Square, and with area nonprofits on several different initiatives — and a key contributor to the vibrancy downtown. “They’ve been critically important to the nightlife of the city, and they’ve been a good corporate citizen.”

For this, the latest installment of its Community Spotlight, BusinessWest takes an in-depth look at the latest developments in the City of Homes, which is focused on many initiatives, but especially creating … well, more homes.

 

What’s in Store?

Reflecting on the few first months the Big Y Market has been open in Tower Square, Clair D’Amour-Daley, the company’s vice president of Corporate Affairs, said it’s going to take more than a few months for this picture to come fully into focus and this unique model to fully develop.

By that, she meant this concept is something totally new, not just for Big Y, but in the broad grocery-store realm itself — at least as far as she and others at the company can determine.

“We have nothing like it, and I’m not sure we’ve been able to model anything quite like it,” she said, adding that this is, in many respects, a scaled-down version of a Big Y supermarket, maybe one-fifth the size of a traditional store, offering many but certainly not all of the items available in one of the larger markets. It was conceptualized to address the food desert that exists downtown, and also meet the identified needs of downtown office workers, as well as people coming into the city for various events and gatherings.

“There are three basic constituents for customers,” she said. “There’s the downtown workers, and there is obviously some ebb and flow there, but we’re coming to understand that market. The second part is the tourism piece, and it has its own cadence. And then, we’re still really learning to tap into the residential community downtown, and that’s significant; we have a lot of customers tell us that they no longer have to walk or otherwise get to our store on Memorial Avenue in West Springfield.

“We want to continue to create market-rate housing, but we’ve also been successful in doing workforce-development housing.”

“We’re learning all those things and learning what types of products to put in, although we’re trying not to make radical changes just yet,” D’Amour-Daley went on. “It will probably take a full year to really get settled in and fully understand all the nuances of this. It’s a different model, and we’ve been working through a lot of things like staffing and logistics.”

Thus far, the store is off to a solid start, she said, adding quickly that, because the model is so different, Big Y is still trying to figure out how to accurately gauge results.

“There are so many variables, and we didn’t want to jump to conclusions right away,” she said. “But it’s been steady; we’re happy with where we are, and we’re just in a wait-and-see mode, waiting for things to settle.”

The Big Y project is one of many ARPA-funded initiatives aimed at helping businesses and, in this case, spurring economic development and improvements within specific neighborhoods, Sarno said, adding that, while most cities have dedicated the bulk of their ARPA funds to infrastructure work (and Springfield has done some of that), certainly, most of the more than $123 million has gone to help small businesses and individuals.

“More than 80% of the ARPA funds we’ve put out have gone to minority- and women-owned businesses,” he said. “We moved very quickly to help prime the pump and help businesses that wanted to stay open at the start of the pandemic and, in many cases, reinvent themselves.”

 

At Home with the Idea

As noted earlier, perhaps the biggest priority for the city moving forward, from the standpoint of both neighborhood improvements and economic development, is housing, the mayor said.

Tim Sheehan, the city’s chief Development officer, agreed, noting that housing is either being planned for, or at least contemplated, at a wide range of sites. That list includes the former School Department building on State Street as well as another project at 310 State St.; the Mardi Gras property on Worthington Street, recently sold by its owner, James Santaniello, for $2.3 million, and other properties on Worthington; the Eastfield Mall site; the properties across Main Street from MGM Springfield, including the Clocktower Building and the Fuller Block; the former Gemini Corp. factory site on Central Street in the South End; a former warehouse building on Lyman Street; and others.

This is in addition to the 90 units being built at the former Knox Automobile factory at 53 Wilbraham Road, a project being undertaken by First Resource Development Corp., which has developed a number of properties in the city, including the former Indian Motocycle manufacturing facility across Wilbraham Road from the Knox property, as well as the Court Square development (75 units), a project at 169 Maple St., and the completed redevelopment of the former Willys-Overland building on Chestnut Street as the Overland Lofts.

This housing comes in many different forms, from ownership housing at the Eastfield Mall site to various types of apartments, including affordable units and another category that is called “workforce-development housing,” Sarno explained.

“We want to continue to create market-rate housing, but we’ve also been successful in doing workforce-development housing,” he noted, referencing housing that, in the case of the Court Square project, is limited to tenants making 80% of the region’s median income. “That’s an important component of what we’re doing, and we need to do this because there’s a housing crisis in the Commonwealth and across the country.”

The mayor went on to say that these housing projects and other types of developments, including new restaurants in the downtown area, convey confidence in the city, its leadership, and its future.

“When I first came into office, people weren’t interested in Springfield — we were second, maybe third on their list,” he recalled. “People would say, ‘what can you expect from Springfield?’ Now, people say, ‘why not Springfield?’”

Sheehan concurred, noting that housing is the preferred reuse for those vacant or underutilized properties across Main Street from the casino.

The city recently issued a request for proposals for redevelopment of those properties and received what he categorized as a very solid response from the development community.

“There were five companies responding — two locals and three nationals,” he said, adding that the city expects to name a preferred developer by the end of this month.

The even better news, he said, is that the nationals were “looking for more” — as in more properties around that area to develop. And there are plenty of them.

“There is a significant amount of underutilization of property in that area,” Sheehan told BusinessWest. “There are portfolios of properties that haven’t been fully utilized for quite some time. The owners have put out pieces of their portfolios to their market, but there is much more to be developed.”

 

A Developing Story

Beyond housing, one of the more pressing issues confronting the city is the fate of the Roderick Ireland Courthouse, the 47-year-old structure that has taken on the name the ‘sick courthouse,’ by employees and others, because of intense breakouts of mold and other issues.

The state has vowed to address these issues, and in June, Gov. Maura Healey announced that the state will commit an initial $106 million toward replacement of the courthouse, a project that will carry a price tag of $400 million to $500 million and could take several years to resolve.

At present, there is no clear path forward, Sheehan said, noting that, also in June, the state Division of Capital Asset Management and Management issued a report identifying 13 properties (11 of them in Springfield and most of them in the downtown area) as potential sites where a new courthouse may land.

The sites were ranked according to factors like proximity to downtown Springfield, access to public transportation, and the physical capacity to accommodate the operations of several courts, and the address topping the list is 50 State St., where the courthouse currently stands. That ranking would appear to favor a plan to move the court to a temporary facility, spend whatever is necessary to renovate the existing structure (or, more likely, build a new one its place), and then move the court back to that address.

Sarno told BusinessWest that considerable time, expense, and aggravation could be saved if the state would embrace a site owned by developer — and Peter Pan Bus Chairman — Peter Picknelly, who has forwarded a proposal for a multi-use development along the riverfront that would include the courthouse, office space, housing, and a marina. The site, which combines property on East Columbus and West Columbus avenues and Clinton and Avocado streets, is on the state’s list of ranked properties, but quite far down: ninth, in fact.

“That’s a game changer,” Sarno said of the Picknelly proposal, which he believes will not only simplify the process of creating a new courthouse, but also spur new development in the city’s North Blocks area. “When I talk to the people at the court, they want to move once, not two or three times. We think we have a very viable proposal in the Picknelly site, and we’re going to continue to pursue it.”

Sheehan said the Picknelly site — or any other site other 50 State St. — would afford the city the opportunity to also redevelop the current courthouse property, which sits across State Street from MGM Springfield and is just a few hundred feet from I-91.

“You would want to have development on that site that is directly related to the anchors around it,” Sheehan said, referring to not only MGM Springfield and the MassMutual Center, but also the housing being built at Court Square and other locations, as well as the Old First Church at 50 Elm St. Built in 1810, the historic structure was sold to the city in 2008 and is currently rented out for weddings and other events.

As Springfield waits for the state to make up its mind on the courthouse, other intriguing projects are moving forward, including the redevelopment of the Eastfield Mall.

The last tenants in the facility moved out in early July, and demolition of the complex is set to begin as early as later this month, Sheehan said, adding that a mix of retail, housing, and support businesses are planned for the site.

 

X Marks the Spot

Meanwhile, in Forest Park, plans have emerged for major infrastructure work at the ‘X,’ the intersection of Belmont Avenue, Sumner Avenue, and Dickinson Street. This is another historic area, and a dangerous intersection, said Sheehan, noting that it has been the site of numerous accidents over the years.

The planned improvements will include modification of traffic patterns, updates to signal equipment, updates to signal coordination, the addition of five-foot bicycle lanes, reconstruction and reconfiguration of sidewalks and pedestrian facilities, accessibility upgrades, the conversion of the Belmont Avenue and Commonwealth Avenue intersection into a roundabout, and more.

“Ultimately, we’re creating a better pedestrian environment, while also looking at how those infrastructure improvements can spur more commercial activity in the area,” Sheehan said, adding that, while there are already a significant number of retail, service, and hospitality-related businesses in that area, there are obvious opportunities for more in each category.

As there are throughout the City of Homes, which stands at its own crossroads of challenge and promise.

Cover Story

President Says It’s Been a ‘Journey,’ but Casino Is in a Good Place

President and COO Chris KelleyPhoto courtesy of MGM Springfield

President and COO Chris Kelley
Photo courtesy of MGM Springfield

In most respects, Chris Kelley says, five years isn’t a long time when it comes to the life of a casino.

But as he quickly draws an analogy to an automobile, or an individual, for that matter, he notes that it’s not the years that count, necessarily … it’s the miles.

“And we’ve run a lot of mileage through the odometer,” Kelley, president and COO of MGM Springfield, told BusinessWest.

By that, he meant that the nearly $1 billion facility in the city’s South End has seen and experienced a lot since it opened to considerable fanfare in late August 2018, enough to make it seem as though it has been in operation much longer than five years.

At the top of that list, of course, is the global pandemic that closed the facility’s doors for four agonizing months and also forced a number of operating changes, some of which have actually paid dividends in some respects.

“We had significant changes on our gaming floor in ways that I never would have predicted could have been possible before COVID,” he said. “We have close to 1,000 fewer slot machines than we did when this property opened, yet we’re making significantly more; we have fewer table games, but we’re making significantly more; we have fewer poker tables, but we’re making significantly more.

“So what we have found is that, through COVID, guests really developed a preference for spacing and the way we arrange and offer our amenities,” he went on. “And the end result is a floor that is much less populated than it was before, but it is much more attractive to our guests. We see that with visitation, and obviously we see it on the gaming end as well.”

But there has been evolution beyond the pandemic, he noted, listing everything from huge changes to the competitive landscape, starting with the opening of Encore Boston Harbor and continuing with other additions in neighboring states, to the introduction of sports gambling in the Bay State, to a lingering workforce crisis that currently leaves the casino with 200 open positions, some of which place limitations on which facilities, especially restaurants, can operate, and when.

“We have close to 1,000 fewer slot machines than we did when this property opened, yet we’re making significantly more; we have fewer table games, but we’re making significantly more; we have fewer poker tables, but we’re making significantly more.”

Through all of this — and, again, it adds up to a lot of miles — MGM has emerged after five years in what Kelley described as a fairly good place, while there is still certainly room for improvement.

He notes that the past three quarters have been the best, from a gross gaming revenue (GGR) respect, since the casino opened. Meanwhile, sports betting has brought additional revenue and an intriguing new element to the operation, as well as a good deal of anticipation as a new NFL season begins in less than a month.

On the entertainment side of the equation, the casino continues to build on a solid track record of success, he said, with recent shows featuring Bruno Mars, Carlos Santana, Tina Fey and Amy Poehler, and a recently announced show presenting Jon Stewart, John Mulaney, and Pete Davidson, set for Sept. 8.

“The MGM Springfield comeback story is alive and well,” Kelley said, noting that this comeback, from the pandemic and everything else, is ongoing. “We have had a pretty extraordinary journey, starting with the parade down Main Street in August 2018; the introduction of a new competitor in Encore Boston Harbor; the closure from the pandemic, something that no one could have anticipated; the impacts from COVID following the closure; the introduction of sports betting; and where we sit now, with record results. At the same time, we’re seeing unprecedented levels of entertainment that we’re bringing into the city, levels that we haven’t seen in decades.

COVID have made MGM more responsive to the wants and needs of members and guests.

Chris Kelley says some of the lessons learned, and changes made, because of COVID have made MGM more responsive to the wants and needs of members and guests.

“We look back with a lot of gratitude and look forward with a lot of optimism,” he went on, adding that, while the current picture is fairly bright, there is ample reason to believe there will be continuous improvement, in part because of the many lessons learned over the past few years. “It has been a journey, and I’m very optimistic as we look ahead.”

 

Doubling Down

Kelley has nearly three decades of experience in the casino industry. Reflecting on those years, he said he’d never been home on New Year’s Eve before — a huge day in this business — and certainly never expected to be in 2021.

But after casinos were allowed to reopen in July 2020 after a COVID-forced shutdown, there were several restrictions placed on those facilities, most of them without precedent. And one of them of them is that they had to close at 9:30 p.m., even as the world was ushering in a new year.

“In a 24-hour business, I had never experienced a New Year’s Eve at home when the clock struck midnight, but that’s exactly what happened,” he told BusinessWest. “We had to reinvent ourselves.”

Reflections on New Year’s Eve at home, and not on the casino floor, is one of countless elements that contribute to Kelley’s comments about miles on the odometer when it comes to this facility’s first five years of operation. Looking back over those five years, and especially his three and half years at the helm, he said they have been a challenging time, but also a learning experience, with some lessons coming unexpectedly during the pandemic, which was, overall, an experience without precedent in the industry.

“The time period that was most impactful was what we went through during COVID,” he said. “We had our challenges even prior to the closure in March of 2020, but we had no expectation of a long closure when it happened. I don’t think anyone did; we thought this would be a short-term impact, and we wound up being closed for four months.”

During that time, the company decided it would, despite not seeing any revenue whatsoever, continue to make the payments to the city outlined in the host-community agreement inked prior to opening.

“That was the first really challenging decision that we had, and it was very difficult to make,” he recalled. “I’m proud of the fact that we made the right decision, which was to continue those payments without question.”

“We have learned, and we have grown, and we have improved, and we’ve done that to the enhancement of the guest experience.”

When the casino reopened in July, he went on, those at the casino knew it would not be business as usual, and as it made mandated adjustments, especially with regard to social distancing, some key lessons were learned.

Kelley refrained from using the phrase ‘silver linings,’ but said there were certainly some good things that came out of the pandemic and that reinvention process he mentioned earlier.

“Ultimately, that has been a great teacher for us; it has been a great benefit for us as operators,” he explained. “We have learned, and we have grown, and we have improved, and we’ve done that to the enhancement of the guest experience.

“One of the reasons why I think we’re seeing record results now is because we’re focused, first and foremost, on the experience of our guests from the minute that they walk through the door,” he went on. “And we’re using that that as a differentiator against a much larger competitive set; we’re competing against two of the largest properties on the planet in Foxwoods and Mohegan Sun and also against Encore Boston Harbor, with a metro population of 5 million versus the 150,000 we have in Springfield.”

Elaborating, and returning to his thoughts on the benefits of a less-crowded gaming floor, Kelley said the team at MGM Springfield is focused less on the volume of offerings and more on having the “right” products, such as the hugely popular Dragon Link and Lightning Link slots.

“We have a very dynamic floor — we’re bringing in new product all the time,” he said. “And we’ve adjusted the spacing on the banks, so when you sit down at a game now, you have a lot more room, you have a lot more visibility — lines of sight to other games — and people really enjoy that.

“Prior to COVID, a lot of the thought process had been, ‘let’s get as many games, as many tables, as you possibly can in any area of the floor,’” he went on. “What we’ve found is that this is not the most effective use of the space.”

These sentiments, he said, are reflected in GGR figures from the Massachusetts Gaming Commission, which show total slot and table GGR of $22.2 million in June, $23.35 million for May, $23.7 million for April, $24.1 million for March, and $23.3 million for the short month of February, continuing a solid run for the casino.

Q1 of 2023 was the best quarter the facility has had since it opened, Kelley said, adding quickly that Q4 in 2022 was the second-best quarter, and Q2 of this year was the best second quarter the casino has recorded. “We’re on a run of the three best quarters in our history,” he said, adding that COVID restrictions were in place through Q1 of 2022, meaning that, once those restrictions were lifted, the numbers started to dramatically improve and outperform even those months before Encore Boston Harbor opened.

 

Odds Are

Moving forward, Kelley believes this run can continue as the casino continues to apply the lessons learned during the pandemic, keep its floor dynamic, market itself aggressively, and create draws to bring guests to the South End facility.

“We do things here that we don’t do anywhere else in the company,” he explained. “Probably the best example is that there is not a Saturday night when we’re not giving a car away; you often see that done on a monthly basis or a quarterly basis — we do it on a weekly basis. So our marketing efforts have become very aggressive and very focused.”

Another element in the recent success formula that will continue is a hard focus on the overall guest experience, personalizing it as much as possible.

MGM’s music and comedy shows

MGM’s music and comedy shows have been a key contributor to vibrancy in Springfield’s downtown, and the casino’s promotions have generated buzz as well.
Staff Photo

“We recognize that we compete against properties that have more hotel rooms, more slot machines, and more restaurants, so the only way we win is by providing a better experience for our guests, a personalized experience that begins when they walk through the door. We have focused our training and our attention on guest service, getting to know our guests, and personalizing their experience when they’re here, and the combination of those three things has been very effective.”

Overall, Kelley said, it takes three to five years for a casino property to “come to life,” as he put it, and reach a certain level of stability. He believes MGM Springfield is at that point, although he quickly noted that the ramping-up process is not done yet.

“I think we’re through a lot of the initial learnings — we packed a lot of life into a short amount of time; we learned a lot, and we’ve changed a lot,” he noted. “That said, particularly in the post-COVID environment, I don’t think you ever stop ramping, and by that I mean that we’ve learned the impact and the importance of a dynamic operating model and bringing continuous improvement into the daily operation in a meaningful way.

“When I think of ramping, I think of making positive change tomorrow that positively impacts the guest experience,” he went on. “From that sense, I don’t think we’re done with by a long shot. This is a property that has not seen its best day, and it’s up to us to continue to change in positive ways to realize that.”

Perhaps the biggest challenge moving forward when it comes to continuous improvement is on the labor front, Kelley said, noting that those 200 openings he mentioned earlier are about three or four times what the number would be in what would be considered a normal labor market.

“And this does impact what we can offer and when we can offer it,” he told BusinessWest, noting that this is especially true with food and beverage operations, which are particularly vulnerable when positions go unfilled or when existing employees call in sick, leaving teams short-handed.

“Our restaurants are all open, but not every restaurant is open every day of the week,” he said, adding that this is not uncommon within the industry and a situation certainly exacerbated by the ongoing workforce issues.

As for sports gambling, he said there is not enough hard data to gauge its overall impact on operations and revenues, but anecdotally, he said it is certainly having an impact, especially when it comes to bringing new life to what had been a quiet corner of the casino floor, where a multi-million-dollar sports lounge has been created.

Kelley noted that, while the majority of sports wagers are made on mobile apps, the lounge has become a destination for Super Bowl Sunday, March Madness, the Kentucky Derby, and other prominent sporting events.

“That place just blows up when you have a big game,” he said, adding that he is looking forward to the first full NFL season since sports gaming was introduced, noting that pro football is hugely popular, not only from a fan perspective, but a gaming perspective as well.

Time will tell how that NFL season impacts the sports lounge … and whether the casino can continue what those who gamble would call a hot streak.

But Kelley is certainly optimistic. As he said, it’s been a journey, one in which many miles were put on the odometer. But the road ahead would seem to be clear, and with fewer hills to climb.

 

Architecture Environment and Engineering Special Coverage

What Goes Around…

 

Frank Antonacci, left, and Jonathan Murray

Frank Antonacci, left, and Jonathan Murray have been leading many different constituencies on tours of the MRF in Berlin, Conn.

Frank Antonacci says he’s lost track of how many tours he’s led of the All American Material Recovery Facility (MRF) in Berlin, Conn., which handles material from across the Nutmeg State and Western Mass.

“Suffice it to say, it’s a big number,” said Antonacci, a principal with Murphy Road Recycling, an operator of several recycling facilities, which, in partnership with Van Dyk Recycling Solutions, suppliers of the system’s equipment, opened the state-of-the-art facility in early 2022.

Since then, in addition to overseeing this intriguing operation, which processes more than 50 tons of recyclable material an hour, Antonacci and Jonathan Murray, director of Operations for Murphy Road Recycling, have been leading individuals and groups through the massive facility to show them what goes on there and why this operation is among the most advanced of its kind in the country — and the world, for that matter.

And there have been many different constituencies donning the bright orange vests, hardhats, and audio systems needed to hear and be heard over the din of countless conveyer belts and sorting machinery. These include elected officials, business leaders, public-works crews, press members (including BusinessWest), and, perhaps most importantly, representatives of the companies that buy the recyclables — and many of them have made the trip to Berlin.

What they take in is a facility that was built with three primary goals in mind: to increase the quantity, quality, and purity of recyclables; to provide an innovative and safe working environment; and to have the flexibility to adapt to ever-evolving consumer habits (more on that later) and recycling market conditions.

And more than a year after it opened to considerable fanfare, this MRF is accomplishing all three, especially with regard to the purity of recyclables, said both Antonacci and Murray, noting that this is something that communities, states, and those buying the recovered products are demanding.

“Today’s curbside material isn’t what it was 10 or 15 years ago. Then, it was heavy on newspaper and relatively clean. Today, everyone reads news online and orders everything from the internet. Today’s stream is full of small cardboard boxes and shipping envelopes and requires that we, as recyclers, innovate and change our thinking around the sorting of recyclables.”

The fully integrated system, replete with artificial intelligence and high-tech scanners, is dedicated to the maximum recovery of all recyclable material, with several second-chance mechanisms in place to make sure valuable material doesn’t slip through the cracks, said Murray, adding that the design includes state-of-the-art equipment to target paper, cardboard, boxboard, glass, and five types of plastic.

Elaborating, he said the system first separates paper from aluminum and other metals and plastic and then digs deeper to identify and sort different types of plastic, such as the PET (polyethylene terephthalate) used to make water and soda bottles, and HDPE (high-density polyethylene) used to make food and beverage containers, shampoo bottles, cleaning-product bottles, and similar products.

“The optical scanners are trained; they’re learning all the time to know what the makeup of a PET bottle is,” Murray explained. “If a scanner’s job is to pick PET bottles, it knows it by reading the makeup of the bottle. Everything else travels on to the next optical scanner, which may be looking for HDPE or milk jugs or laundry detergent bottles; it scans for those and shoots those out.

Murray Road Recycling’s MRF

Frank Antonacci says Murray Road Recycling’s MRF has “moved the industry forward a generation” with its design.
Staff Photo

“The scanners are actually looking for the makeup of what’s in that material,” he went on. “It shoots a blast of air to kick it out or leave it in, and they’re trained at the factory and adjusted, so if we’re seeing a higher level of PET in the mix than HDPE, we can make adjustments so it will recognize that quicker and make sure we’re getting it all out.”

For this issue, BusinessWest toured the massive facility in Berlin and talked with Antonacci and Murphy about this operation, the evolving recycling market, and how the Berlin MRF redefines what would be considered state-of-the-art in this industry.

 

Leaving Little to Waste

Murray calls it the “Amazon effect.”

That’s a term he and others in this industry use to describe the influence of that giant corporation on life in general — and especially the world, and business, of recycling.

“Today’s curbside material isn’t what it was 10 or 15 years ago,” he noted. “Then, it was heavy on newspaper and relatively clean. Today, everyone reads news online and orders everything from the internet. Today’s stream is full of small cardboard boxes and shipping envelopes and requires that we, as recyclers, innovate and change our thinking around the sorting of recyclables.”

And these sentiments effectively and concisely explain what the All American Material Recovery Facility is all about — innovation and changing how people think about recycling and waste-disposal diversion.

“We took a significant amount of risk and leveraged our expertise, as well as a very strong team, to develop what we have here.”

The facility, and the roughly $40 million invested in it, represent another entrepreneurial venture, and gambit, undertaken by the Antonacci family, which was recognized by BusinessWest as its Top Entrepreneurs in 2018 for their creation of an eclectic and highly successful stable of businesses, with ‘stable’ being one of the operative words.

Indeed, this large and impressive portfolio includes a horse farm, Lindy Farm in Somers, which has bred and trained a string of champion trotters; Sonny’s Place in Somers (named after the patriarch of the family, Frank’s grandfather, Guy ‘Sonny’ Antonacci), a huge and continually growing family-entertainment venue; GreatHorse, the high-end, horseracing-themed private golf club created on the site of the former Hampden Country Club; and Murphy Road Recycling.

All of these ventures represented considerable investments and risks, Antonacci said, adding that the MRF in Berlin is no different.

“You’ll see many of the same themes throughout this facility as you would at our other operations,” he explained. “We took a significant amount of risk and leveraged our expertise, as well as a very strong team, to develop what we have here.”

The company looked at a number of recycling facilities starting in 2018 and made the decision to buy the Berlin facility in 2020, at the height of COVID.

“It was a considerable risk and investment at that point,” he went on. “But we knew that there would be life after COVID, and we believed that the region really needed a reliable, scalable solution to handling the growing amount of single-stream material.”

the primary goals for the new MRF

One of the primary goals for the new MRF is to increase the quantity, quality, and purity of recyclables for sale to companies that will use them to make new products.

By single-stream, he noted that recyclables from businesses and consumers come with various materials mixed together, often with materials that shouldn’t be placed in recycling bins but are anyway — from batteries to electronic devices.

This venture represents the expansion and modernization of an existing recycling facility, Antonacci said, adding that everything about the facility is state-of-the-art, a phrase he used early and often in this conversation, because it’s certainly warranted.

“We integrated tried-and-true mechanical separation though screens with optical technology,” he noted as he talked about what is really the heart of this operation. “We have machines that are optically looking at the material to polish any contamination or any mixture of different grades of recycling, and that’s done through highly advanced camera systems with artificial intelligence.”

 

Reading Material

The facility handles recyclables from roughly 100 communities in Connecticut and Western Mass., Antonacci explained, noting that materials from many communities in the 413 are aggregated and then brought to Berlin for processing. Overall, it handles upwards of 1,000 tons of material per day, a huge jump from the 350 tons a day handled by the largest facilities in the area prior to the opening of the MRF in Berlin.

Beyond size and scope, this facility stands out for many other reasons.

Indeed, the operation employs a dozen optical scanners that can identify and separate materials based on their chemical composition, and utilizes robotics and AI to perform additional quality control.

“The quality of the material that we’re able to glean from the blue-bin mix is really remarkable,” Antonacci said. “Leveraging our expertise and that of Van Dyk Recycling Solutions, we’ve moved the industry forward a generation with the design of this plant, based not only on the scale, but on the quality of the materials coming out of here.”

As they were developing the Berlin facility, those at Murphy Road toured a number of recycling operations in this region and other parts of the country, Murray said, with an eye toward adopting best practices and technologies. But there are some things being done here that would be considered unique and groundbreaking, he went on.

This includes a dual-feed system set in parallel lines, Antonacci said, adding that this is a different approach to preparing materials for final processing. Other innovations include the picking stations, where employees handle quality control, which are enclosed in dust-controlled, climate-controlled boxes which place a premium on worker comfort and safety.

“We went through a painstaking effort of keeping people away from places that could harm them,” he told BusinessWest. “We invested heavily in automation to further increase the safety and productivity of the facility.”

Beyond these safety features, the facility was designed to effectively handle ongoing evolution in consumer habits and thus the recycling stream. As he talked about this and pointed to the streams of paper moving along conveyer belts, Murray noted that, despite declines in readership, a large amount of newsprint still winds up in recycling bins.

“We took a significant amount of risk and leveraged our expertise, as well as a very strong team, to develop what we have here.”

But these same bins are being increasingly dominated by both cardboard packaging — that aforementioned ‘Amazon effect’ — as well as myriad kinds of plastic, aluminum, and tin cans.

Overall, the bins are cleaner than they were years ago, he went on, adding that the overall quality of the end product — what is ultimately sold to companies to make new products — is a function of how effectively the different materials, especially the many types of plastics, are separated.

And this is where the All American MRF stands out from other facilities.

Elaborating, Antonacci said this facility’s sorting capabilities extend to polypropylene, used to make everything from yogurt containers to margarine tubs; from Dunkin’ Donuts coffee cups to the packaging for to-go food products.

“This is something that has historically been hard to separate,” he explained. “But we have both the optical technology to look for polypropylene number 5, which those containers are made out of, and there’s also a laser on our optical machine that enables us to see those black plastics — the to-go containers — which most facilities can’t.”

 

Bottom Line

There are ever-larger amounts of polypropylene #5 winding up recycling bins, and the ability to separate it from everything else is becoming increasingly important, said Antonacci, adding that this is just one of the reasons why he and Murray are giving so many tours these days.

People want to see what separates this facility from most others — with the emphasis on separates. It not only represents state-of-the-art in this industry, it defines it.

Construction Special Coverage

Bringing It Home

 

Oliver Layne

Oliver Layne stands in ‘his’ bathroom, with a walk-in shower, one of many projects undertaken by those involved in the JoinedForces program.

Oliver Layne has come to call it “my bathroom.” Others in his family simply call it “dad’s bathroom,” for reasons that will become clear.

This is the small half-bath in his home on Border Street in Springfield, the one that was renovated to include a walk-in shower, something that became a necessity for Layne, a U.S. Air Force veteran of both Gulf wars, after he was afflicted with a rare muscle disease whereby his immune system attacks his muscles. This disorder made lifting his leg to get into a bathtub difficult, if not impossible.

“My day starts off with my cane, by the middle of the day I’m in my walker, and by the evening I’m in my wheelchair — I just get more and more tired throughout the day; I’m very limited in what I can do,” said Layne, whose bathroom renovation was realized through the JoinedForces program administered by Revitalize Community Development Corp. (CDC) and funded by grants from the U.S. Department of Housing and Urban Development and its Veterans Home Modification Program.

That well-thought-out name speaks volumes about this unique program and the many people who are involved in it.

For starters, the name helps convey that this is a program designed to assist veterans, many of whom are disabled and need help to stay in their homes or, in the case of Layne, live more comfortably in their home.

“Veterans are a big part of our focus,” said Colleen Loveless, president and CEO of Revitalize CDC, noting that the nonprofit agency also serves low-income families with children, the elderly, and individuals with special needs through initiatives such as its #GreenNFit and Healthy Homes programs. “Many are looking to age in place in their homes, many have injuries from their service, and this has become a particular focus of ours.”

“Veterans are a big part of our focus. Many are looking to age in place in their homes, many have injuries from their service, and this has become a particular focus of ours.”

The JoinedForces name also hints at how these projects to assist veterans are acts of collaboration, often involving a number of parties, including those at Revitalize CDC, other agencies focused on veterans and their needs, contractors, and area businesses.

That was certainly the case with Layne’s project, and also a coordinated effort to assist Ron Schneider and his wife, Cara, during a recent Volunteer Day initiative.

Schneider, a Vietnam War veteran now battling cancer he attributes to his exposure to Agent Orange, made his living as a general contractor. But his declining health left him unable to undertake many of the projects around the home that would have been so simple years earlier.

Fast-forward (we’ll fill in some details later) to this past spring, when there were two major projects at the Schneider home — one undertaken by a contractor to replace windows that had ceased to open easily, if at all, and the other involving an army (not a term we use loosely) of volunteers from Revitalize CDC and Home Depot to tackle a number of projects, from repairing the patio and driveway to building a shed and undertaking some landscaping work. New doors, also part of the mix, were put on earlier this month.

“All of this has taken a lot of pressure off me because I can’t do things around the house — I’m not physically able to do some of the projects that they handled,” Ron said. “And they did it in a day’s time because they had almost 100 volunteers.”

Suzanne Larocque (left, with Ethel Griffin)

Suzanne Larocque (left, with Ethel Griffin) says projects range from roof repairs and replacements to installation of handicap ramps and bathroom renovations.

These comments from Layne and Schneider effectively convey the sentiments of those veterans and their families who have had work done on their homes. As for those doing the work, they say there are many types of rewards, but especially the pride and satisfaction that come from helping those who served their country.

“I love it — it’s not about the money,” said Frank Campiti, a general contractor who handles many projects for Revitalize CDC and its #GreenNFit, JoinedForces, and Healthy Homes programs. “I get a lot of satisfaction from helping these veterans. We do everything we can to make their lives better with whatever their repair is.”

Myles Callender, who served as construction manager for Revitalize CDC before starting his own construction company with his brothers, and still handles projects for the agency, agreed.

“Some of these projects may not look big in terms of their size and scope,” he said. “But they make a huge difference in the lives of these veterans. It’s very rewarding to help improve the lives of those who have served.”

“All of this has taken a lot of pressure off me because I can’t do things around the house — I’m not physically able to do some of the projects that they handled. And they did it in a day’s time because they had almost 100 volunteers.”

For this issue and its focus on construction, BusinessWest takes an in-depth look at the JoinedForces program and its efforts to help veterans and their families feel more at home — in all kinds of ways.

 

Building Hope

Layne told BusinessWest that his physical issues started several years after he returned from his service in the Gulf and started his professional career, working first at a college and then for AT&T. He suspects the disorder results from exposure to contamination at two bases where he served — Wurtsmith Air Force Base in Michigan (now closed), and Sheppard Air Force Base in Texas.

He started noticing that he was having trouble walking straight and that his hands didn’t work right.

“My body just didn’t work the same as it did before; I couldn’t run anymore, I couldn’t walk long distances,” he recalled, adding that it took doctors more than two and a half years to figure out what was wrong with him.

In 2017, he was officially diagnosed with a muscle disorder, and it was determined that there was no known cure. All medication was stopped, he said, adding that he is doing what he can to try to slow down or mitigate the condition’s progress, though diet and physical therapy, for example.

He has soldiered on, but increasingly has struggled with everyday tasks. He walls with a significant limp and can no longer navigate stairs — the Veterans Administration put a stair lift in his home — and has trouble getting in and out of the shower.

Ron and Cara Schneider (center, with their daughter, Bridget, between them)

Ron and Cara Schneider (center, with their daughter, Bridget, between them) celebrate the work done on their home in Ludlow by dozens of volunteers.

He became aware of Revitalize CDC and filled out an application for assistance late last fall. “That was on a Monday, and on Wednesday, I got a call; they were asking me what I needed done in my home and how they could help.”

Layne’s bathroom renovation is, in many ways, typical of the projects undertaken through the JoinedForces program, said Ethel Griffin, vice president of Community Engagement for Revitalize CDC.

She told BusinessWest the agency works with other veteran-related organizations on outreach to help make sure people know about JoinedForces and the agency’s other programs and encourage them to apply for assistance.

“Our work with veterans is important because they’ve served our country, and they deserve to have comfort in life,” she told BusinessWest. “A lot of our veterans are very old, and it’s amazing to see the conditions they are living in. We do spend a little more time and bit more money with the veterans — because they deserve it. This program gives us the feeling that we’re helping our country as well, even though we’re helping individuals; it’s our time to serve.”

Larocque agreed. “I don’t come from a military background at all, so meeting these veterans has been such a great experience. They’re so appreciative, and it’s been really rewarding to work with them.”

Since Loveless came on board in 2009, the agency has assisted between 200 and 300 veterans across the state, with the vast majority of them living in the 413, and veterans’ homes are included in all Revitalize CDC programs, including #GreenNFit.

Ron Schneider

Ron Schneider is grateful that JoinedForces has taken pressure off him because the volunteers completed projects he no longer can.

The projects vary in size and scope, said Suzanne Larocque, HUD project manager for Revitalize CDC, adding that they range from roof repairs and replacements to installation of handicap ramps and bathroom renovations like Layne’s.

Other projects have involved removal of asbestos from one home, installation of a drainage system and dehumidification system to relieve water issues in a basement, and many window-replacement initiatives. Meanwhile, the agency is undertaking more projects to replace heating systems with more modern — and green — systems.

Revitalize CDC hires licensed contractors to handle such work, obviously, Loveless said, adding that there is an emphasis on hiring minority- and women-owned firms. In some cases, the agency can get materials and labor donated, as it did for a veteran in Springfield who needed a new roof.

 

The Battle Is Joined

Ron Schneider, who served in the Army as an engineer building roads, tells a story somewhat similar to Layne’s, one of returning from service, launching a successful career, and then being beset with health problems that left him unable to do things around the house.

“I’m disabled, and I just can’t do much physically,” he said, noting that, in addition to his cancer fight, he has fought other health battles over the years.

As Ron’s condition deteriorated, and as needed work at his home on Prospect Gardens in Ludlow piled up — as noted earlier, many of the windows, originally installed in the 1940s, would no longer open or close easily, if at all — the Schneiders filled out an application for assistance through the JoinedForces program.

“Ron was a contractor for more than 40 years; these were all projects that he’s been hired to do over the course of his career that he can no longer do. For him, it was challenging; it was hard for him to be able to say ‘yes, I need help.”

That was prior to COVID, Ron said, adding that they received a call from Larocque early this year, and work commenced in phases this spring.

The first phase was replacement of the windows in April, work handled by a local contractor. Then, in May, Revitalize CDC joined forces (there’s that phrase again) with Home Depot, for a massive Volunteer Day effort at the home.

Cara Schneider put the improvements and what they mean to her husband and the rest of the family in their proper perspective.

“Ron was a contractor for more than 40 years; these were all projects that he’s been hired to do over the course of his career that he can no longer do. For him, it was challenging; it was hard for him to be able to say ‘yes, I need help,’ she said. “And then, to have these people come in and do it in a way that was respectful and that made our lives so much more functional and for him not to have to worry about these things while he’s going through treatment … it took all the stress off. And he’s able to open windows now.”

These sentiments hit at the true mission of the JoinedForces program, said Campiti, who has worked on dozens of projects over the past several years.

He said most are not large in scope, but can be rather involved. And in many cases, these are projects most contractors would pass on because of their degree of difficulty, the conditions in the home, or their small margin for real profit.

“I get involved with projects that other contractors look at, but they don’t even call them back,” Campiti said, adding that, in other cases, contractors will take on the work, but at a cost beyond what the veteran is willing or able to pay.

Such was the case with Layne, who said he looked into renovating his bathroom and installing a walk-in shower, but the cost was prohibitive. A friend, also a veteran, told him about Revitalize CDC, and he applied for assistance to undertake the bathroom renovation.

He was hesitant to install a walk-in shower in his main bathroom due to concerns about impact on the resale value of the home, but, after consultation with Campiti, was convinced that his half-bath, also home to his washer and dryer, could be renovated and outfitted with such a shower.

This was a fairly complicated project that involved moving the laundry equipment to the basement, constructing the shower, and redoing the floor, he went on, adding that it took several days to complete.

Overall, he’s working on two or three projects a month, most of them addressing the accessibility issues that many veterans face, whether it involves a bathtub, stairs, or a backyard deck.

“We do a lot of railings and grab bars in places that would be considered non-traditional,” he explained. “We put them in places beyond the bathroom, like with a person walking out to their patio; they can’t step down anymore.”

He stopped short of calling this work fun, but reiterated that it is gratifying on many levels.

 

On with the Fight

Returning to this concept of ‘his’ bathroom, Layne injected some needed background.

Indeed, he said he has four daughters, including twin 14-year-olds who still live at home.

“Bathroom time is extremely difficult to get,” he said with a laugh, adding that he obviously has to share his facility, which has actually become quite popular.

“They’ll say, ‘can I take a shower in your shower?’” he said of his children, adding that he used to ask why. “They say, ‘because it’s big; you can move around in there.’”

That’s because Campiti made it big enough to put in a chair, which is necessary, as Layne is prone to falling because his legs don’t move as they should.

It’s quite unfortunate that Layne, a veteran of two wars, needs this walk-in shower with all that room in it. But he — and his daughters, for that matter — are fortunate to have it.

And it was made possible by an agency with a name that truly says it all.

 

Commercial Real Estate Special Coverage

Divesting the Portfolio

The Paramount Theater/Massasoit Hotel

The Paramount Theater/Massasoit Hotel complex is one of several properties in the New England Farm Workers’ Council portfolio now under agreement.

 

 

 

Dan Knapik says that, when he became executive director of the New England Farm Workers’ Council in the summer of 2021, he found a multi-faceted nonprofit agency at what amounts to a crossroads and in need of what he called a “kick start.”

That was especially true when it came to the agency’s broad commercial real-estate portfolio, assembled over the preceding decades with the goals of housing programs, spurring economic development, and creating revenue streams — goals that, in most cases, have not been realized.

“We needed to go aggressively to rent out what we could or sell it,” said Knapik, adding that, in most all cases, the latter option is being pursued. “We put a multi-pronged strategy together; we started renting what we could rent and sell what we couldn’t rent.”

Indeed, a few of the agency’s holdings were sold prior to his arrival, in the winter and spring of 2021, including 1600 Main St. in Springfield (the International Bier Garten), sold for $700,000; and 297-299-301 Main St. in Holyoke, sold for $150,000.

The selloff has continued into this year, with 276 Union Ave. in Bridgeport, Conn. (a rooming house) selling for $656,000 in January. Then, in May and June, the property at 21-23 Hampden St., home to the Shakago Martini and Piano Bar, sold to an Alabama-based real-estate company for $240,000; 2345 Main St. in Springfield sold for $85,000; 203-205 High St. in Holyoke sold for $134,900; 211-213 High St. went for $134,000; and 211-213 High St. sold for $49,900.

“We needed to go aggressively to rent out what we could or sell it. We put a multi-pronged strategy together; we started renting what we could rent and sell what we couldn’t rent.”

There are several other properties now under agreement, Knapik said, including the 1610 Main St./20 Fort St. complex, home to the Student Prince restaurant, and the Paramount Theater/Massasoit Hotel complex further north on Main Street, a historic property that has long been considered a key to revitalization of the downtown. And the agency is actively showing other properties, including 32-34 Hampden St. in Springfield and 217-225 High St. in Holyoke.

“I am determined to divest the portfolio,” Knapik said, adding that doing so gives the agency, an affiliate of Partners for Community, capital to pay down debt, while also freeing it from some heavy tax burdens — nearly $70,000 each quarter for the properties in Springfield alone — and debt service, an estimated $200,000 per quarter. And it will provide the agency the time and opportunity to focus on its mission.

Overall, this is not a particularly good time to be selling real estate, said Knapik, adding that higher interest rates — and they keep getting higher to due to actions by the Federal Reserve to cool the economy and tame inflation — have made this assignment more challenging.

The nonprofit’s board voted last fall to sell the remaining 13 properties in the portfolio, including 1666-1670 Main St. in Springfield.

“It’s been difficult — the Fed’s interest-rate environment has been less than favorable for us, and some of the buildings were not in great shape,” he told BusinessWest, noting that interest rates are more than five points higher than they were just a year or so ago.

But given these market conditions — and the state of the some of the properties — he is not unhappy with the results to date.

“I haven’t been horribly displeased,” he went on. “We’re obviously not selling class-A real estate, but we haven’t lost money on the sales, either.”

For this issue and its focus on commercial real estate, BusinessWest takes an in-depth look at the council’s active efforts to shift away from the commercial real-estate business, what this means for the agency, and what it might mean for area communities, especially Springfield and its downtown.

 

Setting Sale

When BusinessWest toured what is known colloquially as the ‘Fort building’ or ‘Fort complex’ not long after it was purchased by the Farm Workers’ Council in 2010, then-President and CEO Heriberto Flores (he still holds those titles at the agency) talked enthusiastically about bringing new life to the vast spaces in the multi-story complex that had been vacant for years, and, in many cases, decades, with some of the abandoned offices still featuring brightly colored shag carpeting.

The Fort complex

The Fort complex is one of several properties in the New England Farm Workers’ Council portfolio now under agreement.

Today, they are still vacant — the Student Prince and the Latino Economic Development Corp. (an affiliate of the council) occupy the ground floor, and they are the only tenants in the complex — and those quiet spaces speak volumes about why the Farm Workers’ Council is divesting itself of its real-estate portfolio, Knapik said, adding that, in many respects, the properties have been underperforming and losing money for several years.

Recapping the history and state of this portfolio, Knapik said the properties were acquired with good intentions and solid goals in mind, but most of the promise has not been realized.

“They weren’t really aggressive about seeking out new tenants, and there was a lot of deferred maintenance on the buildings,” he explained. “A lot of the buildings were bought years ago to put programming in, and one of the mistakes I think the council made was, when programming lost funding, for whatever reason, buildings should have been sold off, and they weren’t. They were held onto for a variety of reasons, and they then became big liabilities, and this is where a lot of the accumulated debt came from.”

“A lot of the buildings were bought years ago to put programming in, and one of the mistakes I think the council made was, when programming lost funding, for whatever reason, buildings should have been sold off, and they weren’t.”

This fact was certainly not lost on the nonprofit’s board, which voted last fall to sell the remaining 13 properties in the portfolio, he said, adding that many have been, and most of the rest are under agreement.

That list includes several properties in downtown Springfield, including 1666-1670 Main St., 1655 Main St. (the Board of Trade Block), 1628-1640 Main St., and 1618-1624 Main St.

As noted earlier, that includes the Fort complex, which is under agreement to a group led by Peter Pan Bus Chairman and CEO Peter Picknelly, one of group of local entrepreneurs who stepped in to rescue the Student Prince several years ago when closure seemed imminent.

It also includes the Paramount and adjoining Massasoit Hotel, a complex that has been envisioned as a multi-use property, with the theater being a host for events and the hotel being converted for housing.

“We have a purchase-and-sale with a development group that goes back pre-COVID,” Knapik explained. “We continue to work with that development group for a project; we continue to talk with them, and I’m hoping that, within the next 60 days, we can execute a final agreement.”

Shakago Martini & Piano Bar

The property at 21-23 Hampden St., home to the Shakago Martini & Piano Bar, is one of several already sold by the New England Farm Workers’ Council.
Staff Photo

He noted that the same rising interest rates that are making sales of these properties more challenging is driving up the cost of redevelopment of the Paramount/Massasoit Hotel complex.

Overall, the sale of the properties in the portfolio should provide the council with some needed capital, Knapik noted, adding quickly that there is substantial debt to pay down.

“There’s about $4 million in total equity after all the mortgages are paid, but there are some legacy debts, some operating debts that Farm Workers’ has accumulated over the years, and we’re hoping to clear that off,” he said, adding that many of the properties do not have mortgages.

 

Bottom Line

Meanwhile, by getting out of the commercial real-estate business, the council can concentrate its full energies on its programs, and there are many working in several different realms, from economic development to housing to youth and education.

And it can develop and execute the next strategic plan.

“This will allow the council to take a breath and figure out to position itself for what it wants to do in the future,” he said. “We’ve been in business for 52 years, responding to the needs of the community. When this gets done, we’ll propose some ideas to the board of directors and let them decide how they want to go forward.”

Cover Story

Working in Tandem

Chris and Andrea Zawacki

Chris and Andrea Zawacki

As he talked about the business venture and the name that would go on it, Chris Zawacki said a good deal of thought went into the selection process.

The bagel shop would be located in the old railroad depot in the center of Easthampton. That’s right next to the bike path, he said, so there was considerable talk concerning bicycling terms. Meanwhile, Zawacki and his wife, Andrea, were entering into this venture with another couple, Brian and Shannon Greenwood.

Somewhere along the way, the word ‘tandem’ was tossed out, and because it has at least two meanings that were relevant to the conversation, it stayed in play, and was eventually chosen.

A little more than a decade later, Tandem Bagel Co., and even simply ‘Tandem,’ has become an ever-larger part of the lexicon — and the landscape, with additional locations in Northampton, Hadley, West Springfield, and Florence. The Hadley location also houses a central baking operation, with the bagels made there and then taken in vans to the various locations.

“It became a meeting place and a co-working space. We have several writers who come in and get some writing done during the day.”

Indeed, what started as a single bagel shop is now a thriving enterprise with multiple locations. Zawacki doesn’t like the word ‘chain’ and laments that many — as in far too many — people think Tandem is a national chain. It isn’t.

Not yet, anyway.

It’s a local business that offers bagels of all kinds, with names and flavors ranging from Snickerdoodle to Wild Cheddar to French Toast, but also breakfast and lunch sandwiches, salads, smoothies, coffee and iced coffee — a billboard promoting the company displays that product and invites people to “beat the heat” — and a lot more.

Indeed, its locations have become a place to gather and also a place to get some work done. Meanwhile, at least a few of the locations, especially those in Easthampton and West Springfield, have had a significant impact on economic development and overall vibrancy in the communities where they’re located.

It all started with the goal of replicating the model — and success — of a bagel operation that Zawacki, an Easthampton native and mechanical engineer by trade, had observed while living for a time in the state of Washington. That goal has already been achieved, he said, adding that the question he hears, and answers, most often is, “where do we go from here?”

The West Springfield Tandem Bagel location

The West Springfield Tandem Bagel location was a key contributor to the redevelopment of the Town Commons complex downtown.

Continued growth is certainly in the forecast, he said, adding that he and others are considering several potential landing spots, especially Westfield, where many visitors to the Easthampton and West Springfield locations are from, as well as Springfield. He has looked at several locations in downtown Springfield but isn’t ready to pull the trigger just yet.

Overall, the company is focused on smart growth and expansion that makes sense, he said, adding that Tandem won’t grow for the sake of growth. And, overall, he’s not really sure where he wants this brand to be in five, 10, or 20 years.

“It took a lot to get where we are, so it will take a lot to get the next level,” he explained. “Things are going well, and for our employees, getting to that next level puts a lot of pressure on people. If we can go at a steady pace, treat our employees well, and expand in slow fashion that works for all, that’s fine with me.”

For this issue, BusinessWest looks at how Tandem Bagel has become a brand in the region as well as a force when it comes to economic development and helping to transform communities into destinations.

 

Spreading the Wealth

As noted earlier, Zawacki was working in Washington State in the late ’90s when he became acquainted with an individual who had retired and started a venture called Sunrise Bagels.

“We frequented it with our kids,” he recalled. “We thought he had a good product, a product that was different than what we had here. It was a neat business model — he had a lot of different varieties, 25 or 30 of them any given day.

“I got in touch with him and stayed in touch with him,” he went on. “I was thinking that, at some point, maybe I would give up my engineering career and open up a bagel place.”

The team at the Easthampton location

The team at the Easthampton location, where it all started.

This blueprint, if that’s what it can be called, took a while to become reality, he told BusinessWest.

Indeed, the Zawackis looked at a few possible locations that didn’t work out, and then, in 2012, some friends suggested the old railroad depot in the center of Easthampton, owned by Williston Academy, a landmark with an intriguing history.

In 1854, Samuel Williston, a button manufacturer and founder of what is now Williston Northampton School, established the Hampden Railroad Co. with business partner Joel Hayden and purchased the now-extinct route of the Northampton-New Haven Canal, according to willistonblogs.com. After completing the 24 miles of railroad, they also constructed a small depot to go along with it.

Built in 1871, the station included a waiting room, a baggage room, and an office for the stationmaster. After rail service ended in the 1950s, Williston Academy purchased the property with the intention of using it as a maintenance building. Years later, it housed art studios and, eventually, became home to a painting teacher, Marcia Reed. Upon her retirement in 2012, the building was put up for lease again.

The Zawackis approached the school about leasing the property, and a concept that had been on paper and in the works for more than a decade was soon to be on … well, the fast track.

Actually, there were extensive renovations that had to be undertaken, said Zawacki, adding that Tandem Bagel officially opened in late March 2013.

Over the past decade, it has been a key player in the transformation of the city from a mill town to a destination characterized by a diverse economy, a thriving arts community, a burgeoning restaurant and hospitality scene, and a growing cannabis sector. Indeed, the bagel shop has drawn customers, and many regulars, not only people living and working in the mills, attending Williston Academy, and visiting the city to take in its many attractions, but also people from several neighboring communities willing to drive for a Snickerdoodle bagel. Or a Cheesy Garlic. Or a Hot & Spicy.

“I’ve looked everywhere, from Westfield recently to Longmeadow and Springfield; we’ve also looked at Greenfield. We’re just looking for the right space.”

“We helped get people downtown,” he said, adding that, while some pick up a bagel and breakfast sandwich to go, many tend to stay a while and even get some work done.

“It became a meeting place and a co-working space,” he said. “We have several writers who come in and get some writing done during the day.”

 

Toast of the Towns

The success of the Easthampton shop eventually led to talk of expansion, Zawacki said, adding that, almost from the beginning, the goal was to create multiple locations.

The company first expanded into neighboring Northampton, opening in the Northampton Athletic Club in 2014. This was a small location, and as Zawacki put it, “it took a number of years for people to find us.”

But eventually, the location, like the one in Easthampton, developed a strong following, and this past April, the company moved into a new and much larger space in the Stop & Shop plaza on King Street.

After Brian and Shannon Greenwood relocated to Maine several years ago, the Zawackis bought them out and later continued their course of expansion. As they did so, they recognized the need for a larger bakery space and found one in the former Sears franchise location on Route 9, space that also became home to a small bagel shop as well.

That location opened in 2020, just a few weeks before the pandemic hit, Zawacki went on, adding that the next several months were, obviously, a time of challenge for the company. But the business model and product lines enabled Tandem to effectively ride out the storm.

“After the initial six months of chaos and everybody not knowing what’s going on, we were able to get our menu going,” he explained. “We already had online ordering, so we were able to stay above water and keep our business going based on our menu. It was simple, it was online — sandwiches, coffee; everyone still wanted their coffee. It’s a good to-go business, so it worked out, and we were able to withstand the pandemic.”

And as COVID eased somewhat, the company was able to continue on its course of expansion, he said, adding that the next landing spot was Florence in early 2021, specifically the site of the former Freckled Fox Café on North Main Street, a relatively easy move because the site was nearly turnkey, having been a café.

Later that year, the company expanded into West Springfield, another location has sparked greater vibrancy in an area that’s considered West Side’s downtown.

Indeed, Tandem has become one of the linchpins in the success of redevelopment of the former United Bank building on Elm Street into a mixed-use complex called Town Commons. It features a number of offices, but also another restaurant and several other tenants.

Zawacki said that location has worked out well, with many workers in City Hall, just around the corner, becoming regulars. And if he could do again, he would — he’d just try to take a little more space.

“I wish we’d made the space a little bigger,” he said with a laugh. “We could use more seating — it fills up quickly.”

By expanding to five locations and a centralized baking facility, the company has created some economies of scale, obviously, but also a larger operation and some logistical challenges — buying vans and hiring drivers among them — as well.

And hiring became increasingly challenging as the workforce crisis continued and talent became more scarce, he said, adding that, by and large, the company has been able to weather that storm as well.

Moving forward, he said additional expansion is certainly in the business plan, with several communities and locations currently under consideration.

“We’re always looking,” he said, adding that, with others now handling most of the day-to-day operations of the various locations, he is free to focus on the proverbial big picture and especially what comes next for Tandem. “I’ve looked everywhere, from Westfield recently to Longmeadow and Springfield; we’ve also looked at Greenfield. We’re just looking for the right space.”

Elaborating, he said that, unlike large, national chains — and, as noted, many people believe Tandem is one of those — the company relies more on instinct and what it can see and feel at its current locations, rather than analytics and traffic flow, to determine where it could and should go next.

“We can map where our customers come from,” he explained. “So we know that a lot of customers come from Westfield and the Westfield area. We know the population of the city — we just have to find the right place with the right traffic flow and parking.”

As for downtown Springfield, Zawacki noted the presence of Starbucks and Dunkin’ Donuts, but said there is room for Tandem Bagel as well — if the right location can be found.

He has looked in Tower Square, the TD bank Building, and other properties, and said the search is ongoing. “We’re under no pressure to grow,” he said in conclusion. “But if the opportunity is there, we’ll definitely take advantage of it.”

 

Nonprofit Management Special Coverage

Building on a Legacy

aerial photo shows the former Square One property

This aerial photo shows the former Square One property, at lower right, the day after the tornado ripped through Springfield’s South End in 2011.
Photo by John Suchocki The Republican

While early-education provider Square One has a presence in several Springfield neighborhoods and serves residents city-wide, it has always been associated with the South End.

That’s where it’s been headquartered since the beginning, in 1883, when it was founded as Springfield Day Nursery by Harriett Merriam, the daughter of Charles Merriam, of Merriam-Webster dictionary fame, to meet a critical need for childcare among the city’s working families, said Dawn DiStefano, the agency’s president and CEO.

“We’ve always been anchored in the South End,” she said. “And it doesn’t take too much effort to walk into the South End and see that it is in woeful need of some attention.”

The bond with the South End was — and is — so strong that, when the agency’s facilities at 947 Main St. were heavily damaged by the June 1, 2011 tornado that devastated a large swath of that neighborhood and eventually razed, then-President and CEO Joan Kagan quickly pledged that the agency, which soon started leasing space at 1095 Main St., would rebuild in that section of the city.

But fulfilling that pledge has proven to be an enormous challenge.

“We’ve always been anchored in the South End. And it doesn’t take too much effort to walk into the South End and see that it is in woeful need of some attention.”

Indeed, although other options were looked at early on, it quickly became clear that, if the agency was going to rebuild in the South End, it would have to be on the property it owned, DiStefano said. And this property is fraught with challenges because of its small size, odd dimensions, contamination in the wake of the tornado, and other factors.

But, in a measure of its commitment to the South End, the agency is taking on all those challenges and moving forward with plans for a 26,000-square-foot, $12 million, three-story facility that will be built on the east end of the property that fronts Main Street.

Dawn DiStefano

Dawn DiStefano stands at the site on Main Street where Square One had a facility — and will again.

Plans call for erecting a Butler-style building on the property, one that features a number of pre-fabricated elements, which serves to reduce the overall cost of designing and building a structure, DiStefano said.

“We’re savings millions of dollars because we’re not doing a traditional brick-and-mortar building,” she explained, adding that the agency is working with One Development & Construction LLC in Westfield, which specializes in Butler-style construction, on the project.

The current timetable calls for construction to begin late this year, probably November, with the new facility slated to open its doors in the fall of 2024.

The agency is in the early — also known as the ‘quiet’ — stage of a capital campaign for the new building, with nearly $3 million committed to date — $950,000 from the city in the form of ARPA money, and a $2 million commitment from the state.

DiStefano said early indications suggest a strong measure of support for Square One’s initiative, and she expects the nonprofit will be able to open its facility with little, if any, debt.

“It’s all achievable … but we’re not working with 10 acres here. We ultimately determined that we could do something with this site.”

“The most enjoyable, and most encouraging, part of this project has been how many people and institutions are compelled to give or have shown promise,” she explained, adding that the agency undertook a feasibility study on the campaign, one that surveyed 42 individuals and companies and revealed “100% intent to support the project.”

For this issue and its focus on the region’s nonprofit sector, BusinessWest takes an in-depth look at Square One’s building plans and how they reflect a nearly century-and-a-half-old commitment to a city and especially one of its proudest, and neediest, neighborhoods.

 

Building Momentum

As she talked about the many challenges with building a new home for Square One, DiStefano said it’s good to keep things in their proper perspective.

Indeed, while there has been nothing easy about this building project, and it has a long way to go, the overall degree of difficulty pales in comparison — in most respects, anyway — with coming back from the twin disasters of 2011 and 2012 — and coping with the pandemic of 2020, for that matter.

The agency was completely displaced by the 2011 tornado; staff, teachers, and students were forced from the building and never allowed to return before engineers determined that it had to be demolished. In 2012, a natural-gas explosion downtown extensively damaged another Square One learning facility, to the point where it had to be abandoned. And early in the pandemic, Square One was forced to close its childcare facilities, as well as its operations on Main Street, before having to completely revamp operations after it was allowed to reopen to meet a huge need for childcare services.

Square One’s facility

An architect’s rendering of Square One’s facility to be built in Springfield’s South End.

The agency managed to push on and meet its broad mission — it provides early-learning services to more than 500 infants, toddlers, and school-aged children, and also offers an array of support services to more than 1,500 families each year — through all of that, DiStefano said, adding that the ability to do so offers strong testimony to the imagination and resiliency of its staff.

Those same qualities have been necessary for this building project, she went on, adding that, while rebuilding in the South End has always been the goal and the promise, it has proven to be a daunting challenge.

Indeed, the property that was ultimately destroyed by the tornado in 2011 was wedged into a narrow but deep lot, said DiStefano noted there was an administration building fronting Main Street and a two-story, L-shaped school building that extended eastward a few hundred feet. In a perfect world, or at least in a neighborhood with several alternatives when it comes to buildable lots and available property, Square One almost certainly wouldn’t rebuild on its former site, she added.

But this isn’t a perfect world. And Square One is building here only because there are few if any other options, she said, adding that she tried to purchase the brick property adjacent to former home of the agency, a move that would have provided considerably more frontage on Main Street, but was unsuccessful in that effort, just as her predecessor was unsuccessful in her efforts to secure other lots on which to build.

So the agency then focused its attention on building on its former home — an undertaking made challenging by the size and shape of the property as well as contamination from the demolition of the structures that once occupied the site.

“The bricks and all the materials from the homes that were razed obviously have asbestos and lead and other chemicals that have now seeped into the ground,” the explained, adding that the agency is currently working with a remediation company to determine just what is in the ground and what needs to be done to make the property ready for its intended use — as a home for programs for children.

Before even getting to that point, though, the agency had to conduct some due diligence to make sure it was feasible to build what it wanted to build on that parcel.

“This land is so awkward and small and weird that we didn’t want to buy it if we couldn’t build a building on it,” she explained, adding that Square One engaged in discussions with One Development to determine if its plan, its dream, was, in fact, doable.

Brad Miller, senior project manager with One Development, said that he and others ultimately determined that the answer to that question is ‘yes.’

“It is a challenging site because of its narrowness — it’s wedged between Hubbard and Williams streets,” he explained. “We only have so many options as far as the building footprint goes. The agency also needs a certain number of parking spaces, which we have to find a location for on that site, as well as a playground. It’s all achievable … but we’re not working with 10 acres here. We ultimately determined that we could do something with this site.”

The plans, still to be finalized, call for those parking spaces to be located on the Main Street end of the property, with the playground and building located toward the rear of the site, on a combination of the original site and a few smaller parcels acquired by the agency, DiStefano explained.

The planned structure will give the agency far more space than it has presently in the South End, she said, adding that the facility destroyed by the tornado had more classrooms than the currently facility.

Miller described what is planned for the site as a ‘Butler-hybrid’ building, a combination of conventional steel structure, with Butler components on the interior.

“This will a be steel-framed building with insulated metal panels on the outside, as well as some masonry on the first floor of the building,” he explained, adding that it will have a glass entranceway.

This pre-engineered building will ultimately save on design costs, he went on, adding that this is a design-build project, with One Development managing a large portion of the design as well as the construction.

While work continues on design aspects of the building project, Square One is proceeding with its capital campaign to raise funds to build the new facility.

As noted earlier, the agency has entered the quiet phase of the campaign, focusing on major grants from foundations and other donors, DiStefano said, adding that, by the start of 2024, she anticipates the process will enter the public phase.

 

Bottom Line

Returning to that feasibility study on the capital campaign and the resounding support it revealed, DiStefano said those results validate the agency’s determination to clear a long row of hurdles and ultimately build in the neighborhood where it was founded back when Chester A. Arthur was patrolling the White House.

“Those results make it enjoyable — that pushes you when you’re ready to say that this piece of land is too difficult to build on and it’s going to cost too much to do this,” she said, adding that this vote of confidence provides another dose of determination.

And even more commitment for Square One to build on a legacy that’s been 140 years in the making.

 

Community Spotlight

Community Spotlight

Moe Belliveau

Moe Belliveau says the WorkHub initiative is an example of how the Easthampton Chamber is evolving into more economic development.

It’s called WorkHub on Union.

This is an ambitious project to create co-working space at the Easthampton Chamber of Commerce facility on Union Street.

WorkHub will create space for solopreneurs and emerging business ventures, and also provide access to mentorship programs, networking events, educational programming, and other support services designed to accelerate the growth of startups and small businesses.

In addition to all that, Moe Belliveau, executive director of the chamber, categorizes the project as a not-so-subtle shift in the direction and overall mission at the chamber — one that moves the agency away from the traditional networking events that have defined such agencies, and more into the realm of true economic development.

“This is part of the evolution of this chamber,” she explained, adding that other examples (as we’ll see later) include more emphasis on professional development and educational programs on topical issues such as artificial intelligence.

WorkHub, for which Belliveau is actively trying to raise $500,000 to make it reality, is one of several positive economic developments in a community that has been making headlines mostly for the wrong reasons in 2023.

“Housing, housing, housing … that’s our biggest need right now.”

Indeed, a school-superintendent search that has gone terribly awry — the leading candidate had his job offer rescinded, in part, over his use of the term ‘ladies’ in an email to the School Committee chair — has brought national and even international attention, and not the kind this community would want, as well as resignations among school-board members and even a bid within the community to recall Mayor Nicole LaChappelle.

An interim school superintendent has been hired, and a search for a permanent successor will resume later this year, said a defiant LaChappelle, who responded to the recall effort in June by saying, “I will continue to do what I have been doing for five and a half years — working to give all of Easthampton the best quality of life possible.”

As noted, aside from the controversy surrounding the superintendent search, there have been generally positive developments in this community. It continues to build on the considerable progress made over the past few decades in transforming itself from a mill town to a destination, one with a strong arts community, a growing number of restaurants and other hospitality-related businesses, such as Tandem Bagel, an emerging cannabis sector, and scores of old mills that have found new uses as everything from artists’ studios to event spaces; cannabis dispensaries to condos and apartments.

Specific initiatives range from CitySpace, the nonprofit group tasked with creating a flexible arts and community space in Old Town Hall (Burns Maxey, CitySpace’s board president, was honored by BusinessWest as one of its Difference Makers for 2023), to the ongoing and very ambitious One Ferry Project to renovate several mills on Ferry Street; from the chamber’s WorkHub on Union project to expansion of the renamed public library into the former Bank of America building on Park Street.

Moving forward, LaChappelle said that perhaps the city’s greatest need is for more housing because the community is in vogue, and in addition to being a great place to work or start a business, it is increasingly viewed as a desirable place to live.

One Ferry Project

The One Ferry Project remains a work in progress, with several renovated mills and some still waiting to be reimagined.

There are several housing projects in various stages of development, including redevelopment of three former city school buildings, she said, but the need for more is constant.

“Housing, housing, housing … that’s our biggest need right now,” she said, adding that, while it’s a good problem to have in some respects, it’s a stern challenge for which her administration continues to seek solutions.

 

Work in Progress

As she talked with BusinessWest about plans for WorkHub on Union, Belliveau said the initiative was conceptualized to address that growing part of the community’s business community that visitors and residents can’t see — and they can see plenty.

These are ventures that people are operating in their basements, home offices, and dining-room tables, she said, adding that such businesses existed before the pandemic, but mushroomed during that time.

“This year’s topic focus is going to be resilience and collaboration, but collaboration with technology, and specifically around AI. We want to help people move from fear and panic to ‘how is this tool going to benefit my business?’ There will be some hands-on experimenting and learning with AI.”

“These are businesses, but they’re informal as opposed to formal,” she explained, adding that her goal is to take these ventures out of the basements and onto Main Street — or Union Street, as the case may be.

“We want to help these businesses become more sustainable and more resilient,” she explained, adding that there are probably hundreds of these ventures in and around Easthampton.

Recognizing the existence of, and the need to support, these businesses and those behind them, the chamber applied for and received a seed grant from MassDevelopment to conduct a feasibility study for the WorkHub facility. The results of that study verified the need and essentially confirmed that this was the project for the chamber at this time in its history and the city’s history, said Belliveau, adding that the chamber’s board voted to raise funds for the initiative and get the ball rolling.

The total price tag is roughly $500,000, which includes construction, a website, branding, and marketing, she noted, and to date, the chamber has raised $180,000 for the venture, with a $50,000 contribution from Sourcepass, an Easthampton-based IT-solutions company being the latest gift. There has also been a $100,000 ARPA earmark, as well as a $25,000 donation from Easthampton Savings Bank and $5,000 from Greenfield Savings Bank.

Easthampton at a glance

Year Incorporated: 1785
Population: 16,211
Area: 13.6 square miles
County: Hampshire
Residential Tax Rate: $14.65
Commercial Tax Rate: $14.65
Median Household Income: $45,185
Median Family Income: $54,312
Type of Government: Mayor, City Council
Largest Employers: Berry Plastics Corp., INSA, Williston Northampton School, National Nonwovens Co.
* Latest information available

Belliveau said WorkHub will provide more than physical space for as many as 18 small businesses following a complete renovation of the chamber’s space. Indeed, she said the goal is to position it as an educational hub as well to help entrepreneurs succeed, thus creating a “vibrant, lively, healthy local economy and regional ecosystem.”

She said the facility would be ideal for artists, freelance writers, consultants, and ‘digital nomads’ — those who travel from job to job but still might need a home base of sorts. It will include workstations, a conference room, private spaces (she called them ‘phone booths’) for phone calls and teleconferencing, and light administrative support. There is really nothing like it in Easthampton, she emphasized, and it should receive a strong response.

As noted earlier, the hub represents the latest and most visible evidence of ongoing evolution at the chamber, Belliveau said, noting that it is moving more toward economic development and professional development than the pure networking that has characterized this and other chambers in the past.

Other examples include the women’s professional-development conference called sheLEADS, the latest installment of which was staged in June, and Ignite, a two-day professional-development conference scheduled this year for Nov. 15-16 at Abandoned Building Brewery. The working title for the event is “Humanification in the Age of AI.”

“This year’s topic focus is going to be resilience and collaboration, but collaboration with technology, and specifically around AI,” Belliveau explained, adding that she hopes to have 50 to 75 people in attendance. “We want to help people move from fear and panic to ‘how is this tool going to benefit my business?’ There will be some hands-on experimenting and learning with AI.”

 

Getting Down to Business

The chamber’s WorkHub project is one of many initiatives designed to help spur new business development and create more vibrancy and jobs, said LaChappelle, adding that, in the post-COVID area, businesses still need support, but often different kinds of support than they did at the height of that crisis.

“During COVID, I thought our city’s response when it came to economic development and what I call Main Street jobs and concerns … I was proud of the job we did; we all pulled together,” she explained. “Now, our task is … ‘we’ve made it through; how do we keep the new things going, and how do we help the people who were always there?’

“We’re not back to the walking traffic on Union Street and Cottage Street that we had pre-COVID,” she went on. “What are we going to do to support those businesses? You rise to the challenge in a crisis, but resiliency is the long game.”

Elaborating, she noted that, to create this resiliency, the chamber and city need to work together to build into the ecosystem long-term educational and capital support. Such work is ongoing, the mayor said, adding that WorkHub is just one example of providing needed support to businesses and entrepreneurs to not only help them maintain what they’ve built, but get to the proverbial next level.

Such initiatives to build resiliency are needed, she said, because over the past few decades, Easthampton has succeeded in inspiring and nurturing entrepreneurship and growing and diversifying its economy.

That includes a cannabis cluster, if you will, that is adjusting to a new reality in the form of more competition — in this state and from other states — as well as falling profits and even tighter margins, creating a survival-of-the-fittest environment.

“The ones who got in early, and the ones who had the strongest business plans, are fine,” she explained, putting INSA, the Verb is Herb, and others in that category. “And the ones who came in because they had the biggest dispensary somewhere else and thought they’d put a branch here … they’ve closed or have chosen not to expand.”

Beyond cannabis, the cultural economy continues to thrive in Easthampton, LaChappelle said, noting that many of its old mills have become home to artists and art-related ventures, and to residents as well. Meanwhile, the city has been working with property owners on initiatives to improve the mill district.

“We’ve been successful in getting grant money to re-envision and design that mill district and make it friendlier to the immediate neighborhood and see what we can do for walking traffic and safety,” she explained.

“All of the mill owners have been great partners,” she went on, citing the Ferry Street project, which has seen several of the long-abandoned Hampden Mill buildings re-envisioned and repurposed, as the latest example of the old mills that gave the city its character finding new life.

Easthampton was able to channel $3.9 million in MassWorks public-infrastructure grants for improvements at Ferry, Pleasant, and Loveland streets to support the One Ferry mixed-use development initiative, she said, citing this as one example of the city, state, and mill owners working collaboratively to achieve positive change in the mill district.

Today, the city is working with developer Mike Michon, who also developed Mill 180, and One Industrial Lofts LLC to determine the best course for what’s known as Mill 7, the largest of the eight mills still standing on the property (many have been razed) moving forward.

“It was to be a mixture of apartments and some affordable housing, and other uses, but the affordable-housing process is now years behind,” LaChappelle said. “So he’s looking at some other solutions and mixed use, and we’re helping him do that.”

Housing, as she noted earlier, is the most pressing need within the community. And while there are several projects planned or already underway — from a new apartment complex on Cottage Street to the 180 units planned for a mixed-used development at the former Tasty Top site on Route 10 (a project called Sierra Vista Commons), to redevelopment of three city school buildings into roughly 70 apartments — there is certainly a need for more, she said.

But clearly, despite its challenges, Easthampton has become a hub of positive activity and progress, in every sense of those words.

Senior Planning

Journaling Is a Therapeutic Exercise for All Involved

Liz Berezin, who recently completed a journal for John Scalia

Liz Berezin, who recently completed a journal for John Scalia, described the experience as one that was rewarding on many levels.

Lisa Berezin acknowledged she was moving out of her comfort zone.

“Completely out of my comfort zone,” actually.

Indeed, she had never done anything remotely like the assignment she agreed to take on. But when her good friend, Susan Jaye Kaplan, asks for help with something, it is her policy to say ‘yes.’

In this case, she was agreeing to a request to create a journal chronicling the life and times of one of the residents at Ruth’s House, an assisted-living facility in Longmeadow. For Berezin, who earned a degree in elementary education before segueing into business, and someone who had volunteered mostly with young people, this was a going to be an exercise in learning while doing, but she was willing and able.

So was John Scalia, a 64-year-old resident whose life has been dominated by four passions — his family, his friends, his love of music (especially doo-wop), and an obsession with the New York Yankees. Family comes first; after that, it’s a toss-up between the other three.

The journal makes that clear.

While Berezin fashioned a cloth cover for Scalia’s journal, one dominated by Yankees logos and pennants, his large family is arguably the focal point of this document. It is dedicated to his mother, Lucy; father, Joseph Sr.; brother, Joseph; and sister-in-law, Michelle with a note expressing that he wouldn’t be where he is today without them.

“The process itself works different parts of the brain — the memory part and the creative part can be very healing if you have any conflicts or things you need to resolve as you’re speaking them out, working them out … it can be very healing in that way.”

Capturing passions and letting others know all the many moments and memories that go into a life is just one of the broad goals behind journaling and this particular project, said Kaplan, known to many in this region as the founder of the nonprofits Go FIT and Link to Libraries.

Others include a desire to have the subjects of these documents open up to people, exercise their memory, and simply talk about what is important to them.

Berezin agreed.

“The process itself works different parts of the brain — the memory part and the creative part can be very healing if you have any conflicts or things you need to resolve as you’re speaking them out, working them out … it can be very healing in that way,” she said. “John was very excited to share his memories, and I think he was so happy to be part of this project and have someone who really and truly cared and listened, and asked questions back. And what made John happy was so contagious for me; John’s like a happy pill for me.”

As for John, he said this was a fun experience, one in which Berezin’s questions, and prompting, brought back many great memories and made him even more appreciative of all that he’s been able to experience. “She asked all the right questions, and I tried to answer as best I could,” he said, noting that he moved to Ruth’s House with his mother several years ago and helped take of her until she died shortly after they arrived there.

Kaplan’s husband, Steve, is a resident of Ruth’s House, now four years into a courageous battle against brain cancer. And it was while creating a journal for Steve — an eye-opening experience on many levels, she said — that she decided that more people should be sharing in the process of creating these living documents — and enjoying the final product.

Susan Jaye Kaplan, left, and Delia Jones

Susan Jaye Kaplan, left, and Delia Jones say the journaling project at Ruth’s House has been a learning experience for all those involved.

So she put out a call for volunteers on Facebook, and eventually saw more than a half-dozen area residents, including Berezin, sign up to be part of this initiative.

Most of the journals are still works in progress, she said, adding that the work to compile them is as important as the final document.

It is here where the resident and the volunteer meet several times over the course of a few months to talk, learn about each other, and, most importantly, forge a friendship, said Delila Jones, Life Enrichment director at Ruth’s House, adding that, in a word, journaling is therapeutic for all those involved.

“Journaling is about voicing yourself — your identity, your mind, your heart — and just giving it a voice,” she explained. “Journaling is bringing it out of your mind and putting it down on paper.”

Berezin agreed, noting that, because of the journaling project, she has made a friend in John, and has also become committed to Ruth’s House and its patients. Indeed, she now volunteers for Wednesday trivia and other programs, and volunteered her husband, Mark, a pianist, to play on Fridays at the facility. And he, in turn, volunteered Lisa to lead a sing-along.

That’s one example of how journaling has not only enabled someone to become involved in telling a life’s story, but become more involved in the lives of others in general.

And that’s a big part of what this project is all about.

 

Pride in the Yankees

As she put her journal of Scalia’s life together, Berezin used words, pictures, and even some numbers, such as $12.6 million.

That’s the amount a 1952 Mickey Mantle baseball card fetched at an auction several years ago, making the card the most valuable sports collectible in the world.

Mantle has always been one of Scalia’s favorite Yankee players, as is the case with many who grew up when he did. Others include Reggie Jackson, Thurman Munson, Don Mattingly, and, more recently, Aaron Judge.

These insights are a few of the many references to the Yankees in this journal. Others include everything from Scalia’s bobblehead collection to his recollections of five-time Yankee manager Billy Martin, to memories of visits to both the old and new Yankee Stadiums.

“He’s the biggest Yankees fan you’ll ever meet,” Berezin told BusinessWest. “He can tell you what positions people played, what years, who their managers were … and on and on.”

These many and different references to the Bronx Bombers help explain how the journaling exercise yields what could be called the ‘essence’ of a person, said Berezin, adding that what came through with Scalia were both general themes — family, the Yankees, and doo-wop — and small bits of information that, together, tell a story.

In Scalia’s case, these small but significant bits include the fact that he worked at Stop & Shop in Enfield for 40 years — and wasn’t particularly thrilled with the company when it didn’t recognize his four decades of service. And the fact that he met Whitey Ford at the store one day — the Yankee legend pulled up in a limo — and got his autograph.

They also include his fondness for Mel’s Diner in Naples, Fla. and its barbecue ribs, as well as the long list of TV shows he has enjoyed over the decades, from Leave It to Beaver to the original Charlie’s Angels (yes, he had that iconic Farrah Fawcett poster on the wall in his bedroom when he was young), to a slew of cop shows including Columbo, Kojak, and Police Woman.

They also include memories of his grandmother, who would pick grapes off the vine and grind them up to make wine, and his mother, who would discipline him by saying simply, “wait ’til your father gets home.”

Summoning such memories — and Scalia has many of them, not just of his mother and grandmother, but also his Uncle Tony, a restaurant owner, and his Aunt Louise and Aunt Ann — is why journaling is such good therapy for those taking part in this exercise, Jones said.

“It’s important for the senior to participate in this because it’s giving them a voice — the opportunity to share who they are, their situation, what they grew up with … sharing their life,” she said. “For the person who facilitates this … they’re giving us access to another world, another perspective, another vision. It’s like reading a book; it’s like listening to another life and gaining a perspective that’s not yours, and that’s a privilege, because humans need to see beyond themselves, and this provides that opportunity.”

Kaplan agreed. She said she created a journal for a Ruth’s House resident more than 20 years ago, an experience that opened her eyes to the importance, and value, of such an experience.

“I didn’t know the resident very well; I just knew the family,” she recalled. “The family was on vacation. I brought a notebook with me and started asking some simple questions, and it opened a flood of memories, everything from where she grew up as a child to who her siblings were and what she remembered about growing up with them.

“I was amazed; she had beautiful stories to share — some happy, some not so happy,” Kaplan went on. “And she was willing to open up to me, a virtual stranger. She was so delighted to share a little about herself, and I found it was a win-win for me as well because I gained a wealth of knowledge about so many things and learned about this remarkable woman.”

Rob Whitten, president of JGS Lifecare, said this journaling project has yielded learning experiences on many levels.

“This is a program that opens people up and allows them to make connections that they otherwise might not have made,” he told BusinessWest. “JGS Lifecare has always had a strong track record for volunteer engagement, and this is just another example of this; it’s a wonderful program that is really by volunteers and family members … and it connects people together.”

 

The Last Word

Berezin said she received a wonderful and very sincere thank-you note from Scalia’s family after she presented him — and them — with the journal.

She was touched by the gesture, quickly adding that, in many ways, she should be sending one to them as well. That’s because, while this experience, this document, is beneficial for him and his family, it has been beneficial to her as well. It has given her insight into not just one life, but many, and a new appreciation for all the things that make a life special.

As she said, the best part is that she made a good friend in the process.

That’s what journaling is all about.

Features

Community Spotlight

Betsy Andrus says that, like most communities dominated by businesses in the retail, hospitality, and cultural realms, Great Barrington suffered mightily during COVID-19.

But through that suffering, there were lessons learned and resiliency gained, said Andrus, executive director of the Southern Berkshire Chamber of Commerce (SBCC), adding that these lessons, and this resiliency, are serving this eclectic community well as it puts COVID in the rear view and moves deeper into its busiest seasons — summer and fall.

Indeed, among those lessons learned is the popularity of — and, now, the necessity for — outdoor dining, she said, adding that it is now a huge part of the scene in the city’s vibrant downtown and its pulsating center of activity, Railroad Street.

Betsy Andrus

Betsy Andrus

“The area just keeps on growing — it grew a lot during COVID, as a lot of places where people had second homes did. People moved up here and got out of the city, and that’s a trend that has made our winters much better.”

“Before COVID, very few, if any, of the restaurants offered outdoor dining,” she told BusinessWest. “Now, most of them do, and it’s a huge part of the scene on Railroad Street.”

Paul Masiero owns one of those restaurants, Baba Louie’s, maker of sourdough pizza and other specialties and a Great Barrington staple for nearly 30 years. He said he started offering outdoor dining during the pandemic and is now part of the broader scene on Railroad Street, which the city actually closes off to traffic on Friday and Saturday nights for several months a year and turns it over to a festival, figuratively but also quite literally, of outdoor dining.

“It’s kind of like a street fair,” Masiero, which is organized by Berkshire Busk!, an initiative that strives to improve economic development and community engagement during the summer by harnessing artistic talent to create a new and vibrant downtown cultural experience. “From July 4 to Labor Day, we put out 10 tables, and there are five restaurants that take part. It’s been really, really good; the closing of the street has been a great decision for the community — a lot of people come out.”

Beyond outdoor dining and the added vibrancy, COVID has helped Great Barrington and other Berkshires communities in other ways, Masiero said.

He noted that, at the height of the pandemic, some of those living in New York and other large urban areas who had second homes in and around Great Barrington decided to sell the first home and move there.

This growth in population has brought new business for restaurants and other types of ventures, he said, and brought more business throughout the year (more on that later).

Restaurants are just part of the picture in Great Barrington, the largest and most vibrant community in what would be considered Southern Berkshire County, said Andrus, adding that this city of just over 7,000 people has “something for everyone.”

That list includes shops, mostly smaller, specialty shops in and around downtown, she said, as well as culture, most notably the Mahaiwe Performing Arts Center, where, this summer, visitors can do everything from see some vintage films, from The Empire Strikes Back (July 28) to The Lion King (Aug. 11), as part of its Friday Night Summer Movies series, to a live performance by Broadway star and Tony Award winner Sutton Foster on Aug. 19.

“COVID forced them to look at other avenues of doing business. Before, they were kind of content and didn’t bother to really look at what they doing, why, and how. COVID forced them to think outside the box, which, for some locations, really helped — a lot.”

It also includes outdoor recreation, she said, listing the Ski Butternut resort, hiking, camping, and watersports facilities, among many others.

“Whoever comes here … there’s going to be something for them,” Andrus said. “Whether you like opera or just want to sit and have dinner and listen to music, or shop, or antique, you can find it all here.”

For this, the latest in its ongoing Community Spotlight series, BusnessWest takes an in-depth look at Great Barrington, how it has staged an impressive recovery from COVID and its after-effects, and how it manages to live up to that promise of having something for everyone.

 

Taking Center Stage

Masiero told BusinessWest that, after working in the restaurant business for several years for various establishments, he was ready to get out and try something different.

“I was tired of working for other people and wanted out,” he said, adding that, around that time, Baba Louie’s came onto the market. He measured the risks and potential rewards of buying the establishment, and decided that the latter far outweighed the former.

“I realized I could be the owner, be the head guy,” he said. “I decided to take a chance on it and see what I could do.”

That was 23 years ago, he went on, adding that what he could do, and has done, is not only continue the business, but build on it, becoming a part of the fabric of the economy.

He’s opened a second location in nearby Hudson, N.Y., and moved the Great Barrington location from Main Street, where it held court until just before COVID, to a larger location on bustling Railroad Street.

There, it has thrived, he said, adding that the scene in Great Barrington today is characterized by vibrancy and energy, and not just during the summer, thanks in large part to that aforementioned growth in population witnessed by the town and surrounding communities such as Egremont, Mount Washington, Otis, and others.

“The area just keeps on growing — it grew a lot during COVID, as a lot of places where people had second homes did,” he noted. “People moved up here and got out of the city, and that’s a trend that has made our winters much better.

“Berkshire County is really a destination for summer unless you ski — it’s a summertime destination with Tanglewood and all the outdoor theaters and playhouses,” he went on. “But it’s grown quite a bit in the winter, too; all our business used to happen in the summer, but now it’s more of a year-round business.”

Andrus agreed, noting that, beyond this COVID-generated population growth and its accompanying benefits, the pandemic eventually helped businesses by forcing them to dig deep, pivot in some cases, and find new ways to carry on.

Great Barrington at a glance

Year Incorporated: 1761
Population: 7,172
Area: 45.8 square miles
County: Berkshire
Residential Tax Rate: $14.07
Commercial Tax Rate: $14.07
Median Household Income: $95,490
Median Family Income: $103,135
Type of Government: Open Town Meeting
Largest Employers: Fairview Hospital; Iredale Mineral Cosmetics; Kutscher’s Sports Academy; Prairie Whale
* Latest information available

“COVID forced them to look at other avenues of doing business,” she explained. “Before, they were kind of content and didn’t bother to really look at what they doing, why, and how. COVID forced them to think outside the box, which, for some locations, really helped — a lot.”

Overall, Great Barrington continues to thrive because of its full menu of offerings, enjoyed by residents and visitors alike, she went on.

“There’s really unique shops with things you can’t get in the box stores. And there’s food; I’ve traveled all over the country, and I always get to places and think, ‘I’ve got to get home because the food is not good — I’ve got to get back to the Berkshires.”

This is an ever-changing community, Andrus said, noting that, while many establishments have been doing business for years and even decades, there are always new businesses opening, making each visit to the city different and fresh.

She noted that, coincidentally, some of the longer-tenured stores in the community — such as Out of Hand; Evergreen, a crafts store; and Byzantium Clothing — have closed due to retirements or will close soon. But storefronts are rarely vacant for long, she added. “Sometimes is looks there’s an empty spot, but it’s not.”

While the town is more of a year-round destination now, summer is still the busiest and most vibrant time of year — and the outdoor dining and accompanying entertainment on Railroad Street have made it even more so, she said.

“There’s entertainment of all different sorts throughout the evening each night that the road is closed,” she explained, noting that Berkshire Busk! provides everything from musicians to acrobats to balloon-character makers. Visitors come for the entertainment and then often stay for dinner at one of the restaurants.

Amid these good times, there are challenges, especially with the regionwide problem of finding and retaining adequate levels of talent. Indeed, many restaurants have been forced to reduce the number of days and hours they are open, Andrus said, adding quickly that most are coping and making the most of a difficult situation.

 

Right Place, Tight Time

Masiero can’t remember where, but he read somewhere that Great Barrington was listed among the top 10 places to move to during COVID (Hudson, N.Y. was the number-one destination, he recalled).

That ranking speaks volumes not only about how the pandemic that initially bruised this small town has gone on to help it, but also about all that this colorful community has to offer.

As Andrus said, it does have something for everyone, and now there are seemingly more people to enjoy it all.

The scene on Railroad Street on weekend nights tells the story — in all kinds of ways.

 

Creative Economy

Getting a Taste of the Region

Deborah Christakos

When her research revealed that this region didn’t have any food tours, Deborah Christakos decided that was a void she needed to fill.

Deborah Christakos has spent most of her adult life in the food business — or several businesses, to be more precise.

Trained in France, she was a chef in restaurants in several major large cities, including New York, Boston, and San Francisco. Later, after moving to Northampton, starting a family, and deciding that a chef’s life didn’t mesh well with family life, she started offering cooking lessons.

And it was while teaching one class, where students shopped at a local farmers’ market and prepared what they bought, that she started to conceptualize a new and different kind of venture — at least for this region. She would call it Pioneer Valley Food Tours, and that name tells you all you need to know.

Well, not really, but it sets the tone.

These are, indeed, walking tours involving food — in the Pioneer Valley. There’s one focused on Northampton and another that takes people to various stops in Amherst. There’s a bicycle tour, a concept born at least in part from COVID-19 and the need to keep people socially distanced during the pandemic, and private tours that have taken people to Springfield, Greenfield, and other communities.

The tours take people to restaurants, bakeries, butcher shops, farmers’ markets, and other … points of interest, let’s call them, where participants can explore local food and beverages from source to table.

“If you just go buy a loaf of bread or pastry, you may never hear about it. But when you hear from them, in their own words, talk about what they do, how what they do is special, and what they love about it, it’s a really neat experience.”

Christakos started in 2017, and what she’s learned since then is that, while these tours are centered around food, they’re mostly about people, communities, and the mostly small businesses that participants get to visit.

The people come from all over, she said, adding that some are local, while others hail from across the state or neighboring states. Others are from further away, many in the area visiting friends and family and looking for something to do, specifically something that, well, whets their appetite when it comes to this region and its food.

“I thought it was a neat idea, and I thought we could really inform people that come to this area about what’s going on here,” she said. “I felt the food here was of incredible quality, and I felt like people were visiting the area, dropping their kids off at college, driving off, and not knowing what we had here. I felt that this area was very underappreciated, so one of my goals was to sort of lift up the profile and make it into a food destination.”

Easily the best thing about her business is the opportunities it provides to meet people and learn from them while providing some insight into this region and all that it offers.

“Something I didn’t expect was that it’s really fun to meet people from all over the country or different walks, and even locals,” Christakos said. “The conversation is different every time because people bring to this their own experiences. Some people are really into food; others are really into history. It’s always interesting and fun.”

 

food tours of Northampton

Guests enjoy one of the food tours of Northampton, which visit several sites in Paradise City.

As for the communities that participants tour, there are opportunities to learn about much more than food. Indeed, tour members get a ‘taste’ of these communities, be it the murals, architecture, and ‘vibe’ in Northampton or Amherst’s vibrant history, including, on most tours, a stop at West Cemetery, where Emily Dickinson and several members of the 54th Massachusetts Infantry Regiment, portrayed in the movie Glory, are buried.

As for the small businesses, they are the focal points of the tour, said Christakos, adding that the tours not only support such ventures — and, during COVID, that support was critical — it celebrates them and their specialties and the manner in which they help provide a community with an identity.

For this issue, we talked with Christakos about her venture and how it has gained traction and provided tour participants with some food for thought — in every way one can imagine.

 

Walking, Taking, and Eating

As she talked about how and why she launched this venture, Christakos said food tours are common in other countries — as well as in larger cities in the U.S. She had only been on one herself, in Ireland, but she knew about them and all they aim to celebrate in a particular community.

Returning to that cooking class she was teaching and the visit to the farmers’ market, she started thinking there must be food tours in a region so rich in agriculture and restaurants. When some research revealed there wasn’t, she decided this void needed to be filled.

She did a trial run, spoke to the businesses that would be involved in these tours, and concluded that there was a market for such a concept. She launched in the summer of 2017, and at first tried to do both the tours and the cooking classes. Eventually, she decided that she wanted, and needed, to devote all her time and energy to the former.

The venture has seen steady growth over the years, although COVID certainly created some challenges.

At the start, most of the participants were local, she told BusinessWest, but eventually word started to spread.

“People from Central Connecticut would come up for the day, or people from Boston would come up for the day,” she explained. “And then, gradually over the next few years, people started coming from further away — Utah, California, all over, people who were coming to this area and looking for something to do.”

Many had been on food tours in other cities, regions, and countries, she went on, adding that her venture provides an opportunity to explore a different area.

In larger cities, there are many different kinds of food tours, she explained, noting that some will focus specifically on pizza, or chocolate, or a specific neighborhood. Her tours are broad in nature and focused on specific communities noted for their food, restaurants, and culture, especially Northampton and Amherst.

In Northampton, the food tour, which runs three hours on average, usually starts in Pulaski Park, where participants will make introductions and sample local produce that’s in season, such as blueberries, which Christakos will either pick herself or buy from a local farm. From there, there are roughly 15 different places a group might stop; Christakos generally picks five for each tour.

A common first stop is Hungry Ghost Bread on State Street or the Woodstar Café on Masonic Street, where participants can sample something Christakos has pre-selected and often hear from the establishments’ owners about what they do and the passion they bring to their work.

“If you just go buy a loaf of bread or pastry, you may never hear about it,” she explained. “But when you hear from them, in their own words, talk about what they do, how what they do is special, and what they love about it, it’s a really neat experience.”

This is the essence of the food tours, she went on, adding that participants can hear Hungry Ghost owner Jonathan Stevens and his wife, Cheryl, talk about what makes their bread unique and how they use local ingredients.

From there, the tour might go to Sutter Meats on King Street and a few of the restaurants in the city, such as Paul & Elizabeth’s on Main Street, a vegetarian restaurant; or the Dirty Truth, also on Main Street, a gastropub featuring craft beers; or the Mosaic Café on Masonic Street, a Mediterranean restaurant.

Along the way, participants take in murals, architecture, a little history, and the feel of downtown Northampton, she said, adding that the flavor of the community, and all that goes into that phrase, comes through.

It’s the same in Amherst, she noted, where tours generally start at the farmers’ market and proceed to stops such as the Black Sheep Deli; Lili’s, a Chinese restaurant; and Mexcalito Taco Bar, as well as West Cemetery and other points of interest.

There are generally two Northampton tours a week, on Friday and Saturday, and a few Amherst tours each month, she said, adding that they are offered year-round. Spring and summer are obviously the most popular times, but there is appetite for the offerings throughout the year — she conducted a ‘chocolate tour’ on Valentine’s Day — and she will carry on unless the weather is “dangerous.”

A fairly recent addition to the portfolio has been bicycle tours, she noted, adding that these will stop in a few different communities, visiting farms, food producers, and eateries and generally covering 20 to 25 miles at a decent, but not overly fast, pace.

“The people who take those tours like to bicycle, but they’re more interested in their food,” she explained. “They’re not Tour de France candidates.”

 

Bottom Line

Moving forward, Christakos, who splits the tours with the company’s other guide, David Bannister, said she would like to continue growing the concept, perhaps expanding to other communities (Springfield is a possible candidate).

In the meantime, she will continue honing the concept, which is bringing the region’s restaurants, farms, and other food-related businesses to light.

As she said, these tours are really about people and communities — and an opportunity to celebrate both.

 

Creative Economy

Creating a ‘Time Machine’

 

The mural on Bridge Street

The mural on Bridge Street remains a work in progress.

You’ll need more than a glance to take in, and fully appreciate, the mural being created on the south-facing wall of the old Skyplex Building on Bridge Street in Springfield.

You’ll probably need at least 10 minutes to fully absorb all the images on the 100-foot-long wall. There are dozens of them, large and small.

But you’ll also need a cheat sheet of sorts (a few different ones will be created — more on that later) and probably easy access to Wikipedia.

That’s because, while some of the people can be easily identified (Muhammad Ali, Abraham Lincoln, and even Peter L. Picknelly, among them), most of them are far more obscure and need some explaining, at least when it comes to their connection to, and importance to, the City of Homes.

And that’s part of the charm, if that’s the right word, of this project, which is one of the more ambitious projects to date of City Mosaic, a nonprofit organization that has brought many colorful and, in some cases, informative murals to downtown Springfield — and, in the process, reactivated a number of properties and made them conversation pieces.

Such was the case with another huge work of art just around the corner on Worthington Street. That project involved the recreation of wall advertising that was on the building more than a half-century ago, as well as a few images of personalities from the past and present.

John Simpson, the lead artist on that project, said some have referred to it as a “time machine,” and asked that he create another one at the Skyplex building, another somewhat underutilized property that is slated to become home to another brewery.

Susan Riano, Madden Sterrett, and John Simpson.

And he a team of artists, including Madden Sterrett and Susan Riano, have done just that.

“We wanted to blend many of the city’s historic firsts with historical figures, and modern community members, such as Mayor [Domenic] Sarno,” Simpson said. “We want to have the past connect with the present — and have it connect with the future.”

While the wall, which is a work in progress that should be completed “soon,” according to Simpson, features some well-known personalities and landmarks (such as the Puritan statue in front of the library) that need no explanation as to why they are pictured, many of them do.

Let’s start with Abraham Lincoln. According to local legend, the name ‘Republican Party,’ the party of Lincoln, originated in Springfield. Meanwhile, his wife, Mary Todd Lincoln, is said to have taken in shows at the Paramount Theater. As for Ali, he had connections to a mosque in the city, and is said to have visited it while training in Chicopee for his first fight against Sonny Liston.

Frederick Douglass also has a presence on the wall. Simpson said he visited Springfield several times, at least once to meet with fellow abolitionist John Brown about his raid on Harper’s Ferry, which started the Civil War.

There’s also the artist James Whistler, famous for the composition known as Whistler’s Mother. While born in Lowell, he did live in Springfield for a time, Simpson said. There are a few images of Eleanor Powell, a dancer and actress (she was in a few movies with Fred Astaire) who was also born in Springfield.

As was the actor Kurt Russell. There’s a small image of him portraying the character he is perhaps best known for, Snake Plissken, from both Escape from New York and Escape from L.A.

Former NBA star Travis Best, another Springfield native, is on the wall, as is Gwen Ifill, the journalist, television newscaster, and author, who was born in New York but later relocated with her family to Springfield and graduated from Classical High School.

There’s also June Foray (born June Lucille Forer), who grew up in Springfield and later became the voice of Rocky the Flying Squirrel and a host of other characters.

There aren’t many — if any — people who would recognize Foray from the image on the wall. And that’s why there will be a plaque, or key, to the images, explaining what they are, Simpson explained, adding that there are plans to print flyers to hand out at the restaurants — Granny’s Baking Table and the Osteria — that have windows facing the mural.

“Already, people are asking the waiters and the owners of these establishments who the people are on this wall,” he said, adding that this is one of the main objectives of this project — to get people talking and asking questions — about the wall, and about the city depicted on it.

Evan Plotkin, president of NAI Plotkin, collaborator with Simpson on several art-related projects in and around downtown, and leader of efforts to reactivate properties in that area, agreed.

“They’ve captured a moment in time, and the history and character of the city,” he said of the artists. “And while doing so, they’ve brought this property back to prominence; people are talking about it, and in the present and future tenses. That’s what these murals do.”

There is still some work to do on the mural, especially in and around the letters that spell out SPRINGFIELD, Simpson said, noting that many more characters, firsts, and landmarks will be added before the wall is officially finished. He mentioned an image of the Basketball Hall of Fame and perhaps something depicting the M-1 rifle, produced at the Springfield Armory, and its inventor, John Garand, as likely additions.

But already, those behind the project are accomplishing their primary mission. They’re creating that time machine, and they’re prompting people to stop, look, point, maybe ask some questions, get some answers, learn about Springfield, and celebrate the city and its history.

That’s a lot to ask from a mural, but this one does all that and more.

 

—George O’Brien

Cover Story

Vintage Years

Mary and Ed Hamel

Mary and Ed Hamel

Ed Hamel acknowledged that, while all entrepreneurial ventures start with an idea, most then follow a business plan that details how to take that idea and transform it into a successful, profitable operation.

It is with a large dose of … well, let’s call it pride, because that’s what it sounds like, that Hamel says he and his wife, Mary, essentially skipped that business-plan part.

“We’re just following where this thing takes us, and we’re having a lot of fun doing it,” he said, adding that this ‘thing’ is the Glendale Ridge Vineyard in Southampton, a concept that has grown into an intriguing and, yes, successful business.

Actually, three businesses, as Mary likes to say.

There’s the vineyard, where, at present, six main varieties of grapes are grown, from Reisling to Chardonnay to Cabernet Franc. There’s also a winery, where a broad mix of labels are made and bottled. And there’s a tasting room and what could be called an events division.

Indeed, the vineyard has been the site of a few weddings and regularly hosts retirement and birthday parties and many other types of functions, as well as concerts large and small — there’s an ABBA tribute band scheduled to play on Aug. 4, and Mary is expecting north of 400 people (much more on all that later).

All three of these businesses involved steep learning curves, said both Ed and Mary, who, in previous lives, worked as a general contractor and dental hygienist, respectively, before they purchased the Sankey dairy farm in 1992 with only some vague ideas about what they might do with it. And the learning process continues — on everything from which grapes to grow (and how) to which wines makes the best blends, to what kinds of music to book for the weekly Sunset Series, which is just what it sounds like: concerts as the sun goes down, with some drop-dead gorgeous views of the Holyoke Range and Mount Tom thrown in free of charge.

“We’re just following where this thing takes us, and we’re having a lot of fun doing it.”

Like the wines they make, the business itself has developed and matured, said the Hamels, noting that each aspect of the operation is growing and, by all accounts, improving and becoming more smooth and even bold, to borrow some terms from the industry.

There is a wine club that now boasts more than 350 members, the vineyard’s wines are now available in several area retail outlets and restaurants, and the farm itself has become a destination — for wine enthusiasts, music lovers, visitors from across the country who focus their travels on winery tours, a growing number of volunteers who help pick grapes each October, and more.

Moving forward, Mary and Ed say their obvious goal is to grow each of the three businesses within the operation, which currently relies on a small core of employees, as well as that growing army of volunteers who pick grapes.

And to keep having fun.

“People tend to think it’s a great job to have a vineyard, and it is, but let me tell you, it’s a lot of hard work,” Ed said. “It’s farming — I don’t need to say anything else — but there’s a lot of joy in it, too.”

This aerial view reveals the deep beauty of Glendale Ridge Vineyard and the surrounding mountains. Photo by Glenn T. Labay, Aerial Camera Services LLC

This aerial view reveals the deep beauty of Glendale Ridge Vineyard and the surrounding mountains. Photo by Glenn T. Labay, Aerial Camera Services LLC

For this issue, we learned a little about how to grow grapes, make wine, and fill a summer concert series. We learned a lot more about how a couple with an idea but no business plan — he says they still don’t have one; she believes they do — have shaped a dream into a growing business, in every sense of that phrase.

 

Grape Expectations

Ed told BusinessWest that Glendale Ridge grows only about a third of the grapes needed for its growing portfolio of wines. The rest are bought from other vineyards, mostly in Long Island and the Finger Lakes region of New York.

Each fall, he’ll rent a large truck and go on grape-buying treks, which, in the case of those Long Island vineyards, from which he’ll come back with three to six tons of product, can be a bit of an adventure. At least they were early on.

“People tend to think it’s a great job to have a vineyard, and it is, but let me tell you, it’s a lot of hard work. It’s farming — I don’t need to say anything else — but there’s a lot of joy in it, too.”

“Have you ever driven a large Penske truck onto the ferry?” Ed asked rhetorically, referring to the way most people get to Long Island. “It’s fun. It’s a little nerve-wracking at first; you see other large trucks, so you know it can be done, but it will test your nerves. Now, it’s old hat; I don’t think too much of it.”

Mastering the art of driving such a large vehicle onto the ferry serves as an effective metaphor for this operation, which, for the most part, has involved a whole lot of learning by doing and simply becoming better at … well, whatever it is you’re doing over time.

Our story begins in 1992, when Ed and Mary purchased the Sankey Farm with the goal of preserving the land through an active farming project.

18 different wines

Glendale Ridge now offers 18 different wines, and the portfolio continues to grow.

“I’ve always had this thought that I wanted to grow something,” said Ed, adding that his maternal grandfather operated a small farm in Vermont, where he spent a good deal of time in his youth. “Once we were on this farm, I thought we would do the organic thing — carrots, lettuce, tomatoes — but I couldn’t wrap my head around that.

“I started looking at value-added products, and grapes came onto the scene,” he went on, adding that the couple started in 2010 with 110 vines that were planted in what has come to be called the west block. They started with a trial vineyard with rows of Reisling, Chardonnay, Cabernet Franc, and more. The initial thought was that they would make wine for themselves.

“People tend to think it’s a great job to have a vineyard, and it is, but let me tell you, it’s a lot of hard work. It’s farming — I don’t need to say anything else — but there’s a lot of joy in it, too.”

Initially, the Hamels partnered in this venture with Ian and Michelle Kersberger, who later started Black Birch Vineyard in Hatfield, a similar operation in many respects.

Today, there are three blocks and more than 3,000 vines at Glendale Ridge. The east block contains an acre of Cabernet Franc, while the Nonotuck block comprises three acres, with an acre each of Vidal, Traminette, and Corot Noir.

As he talked about growing grapes, Ed said there is lot of research and constant learning that goes into the equation, and plenty of information out there from others in the business who are willing to share what they know.

“People who are in this business are very cooperative; they’ll answer your questions honestly and give you advice,” he told BusinessWest, adding that there are a few vineyard operations in this region and many more in the winery regions of New York.

Tim Beaudry

Tim Beaudry, wine steward at Glendale Ridge, in his ‘office.’

Meanwhile, Cornell University has a strong viticulture and enology program that publishes a large amount of information, he noted, adding that it has become a great resource for him over the years.

The Cornell program has been involved in the creation of hybrid grapes, which is mostly what is grown at Glendale Ridge, he said, adding that current varieties — which involve mixes of “old-world European varieties” and grapes grown in the U.S. — include Vidal, Traminette, Carot Noir, Itasca, Cabernet Franc, and Aromella.

Harvest time is in October, he said, with the Cabernet Franc, a red grape, the last one to be picked.

“We like to let that hang as possible — typically, we’ll go to October 25 or October 28, depending on what the weather is like, before we pick those,” he explained, adding that harvesting time has become an intriguing tradition at the vineyard, one that attracts growing numbers of volunteers.

“It’s the most fun thing we do,” Mary said. “People do love it — we’ll get 35 people here.”

 

Heard It Through the Grapevine

These grapes and those sourced from other vineyards wind up on a crush pad, where they start to get processed into either crushed grapes, which go into red wine, or juice, which makes white wine.

There are a number of both among a growing number of labels, now featured in a retail area just off the tasting room. There is a solid mix of reds, whites, rosés, and dessert wines, everything from dry and medium-dry Rieslings to a Sauvignon Blanc; from a Merlot and a Malbec to a Cabernet Sauvignon.

The Glendale Ridge website includes colorful descriptions of each label, such as this one for a 2019 Malbec: “the nose is of dark fruit with a little smoke. Black cherry, strawberry, and cedar flavors shine with a beautiful acidity on the finish.” And this one for the 2021 Sauvignon Blanc: “You’ll find enticing scents of new-mown hay, elderflower, and honeysuckle. The palate offers assertive acidity and minerality with white grapefruit.”

Over the years, the number of individual labels has grown, and new offerings, such as a Traminette that has become a popular seller, are added regularly.

And while the vineyard and winery operations continue to grow and evolve, so too does the events and tasting-room side of the equation, said Mary, who leads that aspect of the operation.

In the tasting room, patrons can enjoy wine ‘flights,’ with three pours of wine, as well as wine for sale by the glass and the bottle, she said, adding that the vineyard has become a popular place to stop and unwind or pick up a bottle of wine or two.

picking of grapes

The picking of grapes has become an event at Glendale Ridge, one that draws a growing number of eager volunteers.

“People enjoy coming here and sitting and relaxing,” she said, noting that the vineyard, open Thursday through Sunday, sees a steady stream of visitors.

As for events, she noted that there are several weddings, small and large, at the vineyard each year, as well as many other types of events, from wedding and baby showers to rehearsal dinners and company outings; from family reunions to companies’ customer-appreciation gatherings.

“People enjoy each other’s company — and the wine,” she said.

On the Friday afternoon that BusinessWest visited earlier this month, preparations were being made for a surprise 60th birthday party and a retirement party, as well as the Sunset Series, all starting at 5 p.m.

“We have a lot going on Fridays,” Mary said, adding that, among her many responsibilities, she is charged with filling the calendar with events and gatherings, starting around Valentine’s Day and ending on New Year’s Day.

In addition to these private events, the vineyard now hosts a number of concerts, including the popular Sunset Series, which runs most Friday and Sunday evenings.

July’s series offerings are typical, Mary said, adding that a mix of music genres is preferred. On July 7, the Buddy McEarns Duo, described as ‘blue roots rock ‘n’ roll,’ and a regular at Glendale Ridge, performed. On July 9, guitarist and vocalist Dan Goldwaite visited the vineyard, and on July 14, the OverEast Jazz Band took the stage.

Beyond the Sunset Series, the vineyard hosts a number of larger concerts as well, Mary said, noting that, in addition to the ABBA tribute band, called Dancing Dream, the Wild Heart Tribute to Stevie Nicks & Fleetwood Mac is scheduled for September. She added that the vineyard, which many have praised not only only for its setting but its acoustics, has been described by some as a ‘mini-Tanglewood.’

In addition, the vineyard hosts food trucks a few days a week on average, as well as programs such as a bouquet class with Finch Flower Company and restorative yoga with the Traveling Yoga Company. Meanwhile, Tim Beaudry, the wine steward at Glenridge, will host programs on the various types of wines, what goes into making them, and how to pair them with food.

The vineyard is located near Northampton, Holyoke, Westfield, and Easthampton, Mary noted, making it central location in the region. Meanwhile, wine adds a different and appealing element to many different types of over-21 gatherings.

 

Vine and Dandy

“Every bottle tells a story.” That’s the marketing slogan for Glendale Ridge, or one of them, anyway.

Actually, each bottle tells several stories, but especially the one about the couple that skipped the business-plan part of the entrepreneurship process and, as Ed said, are “following where this thing takes us.”

It’s taken them in many different directions, but mostly, Glendale Ridge has become a true destination — a place where passions collide and you can view something special, no matter which way you happen to be looking.

 

Banking and Financial Services Community Spotlight Special Coverage

An Uphill Climb

Dan Moriarty was among the participants in the recent IRONMAN competition that wound its way through many Western Mass. communities.

The president and CEO of Monson Savings bank, Moriarty is also an avid biker, and decided to take things up a notch — or two, or three — with the IRONMAN, which featured a mile swim, downstream, in the Connecticut River; a 56-mile bike trek; and a half-marathon (13 miles and change).

Moriarty said his time — and he doesn’t like to talk about time — was roughly seven hours, and joked that that he believes he met what was his primary goal: “I wanted to come in first among all the local bank presidents.”

As things are turning out, the IRONMAN isn’t the only test of endurance he will face this year and next (yes, he’s already scheduled to take part again in 2024). He and all other banking leaders are facing another stern challenge, and where they finish on this one … well, there are several factors that will ultimately determine that, as we’ll see.

Indeed, the past year or so has been a long, mostly uphill, upstream stretch for banks, which are being severely tested by unprecedented interest rates hikes implemented by the Fed, which have a domino effect on banks — and their customers. For banks, these moves are squeezing margins that were already tight, with some margins off 50 basis points or more from last year. And for public banks, their stocks have, for the most part, been hammered.

This domino effect involves everything from the huge increase in interest paid to customers on their deposits to the manner in which those interest-rate hikes have brought the home-mortgage business to a virtual standstill.

To quantify that increase in interest paid to consumers, Tom Senecal, president and CEO of PeoplesBank, recalled a quote he read from the president of a large national bank that put things in their proper perspective.

“I won’t even call this a short-term problem anymore when it comes to profitability. It’s a medium-term problem that we’re all having to adjust to.”

“He said, ‘my raw-material costs have increased 600%,’” Senecal noted. “His raw materials are the funding for deposits for his wholesale assets, which have literally gone up 600%. If you look at any business and their profit margins — our raw materials have gone up 600%, so that squeezes our margins.”

Meanwhile, with interest rates more than double what they were a year or so ago, the refi market has obviously disappeared, said Kevin O’Connor, executive vice president of Westfield Bank, adding that, with home sales, those who might be thinking about trading up wouldn’t want to trade a 2% or 3% mortgage for one closer to 7% mortgage, so they’re taking what could be called a pause.

As is the Fed, which is taking a close look at the impact of its interest-rate hikes before deciding what to do next, although most experts expect at least one more rate hike this year.

And that will keep banks on this current treadmill, said Jeff Sullivan, president and CEO of Springfield-based New Valley Bank, adding that, while there has been talk that rates might start coming down this year, that likely won’t happen until at least early next year.

By then, the country may well be in recession, adding new levels of intrigue, said Moriarty, noting that the yield curve is currently inverted, a historically accurate predictor of recession.

“We’re going to eventually get into a recession in the third or fourth quarter of this year,” he said. “We were anticipating it might happen a little earlier with hopes that the Fed would have cut rates before of 2023, but now, we’re guessing that interest rates are going to be elevated another year out until they start cutting.”

Tom Senecal

Tom Senecal says unprecedented interest-rate hikes have put a great deal of pressure on banks large and small.

Overall, banks’ fortunes are tied, ironically enough, to how well the economy is doing, and they are in the unusual position of hoping that things cool off a little, said O’Connor, adding that, like the Fed itself, banks don’t want to see efforts to curb inflation throw the economy into reverse.

The biggest question, among many others, concerns when the pendulum might start swinging in the other direction and things will improve for banks. There is no consensus there — not with the economy still doing well, a presidential election looming in 2024, and other factors.

But the general feeling is that the uphill portion of this trek won’t be over soon.

“I won’t even call this a short-term problem anymore when it comes to profitability,” Sullivan said. “It’s a medium-term problem that we’re all having to adjust to.”

Moriarty agreed, noting that, while the first two quarters of 2023 has been a difficult year for most banks, the rest of this year and 2024 might be an even more of an uphill climb.

 

Points of Interest

Senecal told BusinessWest that, as he was heading home for the first weekend in March, he planned to take a break from his phone and spend a few days unplugged.

And he did … until news broke that Silicon Valley Bank (SVB) in California had failed after a bank run on its deposits.

So he started looking at his phone again. And he kept looking at it.

“The weekend that SVB failed, the four largest banks in the country took in roughly $140 billion in new deposits, and community banks, in general, lost $130 million in deposits. There was a huge move to larger institutions out of fear.”

Indeed, there were many discussions with other leaders of the bank about how to communicate with customers and convince them that their deposits were safe.

“That whole weekend, myself and our commercial team and our retail people were on the phone explaining what was going on, answering their questions, and putting their minds at ease,” he recalled. “And I talked to a number of my competitors, and they were doing the same thing.”

Such discussions were necessary, he said, because even though those deposits were becoming far more burdensome, cost-wise, as he noted earlier, all banks need them to have the money to grow their loans, and consumers were getting skittish.

Jeff Sullivan

Despite the interest-rate hikes, the economy is still humming in many respects, Jeff Sullivan says, meaning the Fed may still have some work to do to slow it down.

“The weekend that SVB failed, the four largest banks in the country took in roughly $140 billion in new deposits, and community banks, in general, lost $130 million in deposits,” he said, citing a combination of concern fueled by social media and the ease with which consumers can now move money electronically as the dominant causes. “There was a huge move to larger institutions out of fear.”

Overall, there was less fallout in this region, said O’Connor, another of those banking leaders who was the phone to customers assuring them that their assets were safe, adding that the failure of SVB and a few other banks this spring, and the resulting fallout from depositors, were just one of the many speedbumps encountered by banks in 2023.

Indeed, this was a year the industry knew would be challenging — or more challenging — going in, especially with regard to rising interest rates. Just not this challenging.

“Just a year ago, rates were quite low, and everyone thought rates were going up a point and a half, maybe 2%, something in that ballpark — that was the consensus prior to August of last year, when Chairman [Jerome] Powell said, ‘no, we’re really going to stomp on the brakes,’” Sullivan said. “Up to that point, we thought that rates would go up slightly, and we were modeling our projections on that; I don’t think there’s anyone who projected that rates would go up 5% in seven months — that’s unprecedented territory, and that’s what is causing the squeeze.”

O’Connor agreed. A year or so, banks were paying maybe a half-percent interest on deposits, he recalled, adding that most new CD products being advertised are featuring rates in the 4.5% to 4.9% range on the higher end, while rates on money-market accounts are coming up as well, numbers that reflect both the need to garner new deposits and growing competion for those assets.

“You have competition from other banks, internet-only banks, the security brokers — everyone is clamoring for those deposits,” O’Connor said. “And that certainly puts pressure on all banks, including community banks.”

Institutions are adjusting to this landscape, said those we spoke with, but it’s going to take some time to fully adjust because the rate hikes came so quickly and profoundly.

And such adjustments take several forms, they said, including efforts to trade fixed-rate assets for variable-rate assets, initiatives that take time and come with their own set of risks — indeed, rates could, that’s could, go down quickly.

Dan Moriarty

Dan Moriarty says many ominous signs point toward a recession, which could bring more challenges for banks and their customers.

On the mortgage side of the equation, there aren’t many options. Senecal said PeoplesBank has been working to acquire mortgages written in areas that are still relatively hot, such as Cape Cod. Meanwhile, O’Connor said Westfield Bank and institutions like it are pushing home-equity loans, and there is a good market for them as homeowners look to take that equity and put it back into their homes or make other large purchases.

“It certainly doesn’t make up for what we’re losing in mortgages and refis, but it does help,” O’Connor said. “We’re seeing a lot of interest in home-equity loans.”

 

No Margin for Error

While banks cope with the present, there is just as much discussion, if not more, concerning what will happen next and when conditions will improve for this sector.

And most of that discussion obviously involves the Fed and what will happen with interest rates, because it’s these rates that determine what happens with all those dominoes.

There is some general uncertainty about what the Fed will do, said those we spoke with, because the jury is still out, in some respects and at least in some quarters, on whether it has accomplished its mission when it comes to slowing down the economy and curbing inflation. This uncertainty led to intense discussion at the most recent Fed board meeting, Senecal said.

“There are two schools of thought on this. One is, ‘let’s wait and see what our rate increases are doing to the economy, because it’s like steering a battleship — it doesn’t happen right away,’” he told BusinessWest. “So the Fed took this pause trying to gauge what happened, and what happened? Inflation came down little bit; it was up to 6 or 7%, and now it’s 3.5% or 4%. But their goal is to get it to 2%. So do they continue to raise rates and wait to pause, or do they raise and do a long pause to see if inflation comes down to their target level of 2%?”

“I don’t think there’s anyone who projected that rates would go up 5% in seven months — that’s unprecedented territory, and that’s what is causing the squeeze.”

While inflation slowed in June — the consumer price index rose 0.2% last month and was up 3% from a year ago, the lowest level since March 2021 — core inflation is still running well above the Fed’s 2% target. And Moriarty is among those saying there is ample evidence that the Fed still has work to do to slow the economy and further decrease inflation.

“Employment numbers are surging, and that’s an indication the economy is still moving fast and hot,” he said. “My uneducated crystal ball is telling me we might see a few more interest-rate moves, which means it’s going to be more difficult for the economy to continue on this path.”

Many are saying that the probable course will be another rate increase and then that pause, he went on, adding that there is more conjecture about what will then happen. Will rates stay where they are, or will they start to come down and perhaps reverse the trends seen over the past year or so?

Kevin O’Connor

Kevin O’Connor says rising interest rates have slowed the mortgage business — and destroyed the refi business.

“The consensus is that the economy is starting to slow down — not quickly, but it’s starting to slow down — and that rate cuts will probably start to happen in 2024 because inflation and economic growth both show signs of slowing down,” Sullivan said. “When that happens, we can start to price the deposit costs down.

“We’re probably not going back to where we were before,” he went on, meaning rates near zero. “We’re going back to normal, or what could be a new normal — deposit rates in the 3% range. They’re not going to be zero, and they’re not going to be 5%; they’re probably going to be somewhere in the middle once all this settles out.”

When things will settle down is another question that is difficult to answer because the economy is still chugging along, and, with the notable exception of the mortgage market, consumers are still borrowing money.

“Borrowers have gotten used to paying loan rates in the 6s and 7s — they’re not happy about it, but it doesn’t seem to be stopping anyone’s appetite for acquiring assets and borrowing money,” Sullivan said. “There’s still plenty of business out there, and that would support what Powell has been saying — that they haven’t really slowed the economy yet; in fact, it’s pretty darned good. We’re taking applications every day, and we’re writing loans every day; we’re running our business as usual.”

 

Taking Account

Well … not quite usual at most institutions, especially with regard to mortgages and refis, a huge part of the success formula for the region’s community banks and credit unions.

In this environment, O’Connor said, Westfield Bank and institutions like it are putting even more emphasis on customer service, attracting new customers and retaining existing customers.

“We have to make sure that we’re the bank of choice and remain that,” he said. “We work hard at the commercial relationships, the consumer relationships … our branch teams, our cash-management teams, our lenders, everyone is out there being very available to our customers and working hard to attract new customers from other banks.”

Banks are always working hard on attracting and retaining customers, he said in conclusion, but this year, and in this climate, there is even more emphasis on such initiatives.

It’s all part of a broad response to something that is a little more than your typical economic cycle. It’s somewhat unprecedented, in fact … and certainly a long, uphill climb for most banks.

 

Commercial Real Estate Special Coverage

Building Anxiety

Trulieve will soon be leaving the Massachusetts market

Trulieve will soon be leaving the Massachusetts market, and its property on Canal Street in Holyoke, leaving questions about the site’s future.

Aaron Vega calls it the ‘year of reckoning.’

And he’s not the only one who uses such language when talking about 2023 and the cannabis industry.

This has been a year when a confluence of forces has brought stern challenges to a sector that got off to a fast and hot start in this region. These forces, including mounting competition and falling prices, have prompted some players to exit the market — Truelieve was the latest to make that decision — and others to delay or cancel entry into it.

The impact of these rather sudden changes in the fortunes of the cannabis industry has changed the landscape in many different ways and in many different communities. But perhaps the greatest impact has been on the commercial real-estate market in the city that has most aggressively pursued this sector: Holyoke.

Indeed, a market that was once white-hot as Holyoke officials, led by former Mayor Alex Morse, rolled out the red carpet for cannabis has cooled off substantially, said Vega, director of the city’s Office of Planning and Economic Development, adding that this trend will likely continue as the cannabis sector continues adjusting and responding to the changing climate.

“We’re wondering … how does that property move? What does that company want to sell it for, and what is the acquisition cost going to be? It comes currently with a $300,000 tax bill; that’s a lot of money to keep a building empty. We’re hoping they’re able to move it or work with the city to find a public solution.”

A number of properties have been purchased or leased, and at prices that could not have imagined a decade ago. And as some cannabis businesses close or leave the market and others delay their plans to start, questions mount about all that real estate and what will happen with it.

“A lot of the buildings were locked up because they were purchased at a much higher price than they were probably worth, and now those companies are not going forward, or their timelines are stretched out,” he said. “Are they going to sell these buildings? Are they going to be able to maintain these buildings? They come with tax bills, and they come with maintenance; if you don’t have anything going on inside that you’re making money with, it becomes more of a struggle.”

The most visible manifestation of this changing landscape is the property at 56 Canal St., home (but not for much longer) to Trulieve’s 126,000-square-foot growing, processing, and testing facility, the former Conklin Office Furniture building. Truelieve poured tens of millions into purchasing, renovating, and retrofitting the former mill for cannabis-related uses, said Vega, who wondered out loud how the company could possibly recover that kind of investment given the current fortunes of the cannabis industry.

“We’re wondering … how does that property move? What does that company want to sell it for, and what is the acquisition cost going to be?” he asked. “It comes currently with a $300,000 tax bill; that’s a lot of money to keep a building empty. We’re hoping they’re able to move it or work with the city to find a public solution.”

While some ventures are slated to open in the coming weeks and months, Vega said, there are at least 20 properties for which special permits have been approved — for one or more of the several types of cannabis-related businesses — but where there has been little movement, if any, on site toward opening those businesses.

Vega said he was only half-kidding when he suggested that Trulieve donate its Canal Street property to the city and its redevelopment authority, which could then try to attract more and different kinds of indoor agriculture businesses. Among other things, the transformation of old mills across the city for cannabis-related uses has shown what can be done with those properties, he noted, adding that indoor agriculture could be a growth industry for the city — literally and figuratively — moving forward.

Meanwhile, another emerging model for these mills could be an incubator-like facility, such as the one taking shape at 1 Cabot St., another old mill, the former Riverside Paper Co. building, purchased by Tom and Karen Cusano in 2018.

1 Cabot St. will become an incubator of sorts

Tom Cusano says the property at 1 Cabot St. will become an incubator of sorts for several small, cannabis-related businesses, a model he believes has a great deal of promise.

There, several smaller companies, many of them social-equity ventures, are moving forward with plans, Tom said, adding that this is a different kind of model, and one he believes has some staying power.

“We have one operating tenant and four tenants who are in the licensing process, and we’re building out their space — they should be operational within 90 to 120 days,” he said, adding that this model calls for reasonable lease rates, most buildout handled by the owner, and opportunities to grow if and when the businesses do.

For this issue and its focus on commercial real estate, we take a look at what’s happening in Holyoke — and not happening, as the case may be — and what it all means moving forward.

 

Pot Luck

Vega told BusinessWest that the cannabis experience — and it is ongoing — has benefited Holyoke in a number of ways.

Beyond the hundreds of thousands of square feet of old mill space that has been absorbed and the jobs created, the arrival of this industry has given the city a tremendous amount of exposure locally, regionally, and even nationally and internationally, he said, adding that many people in business who didn’t know about the city’s assets and benefits, from available real estate to green, comparatively inexpensive energy, now do. And this bodes well moving forward.

For the immediate future, though, the relative strength and resilience of the local cannabis industry is the primary topic of conversation in this year of reckoning. At the very least, there are now real questions about whether this sector has already peaked, and if not, how much more it can grow.

To quantify and qualify the changes that have taken place, Vega talked about phone-call volume — as in calls from cannabis companies calling with questions about the city and opportunities to land there — and his overall workload when it comes to handling license applications and related matters.

“When I started in this job two and a half years ago, we were talking to companies once a week, and we had that peak of having 70 host agreements,” he noted. “Working with the City Council, we got 38 special permits approved; that’s a lot of work on a lot of people’s part.

“But now, I think we had two host-community agreements in the last three months, and two projects in front of the City Council and other departments for review,” he went on. “In two years, it’s changed quite a bit.”

Elaborating, he said many of the major players and ‘funders’ in this industry have already moved on to the next emerging markets in this industry, such as Connecticut and New York, with their attention also focused on federal legislation to legalize cannabis.

“With the cannabis industry, it was kind of predatory; everyone looked at it like it was the golden goose. If you had a building, you asked for four times what it was worth, and if you had space to lease, you asked the tenant to spend millions of dollars to fix up your run-down building.”

All of this is reflected in the commercial real-estate market, he said, referencing the large question marks now hanging over several of the properties acquired or leased — at high prices — with cannabis businesses in mind.

Cusano, who purchased his property not long after cannabis was legalized in this state, summed up the market frenzy, if that’s the right term, this way:

“With the cannabis industry, it was kind of predatory; everyone looked at it like it was the golden goose. If you had a building, you asked for four times what it was worth, and if you had space to lease, you asked the tenant to spend millions of dollars to fix up your run-down building. And, quite honestly, very few people could afford that.

“Some of the big, multi-state operators came in with deep pockets and dumped tons of money,” he went on. “And as we can see with Trulieve, that doesn’t seem to work.”

He’s taking a different approach, one he thinks will generate some long-term success.

Indeed, at the Cabot Street property, he’s drawing on 20 years of experience with renovating and then leasing out a former mill building to emerging small businesses in New Hampshire.

“We’re trying to help these small businesses get started; we’re doing the lion’s share of the renovation work and essentially giving them a turnkey operation except for fixtures and whatever they need to run their business, whether they’re doing cultivation, manufacturing, or processing,” he said. “We’ve talked with multiple tenants; we’ll have a retail dispensary in the front of the building that we’re working on.”

Elaborating, he said he and Karen purchased the building “for a song” and have invested far more than $1 million in it thus far. He said he’s had some experience with the cannabis industry in New Hampshire and Maine and understands its potential, both as a source of tenants and its importance to the community in question.

At present, there is one business operating at the property on Cabot Street, Mill Town, a cultivation and light-manufacturing operation, Cusano said, adding that several more are in the pipeline, ventures that will occupy 10,000- to 35,000-square-foot spaces.

He believes this model will fare better than some of the other strategies that have been tried — mostly companies overpaying to purchase or lease property, a situation that adds another layer of challenge to their ability to remain competitive in a rapidly changing market.

“People were overpaying, dumping a ton of money into these properties, and then the market collapsed because of oversupply, and they were upside-down,” he said. “We have a saying in the retail business — you can sell below cost and make up the difference with volume. But not for long.”

 

Bottom Line

Returning to his thoughts about indoor farming and how properties like the Trulieve facility might be turned over to such uses, Vega said such prospects represent just one of the ways the changing real-estate climate in Holyoke represents both challenge and opportunity.

“Let’s keep the cannabis industry, but let’s also help the local food economy,” he said. “Someone growing lettuce and micrograins can’t afford a $40 million building, but if the redevelopment authority can gain control of that building or sell it without needing to make a profit, and we can get a whole industry or a bunch of small businesses going, we can create a food economy, and that would be huge.”

He acknowledged, without actually saying so, that such plans represent a real long shot. The reality is that, rather than solutions, there might be more question marks for the buildings bought with designs on entering what looked at the time to be a lucrative cannabis sector.

And if things break the wrong way, Holyoke may wind up with what it had before it rolled out the red carpet for this industry — a large number of vacant and underutilized properties.

Community Spotlight

Community Spotlight

Chris Willenborg stands in front of one of the private jets

Chris Willenborg stands in front of one of the private jets based at Barnes Westfield Regional Airport, one of the many assets contributing to economic-development efforts in the city.

The F-35 stealth fighter is nicknamed ‘Lightning,’ and it is certainly expected to provide a powerful surge in Westfield.

The Pentagon announced in April that 18 F-35A fighters will be based at Westfield Barnes Regional Airport with the Air National Guard’s 104th Fighter Wing, replacing the F-15s that have been flying over the city — and on missions around the world — since 2007.

Rick Sullivan, president and CEO of the Western Massachusetts Economic Development Council — but also a former mayor of this city for a dozen years and currently a city councilor — said the F-35s will become an obvious point of pride for the community and the region, but there is an economic-development component to this decision as well.

Indeed, the move will stabilize and secure the long-term future of the 104th, which brings more than 1,000 jobs and millions of dollars in direct support to the local economy each year.

“The F-35s are obviously hugely important, not only to the operation of Westfield Barnes Regional Airport, but to the 104th, which is a significant employer in the region, and a significant business,” Sullivan explained. “Aside from being an absolute point of pride for the city and the region, it’s an important economic development as well.”

Chris Willenborg, manager of the airport, agreed.

“The F-35s mean a lot to the future of the 104th’s presence at the airport,” he told BusinessWest. “This decision really solidifies the 104th Fighter Wing having a mission at Barnes Regional Airport for the next 50 or 60 years; having a new fighter based here will be a significant asset for the airport moving forward.”

Meanwhile, the F-35s provide a powerful, up-close representation of an important part of the city’s economy: its precision-manufacturing shops, large and small, many of which provide parts to the defense and aerospace industries and planes like the F-35A.

Indeed, Sullivan, in talking about the presence of the precision-manufacturing sector and its importance to the region, has often noted that, when military or commercial planes fly over the region, residents can point to them and note that components of those aircraft are made in the 413.

And especially in Westfield, which boasts companies such as Advance Manufacturing, Boulevard Machine and Gear, and Peerless Precision, all of which have a number of customers in the aviation, defense, and aerospace sectors.

Tom Flaherty

Tom Flaherty says Whip City Fiber has become a $30-million-a-year business.

Kristin Carlson, president of Peerless, told BusinessWest that, after a lull toward the middle of the pandemic, business is picking up for Peerless and other precision manufacturers, who say their biggest challenge remains finding enough talented workers, especially as members of the Baby Boom generation retire in ever-larger numbers and the numbers of young people looking to get into this field remains … well, underwhelming.

“It’s still very much an employees’ market,” she said, adding that firms in this city and neighboring communities are competing tooth and nail for a very limited supply of qualified help, which is driving wages and benefits skyward and making it harder for smaller shops to compete against the larger national and international players.

While precision manufacturing remains a large and stable employer, the city’s economy is strong and diverse, said Mayor Michael McCabe, the former police captain who sought and won the corner office in 2021 and will seek a second two-year term this fall.

He noted the strong presence of manufacturing and distribution facilities, many of them located at or near the airport, as a well as strong retail (Walmart, Home Depot, and many others have locations in the city) and hospitality sectors, and major employers including Baystate Noble Hospital and Westfield State University.

It could also become home to a sprawling, $2.7 billion hyperscale data center complex planned for the city’s north side. That project and an accompanying tax-incentive financing plan have been approved by city officials, and the developers are awaiting word from the state on economic incentives it will provide to support the massive undertaking.

McCabe also cited a changing, rebounding downtown, one that will never again be the retail hub that is was decades ago, but is evolving into a collection of diverse shops and intriguing new developments, such as the housing complex taking shape in the former Lambson’s furniture store building on Elm Street.

For this, the latest installment of its Community Spotlight series, BusinessWest turns its focus on Westfield, where things are looking up — and so are people, especially when the F-35s are flying overhead, as they did at the recent airshow at Barnes and will do for perhaps the next 30 or 40 years.

 

Ready for Takeoff

McCabe said Westfield is a city that has long boasted a number of enviable assets when it comes to business and economic development. And it has taken full advantage of those assets.

That impressive list includes developable land, a commodity lacking in many area communities, especially in its North Side, which, as noted, has become home to a number of manufacturing and distribution facilities, the latter drawn by not only land but a turnpike exit, easy access to other highways, and rail service.

The list of assets also includes the university, the airport, and a municipal utility, Westfield Gas & Electric, which, through its comparatively low electric rates and expanding fiber-optic network, has become a key contributor to economic development in the city (more on that later).

As for the airport, it has long been a somewhat hidden gem, but it continues to emerge as a force in the local economy as home to not only the 104th, but also companies like Gulfstream Aerospace, where private jets are serviced, and also as a home base for a handful of jets and dozens of other planes.

“Westfield is at the crossroads of the interstates, I-90 and I-91, there’s rail access … and coupled with that is an industry-welcoming community.”

This will go down as a big year for the airport, which has thrust itself into the limelight in a number of ways.

For starters, it is celebrating its 100th birthday, Willenborg said, adding that this comes on top of the announcement of the F-35s, which brought press coverage locally, regionally, and nationally. There was also the recent Westfield International Air Show, which featured a wide range of aircraft, including the F-35A, and brought more than 100,000 people to Barnes. And just a few weeks ago, the Commemorative Air Force, a nonprofit group based in Texas, brought several vintage World War II aircraft — and thousands of spectators — to the airport.

On top of all that, Barnes is enjoying what could be called a building boom, he said, noting that there are four new hangars in various stages of construction, investments totaling between $8 million and $10 million, as well as two taxiway projects on the docket, one to start this month and the other set for next year.

Overall, the airport, which sees 50,000 takeoffs and landings each year, contributes roughly $1.2 million of direct revenue to the city, and its overall economic impact, according to a 2019 statewide study, is roughly 2,100 direct and indirect jobs and economic output of $236 million, numbers that take into account the 104th.

“The airport is definitely a major economic engine and employer here in Western Massachusetts,” Willenborg said, adding that the arrival of the F-35s is only expected to increase that impact.

 

The Jet Set

Also making a considerable impact is the city’s utility. General Manager Tom Flaherty said Westfield G&E’s rates are considerably lower than investor-owned utilities such as Eversource and National Grid, a competitive advantage that, when coupled with those assets listed above, gives the city a leg up when it comes to landing large manufacturing and distribution facilities, as well as the planned data-center campus.

One of the latest examples of the saleability of this package of assets is the arrival of James Hardie Building Products, which plans to open a construction siding factory in the former Old Colony Envelope plant in the city’s north side.

When it opens, the James Hardie plant will become the G&E’s largest natural-gas customer and one of its 10 largest electric customers, said Flaherty, adding that utility rates certainly played a role in the company’s decision to come to Westfield.

“It was a solid a mix of things — Westfield is at the crossroads of the interstates, I-90 and I-91, there’s rail access … and coupled with that is an industry-welcoming community,” he explained. “And when it narrows down to utility cost, and people are looking at cost and system reliability and the capability to meet that gas demand, Westfield has all that.”

Elaborating, he said Westfield has its own natural-gas spur that comes off the Tennessee Gas pipeline, which the G&E wholly owns, giving it — and the city — a huge advantage over communities such as Holyoke and utilities currently enforcing moratoriums on additional natural-gas service.

Another advantage — again, for both the city and its utility — is the G&E’s expanding fiber-optic business, Whip City Fiber. Launched in 2013 to provide fiber-optic service to residents and businesses in Westfield, the endeavor has become a $30 million-a-year business whereby the G&E has built out and now manages fiber-optic networks in 20 area communities — from Blandford to Goshen to Colrain — with more in the pipeline.

These include West Springfield and Southwick, said Flaherty, adding that more cities and towns in this region and beyond will be joining that list in the years to come.

“In the beginning, the broad goal was to bring an additional service to the residents and business of Westfield and, hopefully, break even,” he told BusinessWest, adding that, today, through its continued expansion in the city and to other communities, Whip City Fiber generates roughly $3.5 million in net income for the utility, money that is currently poured into expansion of the fiber-optic network to different parts of the Westfield.

Westfield at a glance

Year Incorporated: 1669
Population: 40.834
Area: 47.4 square miles
County: Hampden
Residential Tax Rate: $16.98
Commercial Tax Rate: $33.52
Median Household Income: $45,240
Median Family Income: $55,327
Type of Government: Mayor, City Council
Largest Employers: Westfield State University, Baystate Noble Hospital, Mestek Inc., Savage Arms Inc., Advance Manufacturing Co.
* Latest information available

When the entirety of Westfield is covered by the service, that revenue can be put toward other initiatives, such as the utility board’s recent vote to make additional payments in lieu of taxes to the city with the intention that they be used to upgrade athletic fields in the city.

“We’re looking to partner with the city to turf up to six fields and pay the bond for that, up to $1 million a year,” he said, adding that many of the city’s athletic fields are in need of upgrading or expansion. “That’s a project where we can give back to the community as we continue to bring in revenue from communities outside of Westfield.”

 

Soar Subject

While the F-35s are expected to provide a boost in civic pride and some stability for the 104th and the local economy, the precision manufacturers in the area are hoping they do something else — generate some interest in the field.

Such forms of inspiration are still very much needed, said Carlson, adding that, despite attractive pay rates, good benefits, and even growing flexibility in the workplace, it remains a struggle to find and retain talent, a challenge that is testing many of the shops in the city, including hers.

Hiring was an issue before COVID, noted Carlson, who was honored by BusinessWest with its Difference Makers award in 2021, primarily for her tireless work to educate young people about this sector and hopefully draw more of them into it, adding that the pandemic and its many side effects, including generous unemployment benefits, only exacerbated the problem.

“Whoever thought it could get harder for manufacturers to find good people?” she asked with a laugh. “It’s always been a struggle for our industry, and post-pandemic, it’s been even worse; somehow, I was able to fill open positions inside of a month this year, and I’m not really sure how that happened.

“There are a lot of us in Westfield who constantly have job openings, and we’re trying to fill them, as is the case with every manufacturer in the state and the country, for that matter,” she went on. “The problem is the same that it’s always been — we have a limited skilled labor force that we can pull from, and we’re all competing for the same ones.”

Elaborating, she said Westfield Technical Academy graduates 16 to 18 students a year from its manufacturing department, and there are roughly 30 shops in Westfield alone competing for those students, many of whom are brought into shops as part of a co-op program while they’re seniors, with the goal of seeing them stay with the firm in question.

Meanwhile, the pandemic had the additional effect of pushing many Baby Boomers over the retirement cliff, Carlson said, adding that this drain of experienced talent further tested shops large and small, including Peerless, which saw two long-time employees retire over the past year.

Still, despite these challenges, most shops, including Peerless, are thriving, she said.

“We had a slump last year, but we’re coming out of it, and we’re at almost 90-degree climb now, so it’s good,” she said, using an aviation-industry term to get her point across. “We’re seeing a lot of large customers who had really slowed down during the pandemic coming back in full force, and we’re seeing customers come back that we hadn’t done business with in three years because of the pandemic.”

 

Uplifting Thoughts

Speaking of 90-degree climbs … the F-35s are not expected to arrive until 2026. But already, expectations, and the overall outlook for the city, are sky high.

After years of effort and lobbying on the part of city, state, and national officials, the latest-generation F-35s will be coming to Barnes, providing — as Sullivan, McCabe, Willenborg, and others told BusinessWest — both a point of pride and an economic boost for the city and region.

It’s a lightning strike, to be sure, and one with a powerful jolt.

Women in Businesss

A Legacy of Caring, Getting Involved

 

Dora D. Robinson

Dora D. Robinson

It’s been more than 30 years since the incident just outside the Martin Luther King Jr. Community Center in Springfield, but Nate Johnson says he won’t ever forget what happened that Halloween afternoon.

Or the woman who committed what he described not as an act of kindness, but rather as “heroism.”

A group of teenagers had gathered outside the MLK Center, he recalled, and a fight broke out among them — a “real fight.”

He was in the middle of it, he said, adding that, from seemingly out of nowhere, Dora D. Robinson, the director at the center, grabbed him and pulled him out of the fracas.

To this day, he doesn’t know why she picked him from among all the others. He’s just grateful she did, because that was simply the beginning of her influence on his life.

“She’s my superhero that came to rescue me,” he said, making a point to use the present tense, adding that Robinson, who passed away last month at age 71, essentially “adopted” him at that point and became a mother figure, mentor, inspiration, and someone who helped open doors and compel him to walk through them.

Opening doors and guiding people through them … that might be a concise yet effective way to at least start to sum up a remarkable life and career in public service that included a lengthy stint at the MLK Center, a tenure as president and CEO of the United Way of Pioneer Valley (UWPV), and many other leadership roles.

But her passion for serving the community, creating opportunities for others, and battling social injustice continued long after she formally retired, said those who knew and worked with her.

Indeed, Helen Caulton-Harris, commissioner of the Division of Health and Human Services in Springfield, who worked with Robinson on a number of initiatives and was her close friend, remembers that, just a few days before she fell ill, Robinson was working on a maternal health program in Indian Orchard and had called her asking if she would write a support letter so Robinson could secure funding for the initiative.

“Dora started her life in Elmira, New York, but Springfield was her heart and soul,” Caulton-Harris said. “She put everything she had into this community. Her leadership was critical. Even after she retired from her formal job, she still felt her passion to be a leader and to make sure she was creating opportunities and leaving a legacy of supporting nonprofits.”

Donna Haghighat, CEO of the Women’s Fund of Western Massachusetts, agreed. She said Robinson chaired one of the committees setting up the agency’s Young Women’s Initiative, one of many endeavors she was passionate about.

“She felt strongly about empowering young women of color,” Haghighat noted, adding that she eventually convinced Robinson to join her board. “What was compelling to her was that this initiative was mentoring young women of color, teaching them about philanthropy, which was very close to her heart. They learned about nonprofits that were doing work in the areas that they identified as barriers to their own prosperity in Springfield. So it was a wonderful way to learn that philanthropy can be a tool of social justice.”

Robinson learned that lesson early on in her career, and one of her many passions, said those we spoke with, was to impart that lesson on others.

For this issue and its focus on women in business, we reflect on the life and career of Dora D. Robinson, who certainly was an influential woman in business, with her business being the community she lived and worked in and her tireless efforts to bring about equity and opportunities for everyone.

 

Passion Play

Born in Elmira, Robinson made a lifetime commitment to social and racial justice starting with her participation in the Poor People’s March on Washington as a teenager in 1968.

She earned a bachelor’s degree from Cornell University, completed graduate studies at Smith College, and earned a master’s degree in social work from the University of Connecticut.

She put those degrees to use in a number of leadership roles with area nonprofits and on countless boards. She served as vice president of Education at the Urban League of Springfield and corporate director and vice president of Child and Family Services at the Center for Human Development.

“She understood her responsibility to mentor and nurture and create pathways for future leaders. She understood the need to give young Black individuals, as well as seasoned individuals, an opportunity for growth. She knew she held a unique responsibility to make sure there were others in our community who followed us.”

Starting in 1991, she served as the inaugural leader of the Martin Luther King Jr. Community Center and as a member of the MLK Community Presbyterian Church, and actively supported the Project Mustard Seed campaign to raise funds to build a community center to serve as a place for youth and family in the Mason Square neighborhood to thrive. Nearly two decades later, she had established MLK Jr. Family Services, a multi-service agency with a $3 million operating budget, 75 full- and part-time employees, and more than 100 volunteers with services delivered at three program sites located across Greater Springfield.

Robinson took the helm at the UWPV in 2009 as the first woman to serve as its CEO. Under her leadership, the agency launched several new strategies to diversify revenues contributing to education, homelessness initiatives, basic needs, and financial-security programs. She also led the founding of the UWPV Women’s Leadership Council (now renamed the Dora D. Robinson Women’s Leadership Council in her honor) to engage local women leaders in supporting financial literacy and health initiatives for women and girls.

She retired from the United Way in 2017 but continued to work on passion projects, including the Indian Orchard Citizen’s Council, the Black Behavioral Health Network, and many others.

Over the years, she served in a number of regional, state, and national leadership roles with groups including the Springfield Regional Chamber, the Springfield Library Foundation, the Federal Reserve Bank of Boston community advisory board, Springfield Technical Community College, and as a founding member of the Healing Racism Institute of Pioneer Valley.

Beyond all these lines on a résumé, Robinson is remembered for her boundless passion for the region and especially its underserved, her sense of humor, as well as her willingness to donate her time, money, and leadership to innumerable causes and organizations in this region and well beyond. She is remembered as a dynamic, forward-thinking administrator who led by example and was able to inspire others.

“As an administrator, Dora Robinson was strategic, and to me, that was one of her greatest strengths,” Caulton-Harris said. “She looked at the lanes of her administration, of her leadership, and she was very strategic about who she interacted with and how she interacted.”

Elaborating, she said Robinson understood the role she played as a Black woman in leadership roles and embraced all that came with it.

“She understood her responsibility to mentor and nurture and create pathways for future leaders. She understood the need to give young Black individuals, as well as seasoned individuals, an opportunity for growth. She knew she held a unique responsibility to make sure there were others in our community who followed us.

“Dora had a spirit that could not be harnessed. She was an explosive force of love everywhere she went; everyone she interacted with felt that generosity of spirit,” Caulton-Harris continued. “I think her legacy is one of warmth, almost like the warmth of the sun — her rays sort of permeated everything she interacted with.”

Johnson concurred, and said that, to him, Robinson was a more than leader in the boardroom. She was a leader on the streets of Springfield — in his case, quite literally.

“I’m thankful and grateful for her,” he said. “She treated me like I was her son. She stayed with me for the past 30 years, and I stayed with her. And she’s still with me.”

Caulton-Harris agreed, and then spoke for everyone who knew Robinson when she said, “frankly, I’m not sure how I move forward without her. I’ll miss her.”

 

Lasting Legacy

As he talked about Robinson, her legacy, and her influence on him, Nate Johnson said use of the past tense simply won’t cut it.

She remains a large and powerful force in his life and how he lives it, and always will be, he said, adding that the lessons she imparted, the example she set, and her directive to keep reaching higher and find new ways to make the most of his life, while also making a difference in the lives of others, will not only stay with him, but guide him for the rest of his life.

And there are countless people across the region who can, and do, say the same thing.

That’s the kind of impact reserved for superheroes.

Cover Story

Support Network

TMG

From left, founders Ben and Jennie Markens and Emily Leonczyk, TMG’s vice president and chief operating officer.

 

When Lauren Zuber started with the Markens Group just over two years ago, she understood that she would be working for “an association-management company.”

But she noted that it took her quite some time to fully understand just what that meant, what this now 35-year-old venture does, and, just as importantly, how it does it.

“I was inherently confused by the concept until probably three months into my job here,” she told BusinessWest, adding that, despite this confusion, she was drawn to the company and took the role of director of Marketing & Development because of its track record of success and strong set of values.

Emily Leonczyk, the company’s executive vice president, can relate, and said that, for many employees, it takes closer to a year before they have a firm handle on all that goes into the equation when it comes to association management — and how this company stands out in a crowded field of competitors.

Indeed, there is a lot that goes into that equation, she said, including everything from organizing and staging events to strategic leadership; from marketing and communications to membership services; from website design to social media. And the Markens Group, or TMG, provides all this and more to a wide variety of trade associations, membership societies, and not-for-profits, including the Springfield Regional Chamber, providing a team of specialists in place of one generalist.

For the chamber, TMG handles a number of assignments, from its newsletter to assistance with events such as its Outlook lunch in March, one of the region’s largest annual gatherings, to the recent annual meeting.

Diana Szynal, president of the chamber, summed up what the firm does with two highly effective words.

“They’re our support team,” she said, emphasizing both terms and noting that, while she still leads the various efforts at the chamber, TMG provides support from many different individuals with experience and expertise in several different areas. “You don’t get a person … you get a team.”

“There’s a whole story out there about how I invented the concept of association management, but … that’s another story.”

The company’s growing portfolio of clients manifests itself in an alphabet soup of acronyms for the organizations it serves — letters that appear in emails, on a large board tracking a lengthy list of events that TMG is working on, and on the binder covers on a shelf in one of the conference rooms.

There’s SRC — that’s the Springfield Regional Chamber; MLF, the Mary Lyons Foundation; NEFMA, the New England Financial Marketing Assoc.; IMFA, the International Molded Fiber Assoc.; AAHP, the American Assoc. of Homeopathic Pharmacists; FPPA, Flexographic Pre-Press Platemakers Assoc.; and many others.

portraits of staff members

Jennie Markens’ portraits of staff members hang in TMG’s conference rooms.

Behind those letters are associations comprised of businesses and organizations that are committed to their missions and moving them forward, said Ben Markens, but need help with the many day-to-day aspects of managing their organizations.

The desire to meet this need was the goal behind a broad transformation of TMG from a consulting business focused on the folding-carton industry into an accredited association-management company, or AMC (yes, another acronym), a metamorphosis that began in 2008, when the company took on management of the PPC, the Paperboard Packaging Council.

Over the past 15 years, the company has expanded its reach and its portfolio of clients and accompanying acronyms, giving the associations it manages a Springfield mailing address and phone number. In the meantime, it has become a great place to work — figuratively, but also quite literally.

Indeed, TMG has been named a ‘Great Place to Work’ by Forbes magazine, but beyond that designation, it has become a company with a culture grounded in the concept of teamwork and simply having fun, as we’ll see.

The firm has been in a serious growth mode in recent years, adding employees, taking on more space at 1350 Main St. — it now occupies a large chunk of the 11th floor — and bringing on a number of new clients.

There have been costs and risks associated with this rapid and profound expansion, said Ben Markens, but he prefers to look upon them as investments in the future of a venture that he and his wife, Jennie, built from the ground up with the intention of it remaining a force in Springfield, and in the AMC galaxy, for decades to come.

“We have a very strong bench of cross-trained individuals.”

With that in mind, the pair have spent considerable time and energy on the matter of succession, and have put in place a plan whereby Leonczyk will become the majority shareholder over the next several years.

For this issue, BusinessWest talked with the senior leadership team at TMG about the first 35 years of growth, change, and maturation, and how there is more on tap for a company that has become a leader in what Ben Markens likes to call “the huge business that no one knows about.”

 

Portraits of the Artists

Among her many talents, Jennie Markens is a talented artist. And some of her work is on the walls at TMG.

Indeed, visitors to the office are greeted by a painting of the reflection of Springfield’s famous campanile clock tower in the glass façade of the Springfield Sheraton — an image that many TMG workers can see out the windows of their offices.

The leadership team at TMG

The leadership team at TMG, from left: Emily Leonczyk, Irene Costello, Jennie Markens, Lauren Zuber, Brian Westerlind, and Ben Markens.

Meanwhile, in one of the small conference rooms just off the front entrance are two rows of pencil sketches of TMG’s employees, a collection that has grown larger as the company has over the past several years.

The sketches, which make great conversation pieces for guests, speak to the concept of ‘team’ and how it is valued at TMG, which, as noted earlier, started as a consulting firm in 1988 that was niched to the folding-carton industry, a business that is well-represented in one of the conference rooms with a number of packaging products, including a Lucky Charms box.

TMG provided assistance to that industry on everything from pricing to strategy, said Ben Markens, adding that the leaders of the industry eventually asked him to become president of their association.

“I told them ‘no,’ because I already had a job,” he recalled. “They said, ‘figure it out,’ and we became what’s known as an association-management company. There’s a whole story out there about how I invented the concept of association management, but … that’s another story.”

While he may or may not have invented the business, Markens and the team that has been assembled has certainly come to be a leader in an industry he described as simply the outsourced management of associations — in TMG’s case, manufacturing groups and medical entities, representing everyone from podiatrists to neonatal intensive-care nurses.

“We’re able to take our experiences from one association or industry group and apply them and add value to others.”

Early on, Ben and Jennie made the decision to do this from Springfield. The PPC wanted them to move to the Washington, D.C. area — the association is based in Alexandria, Va. — and they considered basing it in or near their home in Westfield, but they ultimately decided the venture needed to be in Springfield and its downtown.

That move represented a risk in and of itself, said Jennie Markens, noting that 2008 was the height of the Great Recession, and taking on substantial debt and essentially launching a new business was a scary proposition.

But they moved ahead with confidence, a vision, and an operating philosophy grounded in what they call ‘fundamentals’ — and they’ve never looked back.

As they talked about association management, members of TMG’s leadership group said there are many components to this work.

Events are an important and highly visible part of it, said Ben Markens, adding that the firm will assist with everything from finding speakers to choosing the hotel; from ordering awards to handling the banquet order. But there is much more to this than events, he said, adding that TMG essentially becomes the back office for the association it serves, managing assignments ranging from membership to marketing to social-media content.

Jennie and Ben Markens

Jennie and Ben Markens have the firm on a serious growth trajectory in recent years.

As it does so, it brings to those assignments several specialists, as opposed to one generalist that a nonprofit or trade association might hire to handle those tasks listed above, said Irene Costello, director of Operations for TMG.

“If they do hire that one full-time staff person, they have one person managing the books, doing the marketing, trying to plan an event … and that person can’t be a master of everything,” she told BusinessWest. By hiring us for a similar price as a full-time employee, you wind up with a full staff of experts in each individual area that can bring their expertise and pull the association forward and make it successful.”

Ben Markens agreed. “Instead of having one person with two arms and two legs, you have the arm of a social-media person, the leg of an event planner … it’s full-time staffing at part-time rates.”

But while they’re specialists, the team’s members are cross-trained and can step in and fill any of a number of roles, said Leonczyk, citing, as one example, the Springfield Regional Chamber’s recent Outlook lunch. The team member managing the chamber’s account came down with COVID the week of the event, she recalled, adding that others within the firm were able to effectively backfill.

“We have a very strong bench of cross-trained individuals,” she said, adding that this is one of the key ingredients in the firm’s formula for success.

 

Firm Resolve

This deep bench, and the ability to provide specialists in the place of one or a few generalists, help explain the emergence of AMCs, and especially TMG, said Brian Westerlind, vice president of Industry Affairs and Strategic Communication for TMG. He noted that there is an association for association-management companies (the Association Management Company Institute), which has conducted studies yielding statistical evidence showing that groups that use such a firm fare better than those who try to handle such matters themselves.

“AMC-run associations had three times more net growth in assets and 31% higher growth in net revenue,” he noted. “And I think most of that comes from the fact that we know associations, we run associations every day, and I think our special sauce comes from the fact that Ben started out in this business discipline helping individual companies, and now we’re doing that for nonprofit associations and professional societies.

Leonczyk agreed, noting that one of the firm’s strengths is its ability to take lessons from work it does for one client, or group of clients, and apply it to others.

“We’re able to take our experiences from one association or industry group and apply them and add value to others,” she explained, adding that this ability helps explain the company’s strong growth trajectory in recent years.

And while the Springfield Regional Chamber doesn’t represent TMG’s niche within the AMC realm — its bread and butter is trade associations in the manufacturing and medical fields — its work with the agency exemplifies its role as a support network and its ability to handle the work of one or several full time equivalents.

Its work with that group also exemplifies the mindset with which it enters each assignment.

“Our job is to make them look really good and be all things behind the scenes,” said Leonczyk, adding that, for many associations, TMG takes the place of an executive director or administrator.

Zuber agreed, noting that the relationships with clients are partnerships in every sense of that term.

“We’re on the journey together, as opposed to a situation where we’re just managing them,” she explained. “It’s a real partnership.”

And while what TMG does for its clients is a big part of this story, an even more important piece, Leonczyk said, is how it goes about this work. By this, she meant a supportive culture created by the Markenses, one grounded in a strong value system and a desire to make theirs an enjoyable workplace, but also built on a foundation of excellence.

“It came down to the fact that Jennie and I wanted to found a company that we would like to work at — one that didn’t have a lot of arbitrary rules or a lot of backbiting, a place founded on those things we started with back in 1988,” Ben Markens explained. “We’ll do whatever’s fair, we want to have fun, and personal relationships are important.

“That’s easy when there’s just three or four of us, but as we become eight, nine, 10, or more, it becomes more difficult,” he went on, adding that, to maintain that culture he and Jennie covet, TMG stresses what are known as ‘fundamental behaviors,’ ranging from ‘we are friendly’ and ‘we do our best’ to ‘we are fair’ and ‘we have fun.’

Ben Markens puts a special emphasis on that last one — what he calls the ‘fun factor,’ and to say there has been a trickle-down effect would be an understatement.

“You can be quirky, you can be yourself here, and I really enjoy that — that’s who we are here,” Zuber said, adding that another fundamental is what she calls ‘support and defend.’

“Within three months of working here, I knew people had my back,” she explained. “I’ve worked in many different industries, and never have I enjoyed the level of support I have here.”

Moving forward, Leonczyk, a member of BusinessWest’s 40 Under Forty class of 2023 who came to the company four years ago and eventually assumed the role of executive vice president, said she is committed to keeping the firm in Springfield, continuing to build on the culture that has made this a great place to work, and maintaining the strong pattern of growth it has seen the past several years.

“I’m really grateful for this opportunity, and want to build on everything that Ben and Jennie have done here,” she said.

 

Bottom Line

Ben Markens may or may not have invented the concept of association management. As he said, “that’s another story.”

This one is about the company he and Jennie started and how it has grown and evolved over the years to become a leader in this business that so few know about.

This work is a science, but it’s also an art, and mastering it has become a function of teamwork, as represented in those portraits on the conference-room wall.

Those portraits speak of a canvas that is still being filled in, with new elements — and, yes, new acronyms — being added regularly.

That’s what this story is all about, and there are many intriguing chapters still to come.

Law Special Coverage

Working in Concert

Managing Partner Seth Stratton with recently named Shareholder Andrea O’Connor.

Managing Partner Seth Stratton with recently named Shareholder Andrea O’Connor.

 

“Non-traditional.’

That’s not a term you hear often in reference to a law firm. That’s because … well, the vast majority of them would still be considered the opposite — traditional, operating pretty much the way law firms have operated for decades now.

But Seth Stratton uses the word quite liberally as he talks about the firm he serves as managing partner, Fitzgerald Law, P.C., which is based in East Longmeadow but also has an office in downtown Springfield.

He says it applies to the firm’s founder and still very active partner, Frank Fitzgerald — “he’s always marched to a different beat when it comes to the practice of law; he’s a businessperson first and lawyer second” — and also how the firm’s members go about team building. Most recently, it was at a Bruno Mars concert at MGM Springfield (Stratton formerly served as vice president and legal counsel of MGM Resorts’ Northeast Group, and still had the requisite connections to buy 40 seats to the show), preceded by some bowling in the casino’s alleys.

That term also applies, to one degree or another, to how the firm is expanding, adding lawyers, and even making them partners.

Indeed, Andrea O’Connor, a bankruptcy and insolvency specialist who joined the firm in 2020 (not long before Stratton left MGM and rejoined Fitzgerald), was recently made a shareholder, continuing a pattern of growth and what Stratton called “re-invention.”

“More people have gotten involved as shareholders in the firm,” he explained. “And we’ve also been bringing in mid-career lawyers who have considerable experience and a lot that they can bring to the firm. We’re bringing people in non-traditionally to grow our firm, and as we grow, we’ll talk out ownership opportunities in the firm.”

The addition of O’Connor, as well as Christina Turgeon, another bankruptcy specialist formerly in solo practice, and Daryl Johnson, who specializes in everything from commercial lending to zoning, further diversify a firm focused mostly on business advisory work, said Stratton, noting that it handles a wide array of legal issues, including commercial real-estate development, acquisition, and sale; zoning, permitting, and licensing; and business succession and estate planning.

Bankruptcy and restructuring are now part of that mix, and an important part, he said, because, while the economy remains strong and bankruptcies have generally been on the decline in recent years, businesses do fail, and such work is part of providing the full range of services that businesses might need.

“We’re trying to figure out a model that allows us to capitalize on talent but not be wed to a traditional law-firm model. We are a little different, and we think this is what many of our clients like about us.”

Meanwhile, there are few firms in this region that have such expertise, he went on, adding that this is a key component of the firm’s overall growth strategy.

As he talked about that strategy, Stratton said the broad plan is to continue to grow and diversify the firm — it has added several new lawyers over the past few years and now boasts 10 attorneys and five partners — and take its expertise to different markets.

The Fitzgerald firm has opened a satellite office in Worcester, he noted, enabling it to better serve clients and potential clients in that part of state, and O’Connor and other attorneys in the firm are serving a growing number of clients in Boston and other metropolitan areas, as clients take advantage of the firm’s deep portfolio of services — and at Springfield-area rates.

Overall, Stratton said the firm is still trying to determine the “sweet spot” when it comes to the desired size of the firm, and hinted strongly that it will essentially know what that size is when it gets there.

In the meantime, it will continue to look for opportunities to add some rock stars to the roster and continue to grow and diversify in a way that could, indeed, be called ‘non-traditional.’

 

Additions of Note

O’Connor told BusinessWest that she would consider her own career path non-traditional.

She started with the Springfield-based firm Hendel & Collins, which specializes in bankruptcy and related work, after graduating from law school. After six years there, she left to serve as a clerk for the bankruptcy court.

She then returned to the firm, which became Hendel, Collins & O’Connor, P.C. While her partners eventually started winding down their practices, she was looking to take hers to the next level. The question was … where?

She said she had a number of options, but eventually decided to join the Fitzgerald firm in August 2020, the height of the pandemic.

“I started my last firm when I was eight months pregnant, so I make bold choices sometimes,” she said with a laugh. “But when the opportunity comes, you have to seize it; it was a huge opportunity for me to come here and work with this team.”

Fitzgerald has been creating such opportunities for other mid-career lawyers, said Stratton, adding that the traditional path that lawyers took for years — one where they would join a firm as an associate; make partner after six, seven, or eight years; get a bigger office; and stay with that firm for the next several decades — is increasingly not the norm.

Especially at Fitzgerald, a firm that was founded in 1992.

“There is a sweet spot in terms of size, and we’re all trying to figure out what it is.”

“We’re trying to figure out a model that allows us to capitalize on talent but not be wed to a traditional law-firm model,” said Stratton, who was on the partnership track at a large regional law firm but ultimately rejected that path and left for Fitzgerald and ultimately returned to it after a six-year stint with MGM that eventually saw him become the face of the casino. “We are a little different, and we think this is what many of our clients like about us.”

And when he returned, as managing partner, he continued and accelerated that process of reinvention, adding that it involves expansion and diversification of the firm, while focusing on what it does well.

Elaborating, he said the firm moved on from the work it was doing in such areas as family law and personal injury, and focused all its talent and energies on serving businesses and their families in all the ways they need to be served, including areas such as bankruptcy and insolvency.

Work in that realm has been relatively slow in recent years, said O’Connor, adding that an expected surge — or wave, or tsunami — of personal and business bankruptcies, one that would accompany an end of COVID-related relief efforts, has yet to materialize, and now there are doubts that it will.

“We’ve had a really good economy for a very long time,” she told BusinessWest, adding that the high-water mark for bankruptcy work came at the height of the Great Recession, some 15 years ago, and has been fairly tepid ever since, to the point where she believes fewer people are entering this specific specialty.

But there is always work in this realm, she said, adding that most of hers involve businesses in distress. Recently, she was appointed a Chapter 7 panel trustee in Connecticut, administering bankruptcy cases, primarily in New Haven, but also in Bridgeport and Hartford.

This additional focus on bankruptcy and insolvency enables the firm to better navigate the cyclical nature of the economy, said Stratton, adding that it also helps separate it from many competitors.

“This allows us to be more diversified and recession-proof in our own business,” he explained. “When the economy is good, the bread and butter of our business — transactional work, real-estate development work, loans and financing — is busy. When the economy goes in the other direction, some of that work dries up, but then, bankruptcy and insolvency work picks up, so it allows us to diversify.”

The recent staff additions to the firm have enabled it to get both younger and more gender-diverse, said Stratton, adding that he anticipates this growth pattern to continue in the years to come.

“I expect that the approach we’ve taken over the past two years will continue over the next several years,” he said. “But there is a sweet spot in terms of size, and we’re all trying to figure out what it is. We want to have enough lawyers to service the business, without growing too big to where we take on additional overhead, which pushes rate structures higher and you feel less competitive with clients.

“We don’t know what that sweet spot is yet,” he went on, “but we will find it.”

 

Bottom Line

Getting back to the Bruno Mars concert, Stratton said he still has a few MGM employees on speed dial who were able to make it happen.

The concert, bowling, and dinner in the sports bar before the show was a decidedly different course for the firm’s annual summer outing, and one that provided another example of how Fitzgerald is different and — here comes that word again — non-traditional.

Thus far, that character trait is serving it well, and Stratton and his growing team are committed to staying on this course moving forward.

Where it will take them is a question to be answered later — when they find that aforementioned sweet spot. For now, it’s a path toward continued growth and diversity, in every sense of that word.

 

Autos Special Coverage

Driving Forces

Mike Marcotte shows off one of the Bronco Sport models

Mike Marcotte shows off one of the Bronco Sport models on the Marcotte lot, one of the small SUVs that are seeing a surge in popularity.

 

Prior to the pandemic, Mike Marcotte recalls, there would be between 300 and 350 new cars on the lot at Marcotte Ford, the Holyoke mainstay started by his grandfather more than a half-century ago.

At the height of COVID, when there were supply-chain issues and a massive microchip shortage, there were maybe 30 or 40 cars on that same lot.

“Employees could park wherever they wanted at that time,” Marcotte, the company’s president, said with a laugh, noting that today, there are close to 200 cars on the lot on Main Street, partly out of necessity — there are still fewer cars available from the manufacturer — but also out of choice.

“You don’t need to have everything on the lot because you can factory-order vehicles,” he explained. “It’s nice to have all the options, but you have carrying costs, and you want the freshest product.”

This commitment to keeping smaller inventory levels has provided the business with another opportunity to expand what has become a complex of sorts on Main Street, one that includes everything from the dealership to a commercial truck center to a car wash. Indeed, Marcotte showed BusinessWest a row in the parking lot that is now the site of a construction project — one that will create a bank of charging stations to handle the growing volume of electric-car sales.

“You don’t need to have everything on the lot because you can factory-order vehicles.”

Rising electric and hybrid car sales and smaller inventories, by choice, are among the trends and ongoing developments in an auto-sales industry that is still in many ways adjusting to life post-COVID. It’s a time of challenge — higher interest rates, talk of recession, and some lingering availability issues when it comes to many makes and models, for example — but also opportunity, in the form of new and intriguing products (mostly those electric models), some improved incentives from the manufacturers, and some lingering, pent-up demand.

Other trends include a still-challenging used-car market — meaning challenging for dealers who struggle to find cars and challenging for consumers, who continue to face limited options and high prices — as well as steadily rising SUV sales and a growing willingness among consumers to order a vehicle rather than pick one off the lot.

Carla Cosenzi, president of the Tommy Car Auto Group, which includes Hyundai, Genesis, Nissan, Volkswagen, and Volvo dealerships, said she and her team, like most in this business, entered the year with conservative expectations, because of those challenges listed above, and two quarters into 2023, they are meeting them.

“It’s been such a volatile market, with inventory constraints, interest rates, and what’s happening with the economy, so we just made a conservative projection and figured we could always adjust if we needed to,” Cosenzi said. “We projected to increase sales over last year, which we always do, but not by a lot.”

Ben Sullivan, chief operating officer at Balise Motor Sales, concurred. He told BusinessWest that, after three years of decline, to one degree or another, and a 2022 that was essentially flat, 2023 was seen within the industry as a year when, despite higher interest rates and inflation, dealers would do some catching up.

Ben Sullivan, seen here with a Kia Sportage plug-in hybrid

Ben Sullivan, seen here with a Kia Sportage plug-in hybrid, said electric cars and plug-ins comprise a growing percentage of sales at the company’s many dealerships.

And they have, he said, although limited supplies have impacted the degree that they can do so, with some brands impacted more than others. He noted that, while there are still some supply-chain issues, the bigger challenge now is getting the cars to the lots.

“There’s still some fragility in the supply chain,” Sullivan said. “On top of chips and COVID lockdowns, which, for most part, have passed in the global supply chain, now what you’re dealing with are labor shortages at ports and shortages of rail cars — there’s a particular type of rail car that carries vehicles. And on top of that, at the end of this year, the domestic manufacturers will be renegotiating their AUW contracts.”

For this issue and its focus on auto sales, BusinessWest talked with several dealers about what’s happening with this market at the halfway point in the year, and what we can expect in quarters three and four — and beyond.

 

To a Higher Gear

Before addressing 2023, Sullivan first set the tone by recapping 2022, which was, by most measures, and especially the new-car-sales yardstick, a down, or flat, year. And the availability of cars, or the lack thereof, was the biggest factor.

“Every time we thought that someone was going to build enough cars to grow sales, they weren’t able to, or they weren’t able to ship them,” he explained, listing issues ranging from plant lockdowns due to COVID to a computer-chip shortage and backups at the ports. “So the industry was really under some pressure.”

“People like to feel and touch and experience what they’re going to be driving, so there’s definitely an opportunity to lose market when you don’t have the right inventory and your competitor does.”

The consensus within this sector was that things would rebound somewhat in 2023, but the bounce would be limited by everything from lingering shipping challenges to higher interest rates to inflation limiting consumers’ buying power.

And all that has come to pass, said those we spoke with, noting that one of the biggest issues still facing dealers is inventory. Indeed, while most all of them would carry fewer vehicles than they did before the pandemic, for those reasons mentioned above, they would prefer more than they have at present — at least with most models.

Cosenzi, like Sullivan, said inventory levels vary with the brand, with some manufacturers faring better at bringing cars to the lot than others.

“Hyundai has inventory, and inventory is becoming more available every month,” she said. “Meanwhile, Volkswagen’s inventory isn’t nearly as robust as Hyundai’s, and with Nissan, we’re slowly seeing it grow, but it’s not faring as well as Hyundai.

“Obviously, we’ve learned to be more disciplined through COVID and not having as much inventory, and I think that has trained the consumer to some respect,” she went on. “However, people like to feel and touch and experience what they’re going to be driving, so there’s definitely an opportunity to lose market when you don’t have the right inventory and your competitor does.”

Carla Cozensi

Carla Cozensi says inventory issues are among the many challenges facing dealers today.

Sullivan said inventories are generally improving across the spectrum of brands in the Balise stable, which now includes a second Subaru store (the other is in Rhode Island), with the quiet acquisition of the Steve Lewis dealership on Route 9 in Hadley early this spring. Overall, 60% of cars are now pre-sold, or factory-ordered, compared with 80% to 90% at the height of COVID.

Overall, he said, there is now more of a willingness on the part of consumers to factory-order vehicles and get exactly what they want — and wait several weeks for it — while rising inventory levels improve the odds of getting exactly what they want (or at least close) and driving it off the lot the same day.

Marcotte said levels of inventory are rising at his Ford store, but a good number of vehicles — maybe 33% of all sales, by his estimate — are still factory-ordered, with wait times of roughly six to 12 weeks, compared with four to six months at the height of COVID.

“It’s back to normal in many respects, but you’re still dealing with some supply issues; it may not be microchips, but other parts — one widget can hold up a whole vehicle,” he said, adding that it can still be challenging to secure adequate inventories of some product, especially, in his case, trucks and cargo vans.

 

Current Events

But while challenges persist, those we spoke with have seen several encouraging trends and developments.

At the top of that list is electric vehicles and hybrids, sales of which have been climbing steadily, if unspectacularly, over the past several years.

Within the Balise stable, Sullivan said, there are now 15 electric models, with more on the way, when a few years ago, there were just three.

“It’s back to normal in many respects, but you’re still dealing with some supply issues; it may not be microchips, but other parts — one widget can hold up a whole vehicle.”

“Soon, there are going to be 54 entries into just the electric-vehicle market,” he said. “And it’s going to be a very interesting landscape to watch as people decide, ‘can I go all the way in electric, and which one do I get, based on range and price and tax credits?’

“It is certainly a growing part of the business, but what’s interesting to watch as well is the number of people who go out with an electric and decide they’ll take one step away from that and go plug-in hybrid,” he went on. “We’re seeing a real demand push going on for plug-in hydrids; the hybrids have been around for a while, but the plug-in hybrid is really starting to come into its own. We’re seeing a huge increase in demand for those vehicles.”

Meanwhile, sales of SUVs, especially the smaller, crossover models, continue to dominate the market.

Some makers have all but stopped selling sedans — Ford has only the Mustang left in its portfolio, for example — amid growing popularity of SUVs, which appeal to consumers of all ages.

Cosenzi said sales of models such as the Hyundai Tuscon, Nissan Rogue, Volkswagen Tiguan, and Volvo XT60 continue to trend higher. There is still a market for sedans, she went on, noting that VW’s Jetta and Hyundai’s Elantra, both smaller models with comparatively smaller price tags, are still a strong seller. But that market is smaller and continuing to trend in that direction.

Marcotte concurred, pointing to soaring demand for the Ford Bronco and Bronco Sport, a smaller SUV that is capturing an audience.

“We’re getting a lot of new buyers because of the style of the Bronco Sport — we’ve had some Escape customers, people who have bought two or three Escapes, moving to the Bronco Sport,” he said, adding that another popular addition to the portfolio is the Maverick, a small truck that gets 40 miles to the gallon and lists for under $30,000.

As for the used-car market, 2023 has looked a whole lot like … well, 2022, said those we spoke with, much to the chagrin of consumers and dealers alike.

The problem, now and then, is inventory, or lack thereof, said Cosenzi, adding that supplies remain low, for many reasons. These include fewer new-car sales (compared to pre-pandemic levels) and, therefore, fewer trade-ins, as well as the fact that seemingly all constituencies, from consumers to car-rental companies, are hanging onto their cars longer.

That means there are fewer pre-owned cars on the lots, which equates to higher prices, a simple byproduct of the laws of supply and demand that is not likely to change any time soon, Sullivan said.

Cosenzi agreed, noting that dealers can’t get as many cars, and they have to work much harder to secure what they can.

“We’ve done a really good job sourcing them from our own customers, like marketing to people in our market that we’re interested in buying their car, and that’s how we’ve been able to maintain our levels,” she said. “But it’s been difficult. It’s been more work than it’s been in the past, that’s for sure.”

 

The Road Ahead

Summing up the mindset at Balise, Sullivan said the company is “bullish,” and in a growth mode.

And, increasingly, it is securing the fuel it needs for such growth — fuel in the form of inventory, demand for products (especially the new electric vehicles and SUVs now dominating the lots), and economic conditions that will prompt consumers to buy.

Time will tell what happens over the final two quarters of this year, but it seems likely that dealers will do more of that catching up that was projected for 2023.

 

Community Spotlight

Community Spotlight

Package Machinery

Plans are moving forward for a large warehouse facility on the former Package Machinery complex.

For more than 35 years now, the property at 330 Chestnut St. in East Longmeadow, known colloquially as the Package Machinery complex, has been the subject of question marks about what will come next there.

Indeed, while there have been sporadic uses of portions of the sprawling property, especially its massive warehouse facility, over the years, it has been mostly vacant. The once-mowed acreage adjacent to the administration and production facilities is completely overgrown with weeds and other forms of vegetation. And the large ‘X’s on the front of the property instruct fire crews not to enter because it has been deemed unsafe to do so.

So the questions persist — only, these days, months after a controversial plan to build a large warehouse facility there were first unveiled, and weeks after the plan was approved by the town’s Planning Board with a lengthy list of conditions, they are somewhat different in nature.

Now, the questions mostly concern what these conditions, including one requiring a right turn out of the property, will mean for certain areas of the community, including its downtown and famous (make that infamous) rotary, and other communities, including neighboring Enfield and Longmeadow. They also concern whether these conditions will be altered and new ones added, and even whether the project will hold up under potential litigation from residents.

“This is a generational opportunity and investment; East Longmeadow is an incredible community, and this gives it an asset that is a great attraction for young families.”

The matter will be the subject of a reopened public hearing on June 20, said Planning Board Chairman Jon Torcia, adding that, when it voted to approve the project in May, the board noted the concerns about traffic and noise, but ultimately concluded that this was a use allowed within that zone, and one that should be approved, with conditions.

Overall, 2023 is shaping up as a possible watershed year for this growing community of more than 16,000 residents.

Indeed, beyond the controversy over the future of 330 Chestnut St., there is also the matter of a proposed new high school for the town, one with a sticker price now north of $177 million, with the town’s share expected to be roughly $120 million.

The matter is due to come up for a vote on Election Day, Nov. 7, and to say this a huge vote for the community would an understatement.

The current high school opened its doors in 1960 and is the last of the high schools built in this region during that time that is still standing. Some see the high school as a potentially limiting factor in the town’s ability to compete with other surrounding communities for families, current students, and even businesses. Meanwhile, the building is very much energy-inefficient at a time when municipalities are moving to build schools and other facilities that move in the other direction.

“This is a generational opportunity and investment; East Longmeadow is an incredible community, and this gives it an asset that is a great attraction for young families,” said School Superintendent Gordon Smith, adding that, if voters approve the measure in November, ground would likely be broken in the summer of 2024, with the new building, to be built on athletic fields behind the current facility, to be ready for occupancy in the fall of 2026.

Bill Laplante

Bill Laplante says building lots are increasingly difficult to come by, and when they do become available, they go fast, and for high prices.

But despite its aging high school and its uncertain future, East Longmeadow remains a popular landing spot for both families and businesses, especially with a uniform tax rate.

“The town has become very desirable,” said Bill Laplante, owner of Laplante Construction, a residential builder with offices on Main Street. And he speaks from experience — he grew up in East Longmeadow, graduated from its high school, and raised a family there. “When I look at it from a business standpoint, just seeing that people are trying to find land or trying to find homes in town … it’s incredible.”

Elaborating, he said that, while there are more building lots in this town than in neighboring Longmeadow or many other communities, the inventory certainly isn’t what it was years ago. This means lots that become available in the few subdivisions being built go quickly, and the prices of existing homes move higher (more on all this later).

Beyond the warehouse and high school, there are some other big decisions that might be made in 2023, including what to do with another long-vacant property: the former home of Carlin Combustion Engineering on Maple Street. It is due to be acquired by the town, said Town Manager Mary McNally, adding that a request for proposals will likely be issued. Meanwhile, there are plans on the table for renovating one of the town’s gems, Heritage Park, plans that might move off the table — or not, depending on a number of factors, including the high-school project and its cost to the taxpayers.

For this, the latest installment of its Community Spotlight series, BusinessWest takes an in-depth look at East Longmeadow and the many important decisions that will likely be made this year.

 

Developing Stories

As noted earlier, the property at 330 Chestnut, across the street from the Lenox manufacturing facility, has been a declining eyesore, and a source of seemingly endless speculation, for many years.

It appeared that an answer had been found several years ago, when a development group, East Longmeadow Redevelopers LLC, put plans on the table for a mixed-use facility, or ‘village,’ as it was called by some, one that would include housing and commercial uses. Those plans were conceived just before the start of the pandemic, said McNally, adding that the project essentially died on the vine amid COVID-related issues such as spiraling costs and supply-chain woes, as well as disagreement between the developer and the Town Council over how much of the space would be devoted to commercial uses.

“When I look at it from a business standpoint, just seeing that people are trying to find land or trying to find homes in town … it’s incredible.”

In its place, East Longmeadow Developers LLC proposed the large warehouse facility — more than 500,000 square feet in size, with 100 docking bays — which has drawn considerable opposition from residents, especially those in an over-55 luxury condo development called the Fields at Chestnut, citing increased truck traffic and noise.

The project is allowed, from a zoning perspective, and the Planning Board approved the proposal, with approximately 20 conditions, earlier this spring, Torcia said. One of those conditions, mandating a right turn out of the property, away from the Fields of Chestnut, was not discussed at earlier hearings, he noted, adding that it would certainly be the focus of discussion at the public hearing slated for June 20.

The developers have estimated there will be roughly 400 vehicle trips per day at the site, he said, adding that he believes that most of these trucks will take a second right — rather than a left and head for the center of town — and proceed to highways through roads in Enfield and Longmeadow.

“I think this project will bring benefits in that it will rehabilitate a blighted property that has not been operational for quite some time,” he explained. “But we did hear from people who spoke at the meetings who were rightfully concerned about an increase in traffic, going from a property where there’s been no activity to one with considerable activity.”

Mary McNally

Mary McNally says there’s plenty of support for a new high school, but there are also cost concerns.

There has been no activity, or very little of it, at the Carlin Combustion site for the better part of a decade, said McNally, but that could soon change now that the town is acquiring the property from its current owner.

She noted that motorists navigating Maple Street at or above the posted speed limit might not even notice the property, with its overgrown weeds and rusting signs hinting at its former use. But it has not gone unnoticed by town officials or the authors of the master plan, who have identified it as a potential asset.

East Longmeadow at a Glance

Year Incorporated: 1894
Population: 16,430
Area: 13.0 square miles
County: Hampden
Residential Tax Rate: $19.20
Commercial Tax Rate: $19.20
Median Household Income: $62,680
Median Family Income: $70,571
Type of Government: Town Council, Town Manager
Largest Employers: Lenox; Cartamundi; CareOne at Redstone; East Longmeadow Skilled Nursing Center
* Latest information available

Indeed, there are many possible future uses for the property, said McNally, adding that some would like it devoted to open space — it abuts a rail trail and a rail depot converted into an ice-cream parlor — or as home to a new public-safety complex, while others, and she puts herself in this category, would like to see housing of a more affordable variety than most all of the homes currently being built in this community.

“I think housing is the best option, and the Commonwealth has a lot of money designated for housing needs, and East Longmeadow needs some affordable options,” she explained. “There are a lot of new homes going up for $600,000 and $700,000; a lot of people who live here would like to stay here and perhaps downsize from a $200,000, $300,000, or $400,000 home into something smaller.”

 

School of Thought

When asked what plan B might be if residents do not support the proposal to build a new high school this fall, Smith, said that, in essence, there isn’t one. Or at least one that makes sense, in his opinion.

The only option for the town would be to spend an estimated $120 million to renovate the school and bring it up to modern codes, he said, adding that this isn’t much of an option.

Elaborating, he said that, through two phases of a feasibility study and feedback from residents and other constituencies, the town has moved to the point where new construction has been deemed the best option.

“The public feedback was ‘you might as well go for new construction because of some of the challenges that have been identified,’” he said, noting, as one example, that if the town were to upgrade the HVAC system to bring it to code, doing so would decrease the room size because of the need to create new walls to fit the HVAC equipment that would go between those walls.

“The Commonwealth has a lot of money designated for housing needs, and East Longmeadow needs some affordable options.”

He said the town has been talking about a new high school for at least a decade. Over those 10 years, the price tag has only increased, and the current projections — and these could change with final design — is approximately $177 million, with $55 million to $57 million to be reimbursed by the state.

This will obviously be a large burden on the taxpayers, said McNally, adding that, for a small community like this one, “the numbers are frightening.”

The exact impact on the tax rate hasn’t been determined, she said, adding that some estimates put the hit at $1,000 annually for the average taxpayer. Overall, she said it is difficult to project how November’s vote will go.

“There’s a lot of support for the school; I think everyone acknowledges, or most people acknowledge, that it’s needed. But then there’s the cost barrier. But in the absence of a new school, I’m not sure we can compete as well with Wilbraham and Longmeadow, both of which have relatively new schools.”

Meanwhile, a project of this size and scope might impact or delay other capital projects, such as long-needed, long-talked-about improvements to Heritage Park.

Indeed, McNally produced a thick file folder detailing roughly $7 million worth of improvements that include a new recreation center, an indoor gym, walking trails, dredging the pond, athletic fields, and more.

“We need soccer fields and play areas,” she said, adding that soccer fields at the Lenox complex, used by the town for years, are being converted to solar farms, and other facilities will no longer be available for public use. “Unfortunately, the school vote has somewhat tapered my encouragement of the progress of some of these other projects because you can’t pay for everything at the same time.”

Despite some of these municipal issues and question marks moving forward, East Longmeadow remains a community in demand. That’s true on the commercial side — many area banks have located branches there over the past decade or so, for example, and Chase, which is renovating a property in the center of town, is the latest to join that list — and on the residential side as well.

Indeed, Laplante said building lots are increasingly difficult to come by, and when they do become available, they go fast, and for high prices.

“You do a search for available building lots in town, and you find that there really aren’t that many,” he said. “There are scattered lots that are in established neighborhoods, but you don’t see many available building lots in a neighborhood setting.”

Still, there some new homes being built, including one his company is handling in a new subdivision off Prospect Street called Bella Vista. Overall, Laplante has built three of the homes in the complex — another high-end development where the lots are absorbed quickly, which in many ways reflects what’s been happening in this community over the past several years.

 

Franklin County

Putting the Focus on Community

Thomas Meshako

Thomas Meshako says Greenfield Savings Bank plans to grow organically and with a strategic expansion of its footprint.

Thomas Meshako acknowledged it was a quite a change moving from the large, regional institutions where he worked the first 30 or so years of his career in financial services to Greenfield Savings Bank.

But it’s a change he wanted.

“I decided I wanted to get out of the buying and selling of banks and really wanted to become part of the community — something I always felt was missing when you’re working in a bank and dealing with mergers and acquisitions and always trying to make the next quarter’s earnings,” he said, noting that most of the banks he’s worked for have been absorbed by larger institutions. “I wanted to be at a bank where we invested in the future, for the long haul, and that cares about the community it serves.”

He’s found all that GSB, where he arrived in 2016 as chief financial officer and serves now as president and CEO, new titles he was awarded late last fall following the search for a successor to John Howland.

Since arriving, and especially since becoming president and CEO, Meshako has been out in the community, taking part in events ranging from the Hatfield Bonfire music festival fundraiser to Northampton’s Pride Parade to Tapestry Health’s recent auction. As he talked with BusinessWest, he was gearing up for the Green River Festival, the massive three-day music fest (Little Feat is among the headliners) set for June 23-25 in Greenfield; the bank is a major sponsor.

He’s been at so many events, especially on weekends, that he’s spending far less time at his cabin in Vermont than he expected to be, but he acknowledged that “this is where I need to be.” By that, he meant Greenfield and GSB, an institution that crashed through the $1 billion assets mark in 2020 and is now focused on the next milestones — $1.5 billion and $2 billion — and what it will take to get there.

“When I looked at Greenfield Savings, I decided that it’s where I wanted to be. It’s a little different, but it’s exciting to work for a bank that was growing.”

The bank was celebrating its 150th anniversary when it passed the $1 billion milestone; when asked when he thought GSB might get to $2 billion, he joked, “sooner than 150 years.”

Elaborating, and turning more serious, Meshako said the bank plans to grow organically, and he is looking at expanding its footprint, specifically in Hampshire County, where five of its 10 branches are located. He didn’t pinpoint specific communities for new branches, but did say they would be towns deemed ‘underbanked’ by recent feasibility studies.

Meanwhile, GSB will be rolling out some new products, including a new rewards program for debit-card users, and continually upgrading its technology, with a new online product for loans and deposits, for example, to stay current and provide customers with what they want and need.

“Most people are looking for more convenience to bank from home, and we’re trying to make sure we offer that,” he said, adding quickly that brink-and-mortar branches, which provide visibility and other forms of convenience, are still a big part of GSB’s growth strategy.

For this issue and its focus on Franklin County, BusinessWest talked at length with Meshako about his new role, his long-term outlook for GSB, and his thoughts on Greenfield, Franklin County, and how this gem of a region is making major strides when it comes to economic development — and as a destination.

 

Generating Interest

As he talked with BusinessWest, Meshako gestured out the windows of GSB’s main conference room toward the other side of Main Street and the properties on either side of the Greenfield Garden Cinemas, one of the signature redevelopment projects of the past decade in this community.

“Just a few years ago, most of those storefronts were vacant,” he said, noting that they are now occupied, with everything from a book shop to a pop-up store that are, collectively, contributing to a new sense of progress and vibrancy in this city of almost 18,000 residents.

The GSB senior management team

The GSB senior management team includes, from left, Lori Grover, Mark Grumoli, Thomas Meshako, Steve Hamlin, and Shandra Richardson.

And there is more coming, he said, noting the highly anticipated redevelopment of the former Wilson’s Department Store, a few blocks down Main Street from the bank, into a mix of retail (specifically the Green Fields Market) and housing, which he believes is sorely needed in this community.

“Availability of housing is very tight in Greenfield and all of Franklin and Hampshire counties,” he explained. “This is something we desperately need, and that’s one of the reasons why this project is so exciting.”

Getting involved in a community at this level was an element missing for most of Meshako’s career, one that, as noted earlier, was marked mostly by work at larger, regional banks that have since been absorbed by larger institutions.

Most recently, he served as chief financial officer of Merchants Bancshares in Burlington, Vt., a commercial bank with branches throughout Vermont and the Springfield market. Prior to that, he served in several positions, including principal financial officer, at Brookline Bancorp in Boston. There were also stints at Union Bankshares in Vermont and Chittenden Corp. and the institution that acquired it, People’s United Financial.

After nearly three years at Merchants Bancshares, Meshako was a looking for a new and different challenge, and found it at GSB.

“When I looked at Greenfield Savings, I decided that it’s where I wanted to be,” he told BusinessWest. “It’s a little different, but it’s exciting to work for a bank that was growing.”

And it has continued that growth pattern, he said, noting that the bank posted record earnings in 2021 and 2022. It won’t continue that streak this year amid spiraling interest rates that are negatively impacting both the residential and commercial loan portfolios and tightening margins, but it will be another solid year, he said.

And while achieving solid growth on the bottom line, the bank has also been able to increase its contributions within the community by 10% a year since he arrived — a pattern of improvement Meshako is committed to continuing.

Looking ahead, he said the bank has essentially ruled out additional expansion in Franklin County, where there are currently five branches, and instead will focus its sights on Hampshire County, where GSB currently has a physical presence in Northampton (two branches), Amherst (two branches), and Hadley (one location).

“We’re always the number-one lender in Franklin County, and we’re now the fourth-largest lender in Hampshire County,” he explained. “And we hope to continue to grow that market share as well. Within the Five College community, there is a need for housing, and being primarily a commercial real-estate lender, that’s a niche that I think we can fill; we’ve done very well there.”

GSB has conducted feasibility studies on which communities would make suitable landing spots, he went on, adding that he considers some communities underbanked because of some of the recent mergers and acquisitions which have left fewer banks in some markets and larger institutions in others.

In the case of community banks, and especially this one, the investment — and the commitment — in a new location involves much more than brick and mortar that goes into the actual branch building.

“We don’t just put a branch up … when we move into a community, we give to the local organizations, we hire local people, and we try to make sure that everything we do makes us part of that community,” he explained. “So it’s more expensive than just opening a branch or putting people in a location.”

 

By All Accounts

Getting back to that view out the conference-room windows, Meshako said Greenfield, and Franklin County as a whole, is seeing progress on many fronts, from tourism to Greenfield’s downtown, which has many new businesses and projects in various stages of development, from a new town library and fire station to the aforementioned Wilson’s redevelopment initiative.

“Greenfield is on its way up; it has a lot of character, and I hope it continues to grow and evolve,” he told BusinessWest, citing not only the new building projects and the new storefronts, but a greater livability — and relative affordability — that is attracting residents and entrepreneurs alike. “The people moving here want to be part of a community, and that’s what they find — community.”

And he believes more people are finding it these days, and will be finding it in the future, especially as technology, and changing attitudes in the workplace, enable more people to live where they want and work where they want at the same time.

“Because more people are now able to work remotely, we’ve definitely seen an increase in the number of people buying properties and moving to Greenfield,” he said, adding that, while this trend will certainly impact housing prices in the long run, it will also bring more support businesses, hospitality-related ventures, and general vibrancy to the region.

As Meshako talks about his bank, its plans for the future, and its involvement in the community, and also as he talks about Greenfield and the many positive developments there, it’s clear why he made that career change seven years ago.

As he said, he wanted to be at a bank that didn’t just have a mailing address on Main Street, but a stake in everything that that is happening on Main Street — and many other streets as well.

As Meshako said, it was a big change, but a change he wanted — and needed — to make.

And he has never looked back.

Accounting and Tax Planning Special Coverage

Firm Resolve

Julie Quink (left) and Deborah Penzias

Julie Quink (left) and Deborah Penzias, partners at Burkhart Pizzanelli.

 

Julie Quink says she’s often asked about the name of the company she now leads with her partner, Deborah Penzias.

And that’s understandable, given that neither one is named Burkhart or Pizzanelli.

Those were the names of the founders, Quink explained, adding that the firm’s name has become a respected brand over the past 37 years, so she and Penzias saw, and continue to see, value in maintaining it, just as many other accounting and law firms have kept the names of their founders over the door.

“It’s such a brand, one that people across the region know,” she told BusinessWest, adding that modern technology has added an intriguing and sometimes fun twist to the equation.

Indeed, when those from the firm call, what shows up on many of today’s phone systems and their caller-ID programs is ‘Burkhart Pizza.’

“There isn’t enough room for the full name — it cuts off the ‘nelli’ part,” said Quink with a laugh, adding that some surprised call recipients will respond with, “but I didn’t order a pizza.”

“We had decades worth of tax legislation in just a few years.”

While pepperoni with extra cheese isn’t on the menu, a full menu of accounting, auditing, and business-consulting services are, said Quink, noting that, in recent years, those consulting services have become an ever-more important part of what an accounting firm, and especially this one, can provide to its clients, whether it involves strategic planning, succession planning, or maybe just a survival strategy (more on that later).

Speaking of the past few years … they have been a long and very difficult time for all those in business, but especially those in accounting, said both partners, noting both a raft of changes to tax codes and a mountain of work that falls in the category of non-traditional — everything from help with PPP loans to assistance with applying for the Employee Tax Credit.

The phrase ‘never-ending tax season’ came into vogue to describe the past three years, and both partners put it, and similar phrases that say essentially the same thing, to use.

“We had decades worth of tax legislation in just a few years,” Penzias said. “The only constant is change; the need has been pretty heavy from the client side, and rightfully so.”

Quink agreed, noting that, starting early in the pandemic and then continuing for the next few years, those in the accounting realm, and this firm especially, have been “running on adrenaline,” as she put it.

“That’s what we’ve been doing these past few years to help clients get though, help clients with various crises and whatever needs they had during that timeframe,” she said. “Clients continue to have needs, but it seems like we’re coming off that adrenaline rush now. I’m tired, and other practitioners I talk to are tired, and our team is tired, and I think this is a result of the emotional and physical toll of what’s happened over the past few years.”

Elaborating, she mentioned challenges ranging from the additional work, constantly moving deadlines, and pressures facing clients to workforce issues and simply “finding people willing to do the work.”

Actually, the adrenaline rush wore off some time ago, she said, adding quickly that the additional work and responsibilities haven’t stopped coming.

“We’re tired,” said Quink, adding that this is one of the reasons the Burkhart Pizzanelli office will be closed on Fridays for the summer, continuing a tradition started several years ago.

Some will come to the office and take advantage of the quiet to get caught up, but many will take a three-day weekend every week from Memorial Day to Labor Day, a benefit that is much appreciated, especially after tax season and all the additional work of the past several years.

“Many of us take the time and recharge,” she said, adding quickly that, while the adrenaline rush has worn off, the firm is pushing ahead on many different fronts out of necessity — everything from strategic and succession planning to coping with a challenging workforce front.

The team at Burkhart Pizzanelli

The team at Burkhart Pizzanelli has been “running on adrenaline” over the past few unusual years, Julie Quink says.

For this issue and its focus on accounting and tax planning, BusinessWest talked at length with Quink and Penzias about everything from the past few years and what they’ve meant for the firm to what’s in the business plan for ‘Burkhart Pizza.’

 

A Bigger Piece of the Pie

Tracing the history of the firm, Quink said it was founded in 1986 by Richard Burkhart and Salvatore Pizzanelli. In 1987, Tom Pratt joined the firm, and for the next several years, the three operated the firm under various names before settling on Burkhart Pizzanelli, a name that has stuck for all the reasons noted above.

“They developed a nice practice in the area working with many different types of industries and types of clients,” she said, adding that firm has continued to grow and evolve over the years, building on that solid foundation laid by the partners.

“It’s a really exciting time for us; we’re growing by leaps and bounds,” said Penzias. “We would love to expand our team — providing quality services for our clientele and managing the client load is one of our biggest challenges. It’s a growth time; it’s an exciting period. The younger folks are learning rapidly, and there’s a really positive atmosphere here.”

Today, the firm serves clients of all sizes and sectors, including nonprofits, healthcare, manufacturing, retail, construction, distribution, real estate, and others.

Penzias joined the firm in 1998, and Quink came aboard in 2011. The two became principals in 2013, negotiating a buyout with their first partner in 2014 and the second one in 2015. Quink became managing principal in 2015, and the last partner was bought out in 2019.

“I’m tired, and other practitioners I talk to are tired, and our team is tired, and I think this is a result of the emotional and physical toll of what’s happened over the past few years.”

Along the way, the firm bought out the Palmer practice of Steve Chiacchia, giving it two locations, including one in the eastern part of the region, Quink said, adding that most of the retired partners are still active with the firm to one degree or another.

As noted earlier, Quink, Penzias, and other members of the leadership are working on a number of fronts simultaneously.

One is strategic planning, Quink said, adding that the firm’s broad goal is to remain independent and grow, mostly in an organic fashion, although she said will explore mergers and acquisitions, to acquire talent as much as anything else.

“There are certain ways to get people to join you team, and one of them is to acquire a firm that has good, talented staff and that’s attractive,” she explained, adding that this was part of the mindset with the Chiacchia firm, which also offered a base in the Quaboag area, one she said provides ample growth opportunities.

“There’s a lot of great businesses and opportunities for us in that market,” she noted. “That office and that practice has been growing nicely since we acquired it.”

Another priority moving forward is to maintain and build upon what the partners describe as a fairly unique corporate culture, one that probably wouldn’t fit smoothly with a larger, regional firm, she said, adding that this is one reason why the founders, and now Quink and Penzias, have entertained offers to be acquired, but ultimately rejected them.

“We want to preserve this for the team,” Quink said. “We want to keep the Burkhart legacy going as long as it makes sense to do so.”

When asked to describe that culture, she said the firm is structured in many ways like a family. To emphasize the closeness of the team and how well it works together, she went back in time to the early days of the pandemic, when working remotely became the norm, even at essential businesses like banks and, yes, accounting firms.

“We’ve had the ability to work remotely for 15 years because of the software we use and how it’s cloud-based, but during the pandemic, most of our people chose to work here, and I think that’s telling,” she said, adding that firm took the necessary precautions to make sure people were safe. “I think it’s a place where people feel comfortable and where they feel they’re not just a number.

“We’re very in tune with what’s going on with our team members, with their vision, what they want, where they want to go with their careers,” Quink went on. “We’re businesslike, but we’re very much a team, and we like to be with each other.”

 

Topping It All

The team has been together quite a bit over the past three years and three months, said Penzias, noting that the pandemic and its aftermath have produced not only longer tax seasons, or one never-ending season, but many additional types of work that clients want and need.

Increasingly, she noted, clients are looking to their accounting firm for assistance not only with taxes and auditing, but with strategic planning and navigating the many challenges facing businesses of all sizes today, from supply-chain issues to how to navigate the recession that many prognosticators say is coming.

Quink agreed, noting that the pandemic has been a long and trying time on many levels, professionally but also emotionally. Indeed, she said the firm saw several of its clients die from COVID, including one of the patients in the Soldiers’ Home in Holyoke.

Meanwhile, this trying period generated additional work on many different levels, she said, listing everything from individuals inheriting large sums of money due to deaths from COVID to small-business owners deciding that it was time to sell their venture or perhaps merge with another.

“Our industry is rigorous, as are many others. It’s difficult to find people who want to live this lifestyle, so to speak, and work really, really hard.”

“We had commercial clients that closed because of the world turning on its end; we helped them wind down a legacy business, a family business, or transition it to someone else because they didn’t have the capacity to handle it anymore,” she recalled. “We did see an uptick in merger-and-acquisition work over the past three years, with clients deciding, as a result of the strains being put upon them by the new world, that they were done, and either we helped them find a buyer, or they found their own buyer through a broker, and we helped them negotiate the specifics of the deal.”

Things have slowed somewhat, but the firm is still seeing some activity in that realm, Quink said, adding that, overall, many clients are still struggling to fully recover and get back to where they were pre-pandemic.

Another priority for the firm is succession planning, she told BusinessWest, adding that the firm is committed to ensuring that the next generation of leaders is in place.

“We’re developing our next succession team, so when Debbie and I retire, we have our team in place to continue moving the Burkhart legacy forward,” she said, adding that this is an important assignment for any company, and one she and her term consult with many of their clients on.

Another challenging assignment is finding and retaining talent, and this is another issue to which the firm is advising clients to take a proactive approach — while practicing what it preaches.

“We’re trying to be as creative as we possibly can to recruit,” she said, adding that, while people at this firm like to be in the office, the trend in the industry — and across the workforce, for that matter — is toward remote work and hybrid models.

As a result, the firm is willing to be flexible with work arrangements, with a mix of remote work and at least one day in the office.

“We’re seeing a lot more firms requiring people to go in one or two days a week,” she said. “So what worked for someone living in Western Mass. and working for a Boston-based firm might not fit now with these changes that we’re seeing, so that might benefit us. Overall, we’re all competing for the same talent.”

Quink cited statistics suggesting fewer people are getting into the accounting field, and there are discussions ongoing within the Massachusetts Society of CPAs about how to reverse that trend.

One obvious strategy, she said, is for people like her to get into high schools and even middle schools and talk about accounting and how this business is not just about filing tax returns. Still, it is a difficult business, and its long hours and difficult tax seasons are not easy sells.

“Our industry is rigorous, as are many others,” said Quink as she talked about the workforce challenges facing this firm and all players in this industry. “It’s difficult to find people who want to live this lifestyle, so to speak, and work really, really hard.”

 

The Crust of the Story

Looking ahead, Quink and Penzias said that, overall, the names on the company’s door are more important than their own.

Those names speak to a long track record of excellence when it comes to serving clients not just by adding up numbers, but by helping them cope with change and challenge and seize opportunities when they are appropriate.

The caller ID on the office phone may identify them as ‘Burkhart Pizza,’ but clients certainly know and appreciate who’s on the other end of the line.

Commercial Real Estate Special Coverage

The Great Outdoors

 

Nadim Kashouh

Nadim Kashouh has long offered outdoor seating at his downtown Springfield establishment.

 

The term ‘parklet’ isn’t exactly new.

Larger municipalities like San Francisco, Philadelphia, Phoenix, Chicago, and others have been using it, officially or unofficially, for at least a few years now to describe efforts to repurpose and reimagine parking spaces for recreation, dining, retail, and other uses.

It’s starting to be heard more in Springfield, and it will certainly become a part of the lexicon in the future thanks in large part to $2 million worth of grants being awarded to area establishments and properties to take outdoor dining in the city to at least the next level.

Indeed, there will be at least a few parklets created through these grants, including one at Granny’s Baking Table on Bridge Street.

Todd Crossett, co-owner of the bakery, said he’s been researching the concept and, working with a local architect, has come up with a plan to bring the popular eatery, which features pies, pastries, beignets, and sandwiches, out into a large parking space originally meant for a van — 8 feet by 20 feet — and a few feet of the adjoining sidewalk, and thus bring something new and different to the city.

“We’re going to do something a little funky and take over a parking space,” he explained. “I think it will be the first of its kind, and it will be great for the city because it will generate more revenue than a parking space, because the space is free.”

Elaborating, he said Granny’s, drawing inspiration from what has been created in Evanston, Ill. and other communities, will create a tented, three-season dining deck that will include three tables and chairs as well as an awning, which can all be easily removed for the winter.

“We’re going to do something a little funky and take over a parking space.”

Beyond the parklets, though, the outdoor dining grants, funded by ARPA money awarded to the city in the wake of COVID, are expected to change the landscape in many different ways, from reactivating properties, such as the small park across Main Street from Tower Square, to changing the look and feel of other properties, such as the TD Bank building next to that park. It doesn’t have a restaurant at present — a pizzeria closed down during COVID, and a replacement has yet to be secured — but Jack Dill, who purchased the property in 2021 with a few partners, believes it will happen soon, and the option to serve patrons outdoors will likely help in the process of securing one.

Granny’s Baking Table

Granny’s Baking Table plans a tented, three-season dining deck outside.

While the grants have become the subject of some controversy — a few city councilors have essentially accused Mayor Domenic Sarno of using the grant program as a way to reward supporters and perhaps create more of them during an intriguing and potentially challenging election year — most of the focus has been on what they might mean for individual businesses and sections of the city, especially downtown.

Tim Sheehan, the city’s chief Economic Development officer, said that, while there weren’t too many positives to come out of the COVID pandemic, especially when it comes to the hospitality industry, the emergence of outdoor dining — not just as a preference for patrons, but also as a catalyst for business growth and economic development — is certainly one of them.

“The restaurant businesses recognized that this is what patrons were looking for all through COVID,” he said, adding that, while the pandemic is officially over in most all respects, there remains a focus on public health and safety within this industry and thus a continued focus on providing outdoor dining opportunities.

Nadim Kashouh, owner of Nadim’s Downtown Mediterranean Grill on Main Street, agreed. He has long offered outdoor dining at his establishment, which abuts the office tower 1350 Main St. office tower and now extends to that property with outdoor seating through a lease arrangement, and said it has become an increasingly popular option for his patrons.

“The restaurant businesses recognized that this is what patrons were looking for all through COVID.”

“People feel more comfortable sitting in an open space in the open air,” he said, adding that, with his $100,000 grant from the program, he intends to add more seats, from the current 60 to 100, as well as industrial-strength umbrellas, fire tables, heaters, a tent, and a grill that will allow him to bring what he calls a “a different kind of dining experience to the area.”

“People can come up, select their meat, and we’ll cook it for them right there and then,” he explained, adding that he expects the initiative to bring more people to his eatery and the downtown in general.

For this issue and its focus on commercial real estate, BusinessWest talked with Sheehan and several restaurateurs and property owners about the outdoor dining grants and what they might mean for individual businesses, locations, and the proverbial big picture in the City of Homes.

 

 

Food for Thought

Crossett told BusinessWest that, as those at Granny’s were preparing their application for the outdoor dining grants, which they were encouraged by city officials to pursue, they did so with a specific mindset.

“We just didn’t want to give the city a reason to say no to us,” he explained, adding that this sentiment is reflected in everything from architect’s drawings and multiple bids on construction that accompanied the application to the very specific dollar amount requested.

Indeed, while most applicants rounded up, Granny’s requested $46,160. And that’s how much the city awarded the business.

Overall, 21 establishments applied for the grants, and 17 were awarded funds. Some of the awards matched or came close to what was requested, while others were a fraction of what was sought. And it was a diverse list of recipients, to be sure, with awardees ranging from the Student Prince Restaurant and the Fort to the John Boyle O’Reilly Club; from Two Guys Pizza on Page Boulevard to Uno Chicago Grill near the Basketball Hall of Fame.

park area outside 1441 Main St

Activating the park area outside 1441 Main St. could be a key element in bringing more dining options to the building.

Dollar amounts awarded ranged from $250,000 (City Line Café, the John Boyle O’Reilly Club, and White Lion Brewing) to $35,000 for the Springfield Business Improvement District to build on its improvements on Duryea Way.

There were scoring criteria, said Sheehan, listing everything from an initiative’s ability to encourage foot traffic and improve walkability in a neighborhood business district to whether an applicant had previously received ARPA money. And there were some broad goals behind the awards, but mostly an effort to promote outdoor dining and create more and better opportunities for the concept to spur growth and bring more diners to establishments.

The grant program, which was conceived just a few months ago and undertaken in aggressive fashion, recognizes that the landscape has certainly changed in this realm. In 2019, he explained, the city initiated a one-year pilot program for outdoor dining that did not garner much interest within the industry, with just a handful of applicants. In 2020, the City Council approved that pilot becoming permanent, he went on, adding that the broad objective was to activate commercial districts in specific neighborhoods.

But it wasn’t until the pandemic that the industry fully recognized the need to move to outdoor dining, he continued, adding that the grant program was initiated to help individual businesses and properties move into that realm, or move more aggressively, through initiatives ranging from parklets to White Lion’s reactivation of the Steiger’s park.

Speaking in broad terms, Sheehan said outdoor dining does more than provide an attractive alternative to the traditional experience.

“It heightens people’s engagement with the public realm that’s around them,” he explained. “And it begins to elicit the conversation of ‘how do we make the public realm better for everyone, not just diners, but also pedestrians? And how do we make the streets more accessible to all of the needs that we have relative to public rights of way?’ Because there’s growing competition for that space, whether it be bicyclists or pedestrians or outdoor diners.”

As he talked about his grant and what will happen with it, Crossett first went back in time, to the start of COVID, when many cities were gearing up for outdoor dining and providing assistance to establishments looking to enter that realm. He said he encouraged city leaders to do the same, but recalls that the response was somewhat lukewarm — ‘pusillanimous’ was the word he used.

Eventually, some money was made available, and Granny’s used it to put a few tables and chairs on the sidewalk, which was not a good fix, he said, because there simply isn’t much room on the sidewalk. The outdoor-dining grants come three years after most cities moved aggressively in this realm, he said, but they are at least a step in the right direction.

And while Crossett would prefer a cutout — similar to what the city has done on Worthington Street in front of Theodore’s and Jackalope because of the way they have slowed traffic down on those streets and enhanced outdoor dining opportunities — Granny’s will start with a parklet that he hopes to have ready for the Springfield Jazz & Roots Festival, slated for next month.

 

Designs on Growth

Meanwhile, other grants that were awarded will be used in different ways to introduce outdoor dining or enhance and expand already-existing outdoor facilities, Sheehan said.

At Nadim’s, for example, the grant will enable the restaurant to almost double the capacity of the outdoor dining that exists now, generating what Nadim believes will be more business overall, amid a growing preference for that dining option.

He acknowledged that outdoor dining has its limits — there’s essentially a five- to six-month window, from May to October — but it has become an important component of most restaurants’ business plans. And with more and better outdoor options, the city, and, especially its downtown, become more of a destination.

At 1441 Main St., the TD Bank building, Dill said he’s looking to essentially turn back the clock at that office tower, which once had a much larger retail and restaurant component (what he called a ‘mall’) on its first and second floors — the latter was actually connected to both the Steiger’s department store (now that aforementioned park) and Tower Square via airwalks — while also taking full advantage of the growing popularity of outdoor dining.

“People feel more comfortable sitting in an open space in the open air.”

He said the new ownership will be re-envisioning the former mall portion of the property and applied for a grant through the outdoor-dining initiative to lay the groundwork for such a facility at the property.

“We’re in early design now, but what we’re trying to do is position those underutilized parts of the building in ways that will more effectively address some non-traditional uses,” he said, adding that the plan is to find “the right operator” and then the right location within (and outside) the property for a dining operation.

“We have some flexibility,” he said, adding that there is space on more than one side of the building for an outdoor facility, including the area by the park. “We’ll want to work with the operator on what they want to accomplish from a design and operational standpoint.”

Dill said a restaurant would serve tenants in the property and neighboring office towers, obviously, but also be another key addition in a downtown that, by most accounts, needs more options for the people who come to the area for hockey games, concerts, gymnastics and dance competitions, and other gatherings.

“This is a logical place for part of that expansion to take place,” he said, adding that, while the number of office workers downtown has declined since the start of the pandemic, people are returning to offices, and he expects that trend to continue in the months and years to come.

Dill praised the entrepreneurs taking risks and opening new venues downtown, such as Jackalope and Osteria, two ventures on Worthington Street that are bringing more vitality, and people, to the area. And he said he hopes to add to the growing inventory of restaurants with an addition at 1441 Main St.

Such additions are part of the motivation behind the outdoor-dining grants, which, while small in size and scale in most respects, have the potential to have a big impact in terms of changing the landscape — figuratively and perhaps literally — and adding new words to the lexicon, like ‘parklet.’

Community Spotlight

Community Spotlight

 

Jennifer Nacht

Jennifer Nacht says Lenox’ tourist economy largely rebounded in 2022.

 

Heading into the high season for tourism in Lenox, Jennifer Nacht didn’t believe this community, home to Tanglewood and dozens of other popular cultural institutions, could do much better than it did last year when it came to filling up rooms at its large portfolio of hotels and inns.

Turns out, she was wrong.

Indeed, a seemingly insatiable appetite on the part of the public for some fun time off away from home, coupled with the relaxing of three-day minimums at many of those lodging facilities, has pushed the numbers even higher, said Nacht, executive director of the Lenox Chamber of Commerce, adding that, in many respects, Lenox started turning the clock back to 2019 last year.

“Last year was so busy,” she said, to the point where she wasn’t sure if 2023 could surpass it, but things are trending that way. “In talking with the inns, everyone is booked; they’re finding that people are waiting a little longer to book, but by Wednesday of the weekend ahead, the inns are getting completely booked up.”

Still, while the inns and hotels, many of the restaurants, and nearly all of the numerous outdoor attractions staged a full recovery in 2022, many of the theaters and galleries continue to make their way back, said Jaclyn Stevenson, director of Marketing and Communications for Shakespeare & Company, which operates on 33 acres in Lenox.

“In talking with the inns, everyone is booked; they’re finding that people are waiting a little longer to book, but by Wednesday of the weekend ahead, the inns are getting completely booked up.”

She told BusinessWest that most theaters struggled somewhat last year, with few if any sellouts, as the public was still wary about COVID-19, especially early in the summer.

“We didn’t have terminally light crowds, but the people just weren’t here — it was still a building year for theater,” said Stevenson, who also sits on the Lenox Cultural District Steering Committee. “Visitors were coming back to the Berkshires — outdoor recreation had a banner year — but a lot of the theaters and music venues still struggled; it didn’t feel like we were fully back to normal and where we wanted to be. It felt like we were at 75%.”

Early indications are that theaters will likely improve on last year’s numbers, she said, adding that ticket sales are climbing higher.

“We had a good year in 2022, but it was a rebuilding year,” she explained. “I’m feeling better about 2023 — our ticket-sale numbers are mirroring 2017, which was a good year for us.”

As summer commences, Lenox will look to build on the momentum it gained from last year, while also leaning on the lessons learned during the pandemic and the opportunities created by it, especially in the broad realm of outdoor dining, which was in many ways new to the community and came of age during that time.

Meanwhile, the chamber will continue to build on its multi-faceted efforts to market the community and bring people to it by spotlighting the myriad things to do and many ways one can fill a day — or several days — while visiting (much more on that later).

For this, the latest installment of its Community Spotlight series, BusinessWest takes an in-depth look at Lenox and how its economy, dominated by tourism, has made it most of the way back from the depths of the pandemic and is looking to set the bar still higher in the months and years to come.

 

Coming Attractions

Nacht knows all about being a business owner in Lenox. She was “one of the gang,” as she put it, the owner of the Scoop, an ice-cream and candy shop on Church Street, which she eventually sold to cryptocurrency tycoon Ryan Salame in 2021; he now owns several businesses in the community.

“I had skin in the game,” she noted, adding that, by then, she was already managing the chamber as well, putting the 40-year-old institution back on a path to better fiscal health and a more effective execution of its mission, which she described this way: “to be a full-service marketing firm for our members.”

And when she says full-service, she means it.

Shakespeare & Company

Shakespeare & Company has a robust slate of performances scheduled for 2023.

“If a member comes in and needs help with graphic design, we’ll do that, too,” she said, adding that, mostly, this work as a marketing firm involves promoting the community, its events, its cultural institutions, and a whole lot more. It does this in a number of ways, including a weekly email blast sent to a growing list of subscribers now numbering more than 1,700.

A quick look at the most recent missive, under the headline “All the Good Stuff to Know This Week from the Lenox Chamber of Commerce and Its Members,” reveals just how much is going on in this community as summer beckons.

There’s the start to the Lenox Farmer’s Market on Church Street, the Lenox Loves Music Sunday series in Lilac Park, the Lenox Wine Fete, which took place on June 3, the Summer Lenox Art Walk, set for June 10-11, a Community Conversation at the Lenox Library titled “The Impact of the Pandemic on Mental Health and How to Manage Moving Forward,” a performance of Dear Jack, Dear Louise at Shakespeare & Company, the Berkshire Mountain Distillers’ Summer Food Series, and performances of What the Constitution Means to Me, featuring two-time Tony Award-nominated actor Kate Baldwin, at the Berkshire Theatre Group’s Unicorn Theater in Stockbridge.

Then there are reminders about some of the region’s attractions, many opening for the summer, including the Mount, Edith Wharton’s home; the Wit Gallery; and ‘ghost tours’ of Ventfort Hall in Lenox, home to the Gilded Age Museum, as well as looks ahead to the Jackson Browne concert on Aug. 31 at Tanglewood (tickets went on sale June 1) and other events.

“We had a good year in 2022, but it was a rebuilding year. I’m feeling better about 2023 — our ticket-sale numbers are mirroring 2017, which was a good year for us.”

The list goes on and on. There’s even a reminder about wellness clinics offered by the Berkshire Humane Society.

The email blasts are part of just part of the chamber’s work to bring people to the region, said Nacht, adding that, while there are some service businesses and representatives of other sectors, the vast majority of the chamber’s 136 members are focused, on one level or another, on tourism and hospitality. They include hotels and inns, restaurants and taverns, theaters, art galleries, bookstores, summer camps, and more.

And while most of the chamber’s work on behalf of these members falls into the category of marketing, there are other initiatives as well, said Nacht, including work with town officials on business-related issues, such as a WiFi bylaw, quarterly meet-and-greets held in conjunction with the chambers in Lee and Stockbridge, and a recently staged job fair designed to help businesses navigate a still-difficult workforce environment.

Lenox at a glance

Year Incorporated: 1767
Population: 5,095
Area: 21.7 square miles
County: Berkshire
Residential Tax Rate: $9.16
Commercial Tax Rate: $13.03
Median Household Income: $85,581
Median Family Income: $111,413
Type of Government: Board of Selectmen, Open Town Meeting
Largest Employers: Canyon Ranch, Boston Symphony Orchestra, Kimball Farms
* Latest information available

“We had 20 tables of members who were looking for summer help, temporary help, permanent help,” she recalled. “And we had more than 100 people show up; it was really successful event — many of our members actually hired people from the job fair.”

Overall, though, most members are successfully “staffed up,” as she put it, thanks to returning college students and other applicants. And they will need to be as a summer that promises to be even better, from a business standpoint, is poised to begin.

 

Staging a Comeback

For the theaters and music venues, there is still some rebuilding to do from the pandemic, Stevenson told BusinessWest, adding that, while 2022 provided some steps in the right direction, there is certainly room for improvement in the upcoming season.

“Last year was tough,” she said, “and there was a lot of guesswork throughout the season: ‘who are we talking to?’ ‘Who’s here?’ Who wants to come?’”

Elaborating, she said COVID was still on the public’s mind, especially earlier in the summer, when the numbers of cases were still running high. Meanwhile, and as noted earlier in that rundown of all that is happening in Lenox and surrounding towns, there is a lot to do there, and individual venues and attractions are competing with one another for the time and interest of residents and visitors. And in 2002, “it felt like the crowds we were competing for were small and finite.”

There were other issues last summer, including weather — a windstorm cost Shakespeare & Company two performances, Stevenson said, adding quickly that the outlook for 2023 is positive, not just for theaters and other performance venues, but the region in general, as visitation continues to rebound from the COVID years.

Shakespeare & Company recently launched its new season with the two-person show Dear Jack, Dear Louise, she noted, adding that there is a full and intriguing slate of performances slated for this year. The first Shakespearian offering is a rendition of Henry VI Part 2, billed as The Contention. “Henry VI is said to be the inspiration for Game of Thrones, so we’ve been leaning on that a lot.”

Coming later in the summer are August Wilson’s Fences, featuring horror-movie icon (think Candyman) Tony Todd; Golda’s Balcony, a play about Golda Mier; a stage reading of Hamlet featuring Christopher Lloyd; and, in the outdoor theater, A Midsummer Night’s Dream, with a “late-’70s music spin,” she added.

Overall, there is a little something for everyone, a well-worn phrase that could also be applied to Lenox itself, said both Stevenson and Nacht, noting many new restaurants downtown and, overall, a calendar full of events and things to do.

In short, a community that took some huge strides toward making a full recovery from COVID is looking to take even more in the year to come.

Education Special Coverage

A Calling to Serve

George Timmons

George Timmons

George Timmons recalled a conversation he had a with a friend — a college president and mentor — several years back. He had a simple question for him.

“I asked him, ‘doc, how to you know when you’re ready?” he recalled, meaning, in this case, ready to become a college president himself.

The answer wasn’t quite what he expected.

“He said, ‘George, you’ll know when you know you’re ready,’” he said. “And I used to say, ‘what do you mean?’”

Timmons said he would eventually come to understand what his friend meant — that there would come a time, after years of preparation, earning needed degrees, and working in different jobs that would provide learning experiences and the ability to hone leadership skills … when he would know that he was ready.

He said he reached that time a few years ago and soon began to at least consider jobs that carried that designation. But — and this is a big but — he stressed that he wasn’t chasing a title.

“When I looked at the student profile, I couldn’t help but be reminded of my roots, my humble beginnings, and where I came from; I’m a first-generation college graduate.”

“It was really about chasing the right opportunity that allowed me to demonstrate the skills and talents that I have that aligned with the needs of the organization and where I thought I could really add value,” he said. “For me, it’s really important that I’m at an institution where I can bring value and that I connect with, and be able to take it to a new level of excellence.”

And that’s what he saw when Holyoke Community College (HCC) began its search for someone to succeed Christina Royal last fall.

Specifically, it was the presidential profile, and especially its student profile, one that showcased a diverse population featuring a large percentage of first-generation college students, that caught his attention.

“When I looked at the student profile, I couldn’t help but be reminded of my roots, my humble beginnings, and where I came from; I’m a first-generation college graduate,” he told BusinessWest. “Also, with 48% students of color … that was very attractive to me, and would allow me to add value, particularly with an emphasis on equity and student success. I saw myself in that student profile.”

Fast-forward several months — we’ll go back and fill in all the details later — and Simmons is winding down his work at provost and senior vice president of Academic and Student Affairs at Columbia-Greene Community College in Hudson, N.Y., getting ready to start at HCC the middle of next month.

Upon arriving, he intends to embark on what he called a “soft launch of a listening tour,” one that will involve several constituencies, including students, faculty, staff, area elected officials, and members of the business community.

George Timmons says it’s important to hear from all constituencies

George Timmons says it’s important to hear from all constituencies — from students, faculty, and staff to local officials and business people — early in his tenure.

“I think it’s important to hear from the stakeholders who are present, as well as getting into the community, meeting members of the business community and key stakeholders, to hear what they have to say and understand their views on the college and where they see areas of opportunity. I think it’s important that I immerse myself in the community to understand and learn where there are challenges and opportunities, get to know people, and build relationships.”

Elaborating, Simmons said that, overall, he wants to build on all that Royal has been able to accomplish at HCC — everything from bold strides on diversity, equity, and inclusion to a food pantry and a student emergency fund — while putting his own stamp on the oldest community college in the state, one that recently celebrated its 75th anniversary.

For this issue and its focus on education, BusinessWest talked at length with Timmons about his new assignment, what brought him to the HCC campus, and what he hopes to achieve when he gets there.

 

Course of Action

Timmons told BusinessWest that, during one of his visits to the HCC campus for interviews, he was given a 90-minute driving tour of the city by perhaps the best-qualified person in the region to give one.

That would be Jeff Hayden, vice president of Business & Community Services at HCC and former director of Planning & Economic Development for the city.

“He’s a great tour guide,” Timmons said. “He’s a history guy, and I love history and people who like history — and there is a lot of it in Holyoke.”

The tour of the city pretty much confirmed what Timmons said he already knew — that this was a community, and a college, that he wanted to be part of, one that would provide that opportunity that he spoke of, and not merely a title.

His journey to the Paper City has been an intriguing one, and it began not far from here.

“She made me understand that, when you want to achieve a goal, it really doesn’t matter what others say or if other people will support you. Only one person gets to decide whether you will achieve that goal — and that’s you.”

Indeed, Timmons said he grew up in the Hartford area, and was essentially raised by his grandmother, who instilled in him a number of values, including the importance of education.
“She made me understand that, when you want to achieve a goal, it really doesn’t matter what others say or if other people will support you,” he recalled. “Only one person gets to decide whether you will achieve that goal — and that’s you.

“I made a commitment to myself at a very early age that no one was going to outwork me when it came to me achieving my goals,” he went on. “Those values shaped who I am today.”

Timmons has spent more than 25 years working in higher education in several different realms, from academic support services to online education; from working with adult learners to roles in both academic affairs and student affairs.

“I have a really broad breadth and depth in higher education that allows me to have a comprehensive view of a college,” he noted, adding that he believes his diverse résumé will serve him well as he takes the proverbial corner office at HCC, becoming just its fifth president in 75 years.

Timmons, who earned a bachelor’s degree in financial management at Norfolk State University in Virginia, a master’s degree in higher education at Old Dominion University in Virginia, and his Ph.D. in higher education administration at Bowling Green University in Ohio, started his career in academia in 1996 at Old Dominion as a site director at a satellite campus as part of a groundbreaking program called TELETECHNET. It provided the opportunity for students to earn bachelor’s and master’s degrees at remote locations through the use of satellites and televisions with two-way video connections, a precursor of sorts of the remote-learning programs that would dominate higher education during the pandemic.

Later, he served as assistant dean of Adult Learning at North Carolina Wesleyan College before being recruited to be the founding dean of Online Education and Learning Services at Excelsior College in New York.

He served in that role for several years before becoming provost for Online Education, Learning, and Academic Services, and also serving later as dean of the School of Liberal Arts.

During that time in his career, he was able to take part in a number of professional-development opportunities, including the Harvard MLE program, as well as the American Council of Education Fellowship Program and the Aspen Rising Presidential Fellowship, which is focused on preparing community-college presidents.

“I’ve really had the opportunity to learn and hone my skills,” he explained. “I think it’s important that you learn your craft — it’s a journey; you continue to work to get better and strive to be better. There’s always room for improvement, and so it’s really important that you stay current and abreast of the trends in higher education to be effective.”

After his lengthy tenue at Excelsior, he became vice president of Academic and Student Affairs at Columbia-Greene Community College, a role that carried many responsibilities, including student affairs, athletics, events planning, partnership development, and more.

It was at some point during his tenure at Columbia-Greene that he reached that point his friend and mentor alluded to: when he knew he was ready to become a college president. But as he mentioned earlier, it’s one thing to be ready, but finding the right opportunity is something else altogether.

“I’m very selective — I’m not chasing a title,” he told BusinessWest. “I say this humbly, but I could have been a president a few years ago if I was just chasing a title. It was really important for me to align myself with an institution that I could have longevity with, and I believe Holyoke Community College allows me the opportunity to plant roots in Western Mass. and work with the board of trustees, the faculty, students, staff, and administrators to carry out its mission.”

 

Grade Expectations

Which brings him back to that that profile of HCC and how it resonated with him, personally and professionally.

“I actually felt a call to serve — that’s when I knew. I felt I was ready based on what they were looking for and my background; I felt like that profile was calling me.”

And after several rounds of interviews, those conducting the search for a new president would ultimately decide to call him — literally.

And as he winds down at Columbia-Greene, he is looking ahead to July and using his time before the fall semester starts to learn more about the school, the city, the region, and the challenges and opportunities that lie ahead.

There are plenty of both, but especially opportunities, he told BusinessWest, adding that, in this time of skyrocketing costs in higher education and ever-greater emphasis on value, community colleges are an attractive alternative — as a place to start, and often as a place to finish.

“Community colleges are, to me, a great pathway to a better life,” he said. “And when you consider that almost half of all students who are in higher education are enrolled in a community college, I don’t think that’s by accident, because there’s fair criticism about the cost of higher education and how prohibitive it is for some members of community to go to college. The community-college mission of access is one that I cannot underscore enough.

“Community college is a great way to get a quality, affordable education to advance one’s social mobility, and with minimal debt,” he went on. “It gives people a great foundation that prepares them to transition to a four-year institution or to go into the workforce and earn a livable, sustainable wage. That’s why community colleges are near and dear to my heart; thay are an important pathway to the middle class.”

Getting back to that aforementioned listening tour, Timmons said listening is a huge part of what could be called his management style. Other parts include transparency, being collaborative, fostering excellence, and more.

“As a contemporary leader in higher education, you should have a broad and comprehensive leadership style grounded in transformational, collaborative, and servant leadership,” he explained. “And by that, I mean encouraging people, inspiring them, knowing how to listen, building community, leveraging mutual respect for one another … these are all vital aspects of the leadership needed to advance an institution’s success.”

Elaborating, he stressed the importance of knowing how to transform “in a way that is acceptable, but that also challenges the culture to stretch and grow.

“And to do that, you have to be able to listen, respect your colleagues, understand why things were done the way they were, and, without judgment, maybe ask the question, ‘how can we be better?’” he went on. “As people, we can always be better, and as institutions, we can always be better. So what does that look like?

“You also have to stay current with what’s happening in our space,” he continued. “You have to continually ask, ‘are we remaining competitive, and are we meeting the needs of our students and the community?’”

When asked how someone masters that art of listening, he said simply, and with a laugh, “the key is not to talk.”

Instead, “you listen by seeking input and asking questions and giving people a platform to at least share their opinions, their thoughts, and their expertise,” he went on. “One of things I want to do coming in is listen to key stakeholders and say, ‘historically, what have you liked most about the institution, where do you see areas of opportunity, and if you could make a change, what would it be?’ And then you start to look at themes, see what themes emerge, and use that to guide your next steps.”

There will be a number of next steps for Timmons, who at first didn’t really grasp that he would know when he was ready to be a college president.

Eventually he would understand what his mentor was saying, and he did know when was ready — not for a job or a title, but for a real opportunity to make a difference.

And that’s what he intends to do at HCC.

Alumni Achievement Award

Owner, RMC Strategies

Ryan McCollum

Ryan McCollum has grown not only his business but his civic impact since being honored by 40 Under Forty in 2012 (below).

Ryan McCollum 2012

Ryan McCollum 2012

When he became a member of the 40 Under Forty class of 2012, Ryan McCollum had already established an impressive track record of entrepreneurship, community involvement, and simply being an advocate for, and supporter of, the Western Mass. region and its business community.

Indeed, at that time, he had established RMC Strategies, a full-service consulting and government-relations firm, as a force in the region. Meanwhile, he was involved in civic work — and helping to promote and strengthen the 413 — on many levels, from his work to help launch the Young Professional Society of Greater Springfield to his service on the board of Best Buddies.

To say that, over the past 11 years, he has only built on this deep and impressive résumé would be a huge understatement.

As an entrepreneur, he has established two new ventures — Shoe Leather, a text-messaging marketing company, and Goldilox, an online payment platform for candidates and nonprofits — and he is also part-owner of a cannabis dispensary set to open this fall in Monson, part of the growing portfolio of Holyoke-based DAZE, one of his clients at RMC.

Speaking of RMC, McCollum continues to grow that venture and take it in different directions. Indeed, while he still handles political campaigns — he served as consultant to Joshua Garcia in his successful bid to become the first Latino Mayor of Holyoke in 2021, for example — he continues to build his client list and, recently, his portfolio of work as a lobbyist. When he spoke with BusinessWest, McCollum was driving to Boston to lobby for the Coalition for an Equitable Economy. He’s also done some lobbying for a company looking to enable small businesses — bars, restaurants, and private clubs — to be a part of the burgeoning sports-betting scene across the state.

But it’s his ongoing efforts to expand his volunteer work within the community that is perhaps most impressive.

Indeed, the current list of agencies and causes he’s involved with includes Suit Up Springfield and Square One, which he serves as a board member; Roca, which he serves as an advisory board member; the Springfield Museums, where he has been a member of the marketing and communications committee; the Children’s Museum in Holyoke, for which he was a celebrity dancer for its Fancy Steps fundraiser this year; and many others. He’s even involved in work to help bring others into the game of golf, a sport he discovered years ago and is now somewhat passionate about.

“If ever Ryan leaves a board, he immediately joins two more,” wrote Timothy Allen, principal at Birchland Park Middle School in East Longmeadow and a 40 Under Forty winner himself (class of 2013), who nominated McCollum for the AAA. “Despite the success of his personal business, it is still the community side of his work that drives his daily motivation.”

Increasingly, this work in the community has involved efforts to combat racism and level the playing field for all residents of the 413 — and beyond.

McCollum is now a board member for the Healing Racism Institute of Pioneer Valley as well as the National Conference for Community and Justice, and he recently became a member of the Longmeadow Coalition for Racial Justice Task Force. And then, there’s the recently formed nonprofit he founded (with 15 friends and colleagues, many of them involved in education) called 16 Lyrics.

“We fight to conquer and dismantle systemic racism through education, community outreach, and intensive support of those in the same battles.”

“We fight to conquer and dismantle systemic racism through education, community outreach, and intensive support of those in the same battles,” he said of the agency’s mission statement. “Our first initiative has been to provide kids with books that have diverse characters, diverse authors, diverse storylines — and we do that all over the country; we’ve given out books that we’ve purchased from Black-owned bookstores to places in New Jersey, Chicago, and, of course, Massachusetts. It’s been fun, and I think we’re already making a difference.”

While his work in the community and as a business owner and lobbyist are all impressive, perhaps McCollum’s most important work, Allen said, is as a connector — connecting residents, political candidates and office holders, and organizations with resources and opportunities for growth and advancement.

“He is the person to call to connect people and form other lasting bonds, which further creates great energy and outcomes here in Western Mass.,” Allen wrote. “Instead of sitting on each board he is asked to sit on, he’s working on setting up a talent bank of young and diverse leaders to sit on boards and fill other roles he’s often asked himself to take on.

“While clearly becoming an even more of a behind-the-scenes and sometimes out-front leader in the community, it’s Ryan’s ability to push for others that sets him apart,” Allen continued. “He consistently extends opportunities to those who may not have the connections or relationships to be thought of, but have the talent and love of the community to serve as well as anyone.”

When he became a 40 Under Forty honoree in 2012, McCollum summed up his work — and his overall mindset — this way: “I want to leave the world a better place than I found it … this is the driving force behind everything I do.”

That is still the force that drives him, and 11 years later, there is much more to talk about when it comes to ‘everything I do.’

And that’s why he is one of the finalists for the Alumni Achievement Award in 2023.

 

—George O’Brien

Alumni Achievement Award

State Representative, 9th District

Orlando Ramos

Orlando Ramos’ 40 Under Forty photo in 2012 (below) emphasized he’s a fighter in more ways than one — and that hasn’t changed.

For his studio photograph when he became a member of the 40 Under Forty class of 2014, Orlando Ramos chose to put on his blue boxing gloves and robe — he trained under legend Duke Belton and fought for several years — with a dress shirt and tie underneath.

The juxtaposition of those clothing items was well-thought-out, and quite poignant.

Indeed, at that time, when Ramos was 31 and serving as a Springfield city councilor (Ward 8) and district director for state Sen. James Welch, he was essentially sending a message — that he was still fighting … just not in the ring. Instead, he was fighting for Springfield, the city where he grew up (the Pine Point neighborhood, to be more specific), and its residents.

That fight took him to the presidency of the City Council, a role he carried out for two years, 2017 and 2018.

Today, the fight continues, but in a different setting. Sort of. Instead of City Hall in Springfield, Ramos’ professional mailing address is now the State House in Boston, where he serves as representative for the 9th District, which represents Pine Point and other neighborhoods in the northern part of the city.

But Ramos is looking to come back to City Hall, in this case the corner office. Indeed, he is a candidate for mayor in what promises to be a heated fight (there’s that word again) that will play out over the several months. We’ll get back to that in a minute.

First, there’s Ramos’s ongoing fight for the city and how it has evolved over the past several years, a progression, and an escalation, if one chooses to call it that, which impressed the panel of judges weighing nominations for the Alumni Achievement Award and made him a finalist for that coveted award.

His story of service to the community starts more than 15 years ago, when Ramos, who began his professional career as a carpenter and later was appointed union steward of the United Brotherhood of Carpenters Local 108, was offered an internship in the governor’s Western Mass. office, whetting his appetite for public service.

He was later offered a full-time position as Welch’s district director, and successfully ran for City Council in 2013.

Ramos said he chose to take his work to fight for Springfield to the State House to essentially broaden his impact.

“I saw an opportunity to bring more resources back to the community,” he told BusinessWest, adding that he was first elected during the COVID pandemic, a time that “highlighted so many inequalities and so many needs in Springfield.”

He added that “we needed a leader with experience to navigate the Legislature, and that’s why I decided to run.”

He said his freshman term was a productive one, with three bills that he authored passing the House. Elaborating, he said the sports-betting bill that eventually passed was the version that included diversity, equity, and inclusion language that he wrote. Another bill he steered through concerned biomass plants and essentially removed state subsidies for such facilities, a measure he believes was the “final dagger” for a controversial biomass plant proposed for Springfield.

“I love my job as a state representative, but I feel there is a need in the city, and I feel that I am the right person for the job.”

The third bill concerned regulation of facial-surveillance technology. It passed both the House and Senate, but was vetoed by then-Gov. Charlie Baker. He is hopeful that it will pass this year.

As for his decision to run for mayor, Ramos said he believes it’s time for a change in Springfield, and a time to seize more opportunities, especially within the broad realm of economic development.

“I see that there is a need in the city for a new vision,” he told BusinessWest. “I love my job as a state representative, but I feel there is a need in the city, and I feel that I am the right person for the job. We’ve had a lot of missed opportunities, and I feel that people are ready for a new mayor.”

He said he was the first person on the ballot and has hit the ground running when it comes to his campaign. “I’ve been knocking on doors ever since. And I’m going to continue knocking on doors until election day.”

Areliz Barboza, coordinator of the nonprofit agency known as Listening with Love, who nominated Ramos for the AAA honor, summed up Ramos’s work, and his passion for Springfield and its residents, this way:

“I believe he is an ambassador for our community. He is not only an elected official, but he is also a mentor to our young people,” she wrote. “He has the heart to serve our seniors. He has devoted himself to be the change within his family and in our community. Even with his busy schedule, he still manages to always make time to go above and beyond for our community. I believe his integrity and passion to serve our community speaks volumes and brings inspiration that creates the change we need in Springfield.”

Those sentiments explain why he has been elected city councilor and state representative, why he became a 40 Under Forty honoree in 2014, and now, why is a finalist for the Alumni Achievement Award.

 

—George O’Brien

Alumni Achievement Award

Founder and CEO, the Royal Law Firm

Amy Royal

Amy Royal had only recently launched her law firm in 2009 (the photo highlights an early client), and now the firm has a physical presence in four states.

Amy Royal is in pretty much the same place she was last year at this time … well, at least when it comes to BusinessWest’s Alumni Achievement Award competition.

Indeed, her scores from a different panel of judges have again made her a finalist for the coveted honor, which is why she is now clearing her schedule for the third Thursday in June to enable her to be at the Log Cabin to see if it is her name being announced as the AAA winner for 2023.

But in many other respects, Royal is in a different place — literally and figuratively.

She is now living in Eastern New York, where she is hard at work opening the newest office for the law firm she started in 2008 (and which earned her 40 Under Forty honors the following year), now known as the Royal Law Firm. That new office is in Albany, the state’s capital, giving the firm a presence now in the Empire State and most of New England.

“I’ve been working really hard to expand our footprint here,” she said from New York, “and obviously continue to build in Massachusetts, Connecticut, Rhode Island, Vermont, New Hampshire…”

As for the Massachusetts office, it is located in the historic Alexander House, just a few hundred feet down Elliot Street in Springfield from the federal courthouse. For Royal, acquisition and subsequent renovation of the stately mansion has become a passion, one we’ll get back to later.

For now, know that this new home for the Springfield office, and Royal’s affection for it, is enough to prompt her to commute from just outside Albany to Springfield several days a week; travel time is about an hour, she said, just a little longer than it took her to get to Springfield from from her former residence in Deerfield.

Getting back to that notion of Royal being back where she was this same time last year, she is — and then again, she isn’t.

Which helps explain why she is again a finalist for the AAA award.

Indeed, many of the same accomplishments that impressed the judges in 2022 impressed them again this year. These include her ongoing work to grow the firm, take it to new markets, and add to an already-impressive client list that includes Google, Dick’s Sporting Goods, Macy’s, Panasonic of North America, and KeyBank.

“For our clients that are national and international corporations, having a presence in the state of New York is huge to them. It’s an important piece to our continued growth; we had most of the New England states covered, and this was the next logical step.”

The latest expansion effort, as noted, is in Eastern New York, a new office that Royal believes will open some doors for the firm, which once focused exclusively on representing employers in labor and employment-law matters, but in recent years has pushed into other areas of the law, especially the broad realm of commercial litigation.

“For our clients that are national and international corporations, having a presence in the state of New York is huge to them,” she explained. “It’s an important piece to our continued growth; we had most of the New England states covered, and this was the next logical step.”

Royal said she is closing on some real estate for the New York office while also recruiting lawyers to staff it, work that has become increasingly challenging given the ongoing workforce crisis that has touched seemingly every sector of the economy, including the legal community.

Beyond the law firm, Royal has always been entrepreneurial, and that trend continues as well. In New York, she and a partner are closing on an ambitious project that will bring an indoor sports facility and childcare center together in one complex.

Meanwhile, what has also impressed the judges, last year and again this year, is her work in the community, which includes a long track record of service to the Center for Human Development, which recently marked its 50th anniversary; she is currently board president. She is also heavily involved with the Springfield Ballers, a nonprofit that provides opportunities for young people to take part in sports and which won its own honor from BusinessWest this year — the Difference Makers award. Royal is an active board member with the agency, and in the past has served as a coach.

But since being named a finalist last year, Royal has continued to build on this track record of involvement — in Western Mass., and now in New York as well. Locally, she has played a lead role in the creation of another nonprofit agency focused on young people and sports. It’s called Northeast Revolt, and it will feature multiple basketball teams that will involve young people, girls and boys, in grades 3 through high school, in Massachusetts, Connecticut, and New York.

As for the Alexander House, the Royal Law Firm has settled in there, but renovation work continues, she said, adding that the work has become a labor of love.

Interior renovations are essentially complete, she said, adding that work there has included rewiring; installing central air; remodeling of bathrooms, the kitchen, and office spaces; and much more.

Now, the focus shifts to the exterior and work on the historic pillars, painting the building, and restoration of the fence surrounding the property.

“We’re giving a facelift to the entire building,” Royal said, adding that the work on Elliott Street mirrors what she is doing with the law firm — and youth sports, for that matter — in many respects; she’s setting the stage for decades of growth and continued success.

And that’s why, at least when it comes to the Alumni Achievement Award, she is in the same, good place she was last year.

 

—George O’Brien

Alumni Achievement Award

Executive Director, Berkshire Hills Music Academy

Michelle Theroux

Michelle Theroux was one of the inaugural 40 Under Forty honorees in 2007 (below), and has made some significant impacts since.

Michelle Theroux was a member of BusinessWest’s first class of 40 Under Forty honorees. That was back in 2007, for those who don’t know the history of this program.

At that time, she was executive director of Child and Family Services of Pioneer Valley, and as she talked with BusinessWest on that occasion, she noted that her background in dance — she began studying tap, jazz, and ballet at age 5; added dance instruction when she was just 16; and later toured nationally in a jazz-based children’s show — helped her generate the skills, including discipline, drive, and “balance,” needed to effectively lead a nonprofit.

In her 40 Under Forty picture, her ballet shoes are prominently displayed. In her profile piece, she noted, “now, dance is sort of my balancing piece. It evens out stress. Still, in my life, sleep is optional.”

Sixteen years later, as she was being interviewed as a finalist for the Alumni Achievement Award — the first time she has achieved that honor — the shoes were not visible, but the arts are still a big part of her life, personally and professionally. And between her day job, the arts, and her considerable work within the community, sleep … well, that remains optional.

Indeed, she still dances and teaches dance, and that day job, one she has held for the past decade, is executive director of the Berkshire Hills Music Academy. The South Hadley-based facility is a unique, college-like program for young adults with intellectual and developmental disabilities, such as autism and Down syndrome, who are looking to expand their social, vocational, and music skills in a music-infused environment.

“Our uniqueness comes from how we integrate music, dance, and other art forms into our programs so that individuals who are musically talented or art-minded can use that to scaffold to other skills, creating better opportunities for independence and developing their life skills such as money management, cooking, and more,” she explained.

Students at the school are provided with opportunities to perform locally, individually, and as part of groups, Theroux noted, and in settings ranging from local schools to Fenway Park, where students have sung the national anthem.

“It gives individuals who otherwise would not have had that opportunity the chance for their ability to be heard, not necessarily their disability,” she went on. “When you hear one of our performers playing, you hear their music; you don’t see their disability — and that’s the mission behind all that we have done.”

Theroux’s role there brings her passion for managing nonprofits and her passion for the arts together in a role she finds both challenging and, in many ways, invigorating.

“This place really blended my nonprofit-management skillset with my dance background,” she said, adding that, during her tenure, she has been able to put the agency on firmer financial ground while expanding its footprint and growing its client base.

“When you hear one of our performers playing, you hear their music; you don’t see their disability — and that’s the mission behind all that we have done.”

As she leads the organization, Theroux continues to lean on those skills she honed through dance — and an impressive track record of managing nonprofits; after spearheading a merger between Child & Family Services and the Center for Human Development, she remained with CHD, serving as vice president of its clinical division.

At Berkshire Hills, she has acted as a change agent for the nonprofit, stabilizing all facets of the operation, creating an operational budget surplus, doubling the operating budget over a two-year period, expanding contracts with the Department of Developmental Services, and exceeding set goals for a capital campaign.

While building on her impressive résumé of work leading nonprofits, Theroux has also built upon a strong track record of service to the community. Most notably, she currently chairs the board of trustees for Mercy Medical Center, and is also a regional board member for Trinity Health Of New England.

But her involvement in the community takes many forms, especially in South Hadley, where she lives and works. She has been a board member for the South Hadley/Granby Chamber of Commerce for nearly a decade now, and served as president of the board from 2018 to 2022. Within the community, she is a member of the Master Plan Implementation Committee and the Redevelopment Authority, and is also a town meeting member.

Other work within the region includes a decade of service to MicroTek Inc., a Chicopee-based manufacturer of custom cable and wire configurations that maintains a focus on employing people with disabilities and supporting these individuals. Theroux has served on its board of directors since 2014, currently as its vice president. Previously, she has been involved with the Women’s Fund of Western Massachusetts and the Human Service Forum.

At Mercy, Theroux has led the board during a time of extreme challenge — the pandemic tested the hospital and its staff in every way imaginable.

“It was awe-striking in a lot of ways,” she said, “starting with your admiration for the healthcare workers and the day-to-day challenges that they were facing, on all levels — those on the front lines, the administrators trying to make sure everyone was safe, everyone throughout the entire system.
“And then, you’re dealing with the reality of a pandemic and patients who were fighting in the ICUs and the COVID units,” she went on. “You were seeing both, while trying to manage and make sure that you could get as many resources into place as possible to support both ends of that paradigm.”

Her work to help lead the Mercy system through those dark and challenging times is just one example of how Theroux has continued to grow as a manager and a leader since she was first named a 40 Under Forty honoree, and why she is a finalist for the AAA Award.

 

—George O’Brien

Restaurants

Smoke Show

Bill Fletcher

Bill Fletcher shows off a few dozen full racks of ribs that are still a few hours from being ready for prime time.
Staff Photo

Unlike many people in the restaurant industry, Bill Fletcher did not grow up in the business. And it was never really his dream to put his name over the door to an eatery.

Indeed, Fletcher ventured instead into the advertising industry, becoming co-owner of a firm, to be called Domani Studios, that eventually grew to 50 employees with offices in Brooklyn and Chicago.

“That was a great time … we did award-winning stuff, all digital-marketing stuff that was new to everyone at the time,” he recalled, noting that this was the start of this century. “All the major advertisers were still trying to figure out how to build a website, and Facebook was just coming into being.”

But while he was helping clients tell their stories, his — career-wise and otherwise — was starting to change, and in a big way.

“On the side, I just started really getting into barbecue,” he told BusinessWest, adding that this interest started small, on the weekends in the backyard, where he would cook for friends and neighbors. Eventually, though, it took him to competitions, mostly in the Northeast, where he would pit his ribs, chicken, pork, and brisket against friendly rivals from across the country.

“I was just obsessed with all that; I would do all this test cooking and travel around the Northeast competing,” he said, referring to the various competitions sanctioned by the Kansas City Barbecue Society. “They were all-weekend-long things, and they were a party.”

He fared well against those rivals, winning enough prize money — and accolades — to convince him to bid farewell to advertising, sell his share of the company, and use the proceeds to open Fletcher’s Brooklyn BBQ in its namesake borough of New York City.

Skipping ahead a few chapters in this intriguing story — we’ll go back and fill in the gaps later — he has opened Fletcher’s BBQ Shop & Steakhouse at the site of the former Rinaldi’s in Longmeadow. It was an almost-two-year journey from conceptualization of this enterprise to the first day of operation on April 30, and it was a difficult process, he told BusinessWest.

“We were selling out early of a lot of stuff, which is a unique and tricky thing with barbecue, because it takes forever to cook it, so whatever I had is all I had — you can’t make more.”

But just a few weeks in, he’s already seeing the fruits of his considerable labor.

The new restaurant drew large crowds opening weekend, which became a learning experience on many levels when it came to what people liked — and what he needs to cook more of moving forward.

“We’re still learning the cadence — what sells,” he explained. “We were selling out early of a lot of stuff, which is a unique and tricky thing with barbecue, because it takes forever to cook it, so whatever I had is all I had — you can’t make more.”

Bill Fletcher adds some wood

Bill Fletcher adds some wood to one of the barbecue pits at his new restaurant in Longmeadow, one of his many responsibilities as pitmaster.

Overall, Fletcher is off to a solid start, but, limited by staffing issues, as most all restaurants are, he is easing his way into the local restaurant, and not by choice.

Indeed, his original plan was to be open for lunch and dinner seven days a week. For now, it’s just dinner, Thursday through Monday — Mondays, because few of the area’s restaurants are open that day.

“That’s OK … it’s nice to start off slow,” he said. “We can make sure we’re doing everything right.”

For this issue and its annual Restaurant Guide, BusinessWest talked with Fletcher about the road to his new venture on Longmeadow Street and where he believes that road will take him.

 

Taking it Slow

As he talked with BusinessWest about his venture at one of the front tables in the bar area of the restaurant, Fletcher took a quick break to tend to the fires in the two barbecue pits in the kitchen.

As he opened the bottom door to one of them to add more wood (sugar maple and red oak), he said simply, “I’m the pitmaster — this is my job.”

“I realized that I was spending all my time thinking about barbecue and not being a good president and leader of my crew in advertising. So I spoke to my partner and said it was time for me to get out; I decided I wanted to make this my career.”

Actually, it’s just one of many, he said, as he showed off five dozen full racks of ribs that had been slow cooking for several hours and still had a few more to go before they were ready for prime time.

Fletcher said his days at the restaurant start at 5 a.m. and generally run late into the evening. During that time, he and his team are preparing and then cooking meat, getting appetizers and sides ready for the coming night, and, overall, preparing to welcome guests to what it is in many ways something new and different for the region.

This is the life Fletcher has chosen. Actually, as noted earlier, it chose him as his passion for barbecue moved from the backyard to those competitions across the Northeast to the restaurant he opened in Brooklyn.

It was while taking part in those competitions that Fletcher said he learned that barbecue wasn’t just a hobby, and it wasn’t just a business in waiting. It was, and is, as he put it, “community.”

“You go to these different competitions, and you see some new faces, but a lot of old faces,” he explained. “It’s probably anywhere between 30 and 100 teams competing, and you stay up all night. It takes forever to cook barbecue, so everyone is up all night, sleeping in shifts. It was hard work, but we had a lot of fun and collected a lot of memories.”

it took nearly two years of feasibility studies and buildout

Bill Fletcher says it took nearly two years of feasibility studies and buildout, but his new restaurant is now a reality.
Staff Photo

Making a long story somewhat shorter, Fletcher said he started spending more and more of his time at these competitions, to the detriment of his ad agency.

“I realized that I was spending all my time thinking about barbecue and not being a good president and leader of my crew in advertising,” he explained. “So I spoke to my partner and said it was time for me to get out; I decided I wanted to make this my career.”

He took the proceeds of his buyout and opened Fletcher’s Brooklyn BBQ in the Gowanus neighborhood of the borough in 2012.

Actually, he was part of a wave of barbecue to hit Brooklyn — three new restaurants opening at roughly the same time — a movement that put his restaurant in the food section of the New York Times within weeks of opening.

“We all opened up within a month of each other,” he recalled. “Pete Wells, the New York Times restaurant critic, wrote a piece about us, saying ‘big league barbecue hits New York City,’ and reviewed us all. That was exciting, to be in the New York Times restaurant review in your first month of being open. That was unexpected, and he had some kind things to say about us; that was fun.

“And we won all kinds of awards there — it was a really great run. I was there for a decade … so many great people and great food,” he went on, adding that one key to the restaurant’s success was its operating model, whereby it served as a hub (he called it the ‘hive’), supplying barbecue to other pop-up or market locations.

“We would cook everything in one central location and then send it out to a number of satellites,” he explained, adding that the model worked well, especially in that metropolitan area. “You’re not building five restaurants; you essentially have a commissary, and you’re just sending food out. It was a great model for us.”

 

Meaty Issues

Eventually, though, Fletcher closed the location. First, he decided he had enough of Gotham and moved upstate. He kept the restaurant going, managing from afar. He then “started dating,” as he put it, and upon “not finding anyone in Upstate New York to my liking,” expanded the search to 100 miles (far for a dating app), which included Longmeadow, where he found what — and who — he was looking for.

“I met my future wife through Tinder,” he explained, gesturing with his hand to indicate that she lived just a few minutes from where he was sitting. When the relationship reached a degree of seriousness, he started looking at where he could open a restaurant in the area.

And after some hard searching and then some “feasibility studies,” as he called them, he eventually settled on the location of the old Rinaldi’s.

“When I walked in here, this place was completely gutted,” he said, adding that a restaurant was planning to move into the site, but those aspirations were derailed by COVID. “I’m completely independent — I don’t have any backing, so I was really concerned about the dollars going into it and whether I could actually pull it off.”

Eventually, the numbers worked, even if the project went 25% over budget, by his estimate, and the restaurant opened more than two years after the first negotiations on a lease began.

Before the opening, Fletcher handled a few pop-up events, including the town’s annual Fall Festival, that provided a taste of what he was getting into — literally and figuratively — as well as some encouraging signs.

“The community was so supportive,” he recalled. “I was selling out in two hours, when it’s supposed to last six. Those events were really encouraging, and I was super excited to be part of all that.”

As noted earlier, Fletcher said he’s still learning what people like most — the ‘cadence,’ as he called it. There’s a note on the restaurant’s website that states hours and then a notation: “please come early, we sell out daily.”

“Trying to figure out what the demand is going to be is part of the trick,” he explained. “And that will take us a little bit of time to figure it all out.”

The menu includes the staples of barbecue — beef brisket, pork (pulled pork and hot links), spare ribs, and chicken, as well as platters with two or three different meats — but also steaks (New York strip, ribeye, and filet mignon) and other choices such as catfish and grits, barbecue ramen, Cajun pasta, pulled pork sandwich, and brisket cheesesteak. Bar snacks and starters include barbecue wings, barbecue nachos, barbecue fries (the menu describes them as a “cult favorite”), hot links with pimento cheese, and spicy shrimp hush puppies.

As for those steaks, Fletcher says they’re unlike anything he believes is offered in the region.

“We’re cold-smoking them 10 to 15 minutes,” he explained. “So they come out raw — they’re just taking in some of our smoke flavor. And then, we’re searing them to order. It is a really complex flavor; it’s really unique. It might not be everyone’s liking, it’s a little smoky, but I think it’s outstanding.

“We’re a little weird,” he went on. “It’s kind of a fancy place — marble tabletops and brass everything — but you can get some sticky ribs and nachos next to a filet mignon and a glass of champagne.”

Looking ahead, Fletcher said he will continue the process of easing his way toward that schedule he originally put on the drawing board.

That means eventually adding lunch, maybe another night or two of dinner, takeout, and catering. He said he will not take the Fletcher’s act to the Big E this year, but will explore making that part of the equation moving forward.

For now, he’s settling in while also keeping the fires stoked — he’s going through two cords of wood a month.

As he noted, barbecue isn’t just food, it’s community, and that’s what he’s bringing to Longmeadow — and the region.

Nonprofit Management

Things Are CLICing

 

Jennifer Connelly shows off the wall

Jennifer Connelly shows off the wall in the wall that is the symbolic start of work to create JA’s new Career, Leadership & Innovation Center.

It was officially called a groundbreaking, but Jennifer Connelly says it was more of a “wallbreaking.”

Indeed, Springfield Mayor Domenic Sarno, representatives of the many sponsors involved with the project, and other VIPs took turns swinging a large sledgehammer at a wall just off the entrance to the Tower Square offices of Junior Achievement (JA) of Western Massachusetts.

The hole they left behind is still there more than a month later, a poignant symbol of the work — at least the physical construction work — soon to commence on what is being called the Career, Leadership & Innovation Center, or CLIC, a facility that will focus on those first three words with a number of intriguing programs.

Indeed, the center will help students identify career options and make smart decisions regarding post-secondary education; expand their thinking and skill development, thus better preparing them to be future leaders, entrepreneurs, and innovators; and provide them with the skills and knowledge that will allow them to make informed and effective decisions with their financial resources.

“For the past 10 to 15 years, the board has talked about having a center where people could come and learn about careers.”

JA is creating the center in collaboration with MassHire Hampden County, the Western Massachusetts Economic Development Council, other agencies, and several area employers, said Connelly, and is designed to address a gap when it comes to educating young people about careers and the paths to them.

“We found that there’s a piece missing in the pipeline when it comes to inspiring young people to have careers here in the region,” said Connelly, adding that the center will enable students to learn about and then explore options in fields they may not have been thinking about. In that respect, it will help open doors for young people while also helping to put workers in the pipeline for businesses across every sector of the economy, from healthcare to manufacturing.

In a way, this is a groundbreaking (there’s that word again) new initiative for JA of Western Massachusetts, said Connelly, and in another way … it isn’t. Indeed, while the CLIC is new, it’s also a throwback of sorts to what JA was decades ago — a place where young people could come to learn about business, actually make and then sell products, and gain financial literacy.

An architect’s rendering of the new Career, Leadership & Innovation Center.

“This is what JA used to be — and that’s what I like best about the center; this will be a place that students can come to,” she said, adding that, while JA of Western Massachusetts has been going into area schools for decades now, it hasn’t had a site that young people can come to since the ’80s.

Work on the CLIC is set to commence in the coming weeks, and the facility is scheduled to open in mid-September. Over the first nine months or so of operations, more than 750 junior-high and high-school students (up to 25 at a time) are expected to visit the center, spend the better part of a day there, and gain new insight into careers, how to attain them, and much more.

The project has drawn a number of supporters, including the city of Springfield, Beveridge Family Foundation, Balise Auto Group, M&T Bank, Country Bank, PeoplesBank, TD Bank, and Savage Arms, who have helped meet the $400,000 cost of the project.

A capital campaign will be staged over the next several months to raise the balance of what’s needed for the initiative, Connelly said, adding that the agency is hoping to gain the support of more area businesses, and is scheduling site visits for those interested in learning more about its mission and how it will be carried out.

 

Learning While Doing

Connelly told BusinessWest that the CLIC was conceptualized in the fall of 2021 amid what she considered an obvious need for a facility that would not merely take JA back to its roots in many respects, but also help to better prepare young people for life, careers, and the many challenges involving both.

And the need has been there for some time, she went on.

“For the past 10 to 15 years, the board has talked about having a center where people could come and learn about careers,” she said, adding that the idea came off the drawing board and into reality with the help of those aforementioned sponsors and a desire for JA to play a pivotal role in helping to solve the workforce needs of employers while also putting young people on a path to not just jobs, but careers.

Springfield Mayor Domenic Sarno

Springfield Mayor Domenic Sarno takes a swing at the wall that will be coming down to make way for the new center.

As plans for the CLIC began to materialize, she said, a search commenced for a space. Many options were considered, but eventually those at JA concluded they had everything they needed — space-wise, at least — in its suite of offices on the mezzanine level at Tower Square.

The 3,045-square-foot facility will be reconfigured and furnished for the new center, she noted, adding that the CLIC will include a number of components, including:

• A learning lab that will provide student groups with what Connelly called a “starting point for their career exploration journey.” It will also be a space to promote JA’s financial-literacy curriculum;

• A collaboration hub, which will provide groups with a space for interactive work, problem solving, and critical and creative thinking. The space will include modular seating, whiteboards, breakout laptops and tablets, and a leadership library; and

• A manufacturing lab, a makerspace that will provide young adults with the tools and programs to explore and accelerate a career in the manufacturing industry. The CLIC steering committee is currently working with local manufacturers to determine the best resources for the space, Connelly said, adding that equipment may eventually include 3D printers, a flow forge, a Cricut suite, hand tools, soldering kits, and STEM kits.

Overall, the CLIC will provide experiential learning opportunities for middle- and high-school students, said Connelly, adding that, by engaging students in hands-on experiences and reflection, “they are better able to connect theories and knowledge learned in the classroom to real work situations.”

And such connections are needed at a time when many young people need exposure to careers and the paths to them, she noted, adding that, for middle-school students, visits to the CLIC may help them with the all-important decision of deciding which high school to attend.

As she talked about a visit to the CLIC, Connelly said it will be preceded by completion of JA Inspire Virtual, a career-exploration program designed to highlight careers and educational opportunities in the region. At the center, students will participate in a seminar led by guest speakers from local businesses, and then rotate through the modular-based learning experiences at the learning lab, collaboration zone, and manufacturing space — followed by a working lunch with financial-literacy activities.

The center will also be open after school for students interested in pursuing entrepreneurial interests by operating their own student company. And in the evening, the center will be available to community organizations and local employers as a hub for learning and collaboration.

 

Bottom Line

Turning back the clock maybe 50 years or so, Connelly noted that what is now JA of Western Massachusetts was an agency, but also a place where young people from schools across the area could come and, through its ‘company’ program, form a business, make a product, and sell it.

Through the CLIC, JA will be able to provide that kind of experience again, she said, adding that, while the center is a blast from the past in some respects, it is really all about the future — as in the future of thousands of area young people and the area businesses that will, hopefully, employ them.

 

— George O’Brien

Features Special Coverage

News That’s Fit to Print

Jim and Kelly Sullivan

Jim and Kelly Sullivan
Photo by Paul Schnaittacher

At first, Jim and Kelly Sullivan thought the email was junk or a hoax.

“It was an invitation to us from the president to go to the White House to sit in the Rose Garden with him and the vice president for a remarks ceremony,” Kelly recalled, adding that the missive was followed shortly afterward by an email from the Small Business Administration (SBA), essentially letting them know that the email from the White House was real, and they should reply — soon.

They did, and when they gathered in the Rose Garden with the other 49 Small Business Persons of the Year for each state, as recognized by the SBA, they managed to get within a few feet of the president, but didn’t fight the crowd to get any closer.

This gathering, which came during National Small Business Week, has been part of a nearly month-long whirlwind for the Sullivans, owners of Millennium Press in Agawam, the Small Business Persons of the Year from Massachusetts.

There was an awards ceremony in Washington that came just after the White House visit, and, earlier this month, another small-business awards ceremony in Massachusetts, at which they were recognized for their accomplishments in business — and for their perseverance through a series of challenges over the past 34 years.

There was an appearance on a Bloomberg podcast — “I was terrifed; I’m a printer, and they’re firing questions at you left and right,” Jim said — and, just a week ago, U.S. Rep. Richard Neal, who directed the Sullivans to SBA funding, and other officials toured Millennium’s facilities to get a look at its cutting-edge technology and talk with its team of 18 employees.

“Never in a million years did I ever think we would ever win anything like this — I’m still in awe that we did get it.”

As they spoke with BusinessWest at their shop in Agawam, the Sullivans talked a little about their awards, meaning the physical awards (they each got one) they received from the SBA. They are glass, large, quite heavy … and, for now and probably for a long while, “safe at home, under lock and key,” as Jim put it.

“You don’t want to ever break something like this,” he said. “Never in a million years did I ever think we would ever win anything like this — I’m still in awe that we did get it.”

But mostly they talked about what’s behind the award and the wording on it, and how they were chosen over the 700,000 other small businesses in Massachusetts to receive it. Specifically, it would be more than 30 years of hard work, sacrifice, making those large investments in technology, coping with and overcoming adversity — from several downturns in the economy to the Great Recession to the pandemic — and, in short, doing what they had to do to keep the doors open and the dream alive.

“I feel that we did a lot of good things with these SBA programs,” said Jim, adding that, personally, the couple did everything they were asked to do to qualify for such programs, including reducing their income and even buying a smaller home.

the team at Millennium Press

Jim and Kelly Sullivan, center, with the team at
Millennium Press.
Photo by Paul Schnaittacher

SBA District Director Robert Nelson said essentially the same thing as he remarked on the Sullivans and their achievements.

“The Millennium Press story demonstrates how small businesses can persevere when faced with extraordinary challenges,” he said. “The Sullivans didn’t give up on their dreams and kept working toward sustainability with support from public/private resources, including the SBA and its lender network that help stand by your side through the toughest challenges.”

For this issue, BusinessWest talked with the Sullivans about the SBA award, what it means to them, and why it embodies their approach to doing business and managing a workforce.

 

Don’t Stop the Presses

To say the Sullivans started small with their venture would be a huge understatement.

Indeed, they launched their business in a garage — and it wasn’t even their own garage.

“Our house didn’t have one, so we used Kelly’s brother’s garage,” said Jim, a printer by trade who was working at a shop in Holyoke at the time, but started printing short runs of specialty forms for different customers at night and on weekends, a part-time job that quickly became full-time.

Indeed, the Sullivans, who quickly became partners in the venture, said they recognized a growing need for printed forms that could be produced inexpensively and quickly. With an Apple computer, a two-color press, and a collator that would put the forms together — Kelly would handle the desktop publishing, and Jim ran the printing press — they started adding customers and achieving a foothold in the competitive printing business.

Over the course of the next 30 years, they would continue to grow the company, establishing a full-service, one-stop printing and mailing business operating out of a 20,000-square-foot building in the Agawam Industrial Park that they would eventually purchase and expand.

From the beginning, Jim recalled, they understood the importance of investing in new equipment and staying on the cutting edge of improving technology, knowing that doing so would open new doors for them.

Small Business Persons of the Year for Massachusetts in 2023

Jim and Kelly Sullivan pose with an award they recently received at the recent SCORE Boston awards breakfast, where they were recognized as Small Business Persons of the Year for Massachusetts in 2023.

This was especially true with the installation, in 2007, of an automated, six-color Heidelberg press, the XL 75, a more than $2 million investment that included not only the press, but also Heidelberg software to automate all the company’s processes, from estimating to shipping.

This was the first such installation in the U.S., he told BusinessWest, and it came on top of a $1 million expansion of the building and a number of existing equipment loans.

The acquisition of the XL 75, and those other investments, were a well-thought-out business strategy, and the equipment was expected to enable Millennium to take a major step forward, he went on. However, the timing was unfortunate, to say the least.

Indeed, just a year later, the words ‘Great Recession’ were working their way into the local lexicon. The Dow was cratering, the economy was in freefall, and businesses large and small were hunkering down and simply trying to survive the onslaught. And, by and large, no one was printing anything.

“In 2008, we saw sales drop. People weren’t purchasing as much printing — annual reports, mailings … they just weren’t doing the volume of printing they were in the past. Yet, our expenses were at their highest point.

“In 2008, that was the first year we didn’t turn a profit,” he went on. “And the banks … they want to know who you are at that point.”

Elaborating, he said the couple had a great 19-year relationship with a bank (he chose not to name it) that was sold to a larger bank, an entity that saw Millennium’s declining debt-to-income ratio and essentially said, “you’re not for us.”

The Big Picture

The Sullivans said they knew they needed to create a plan to slash debt, both business and personal. They altered their lifestyle and borrowed a significant portion of their retirement money to retain employees and pay down debt to keep the business open. They also sought help from the SBA, working with the agency’s lending team to refinance their building and business debt and essentially save the business.

And for the next decade, until 2020, the company continued to be profitable, pay down debt, and even build a reserve fund, said Kelly, adding that, by the end of 2019, they approached a traditional bank about a loan to pay off all their existing SBA debt.

“Our numbers were good enough, our equity was good enough, our debt was right where it needed to be, and they approved us in March of 2020,” said Jim, adding emphasis when noting the month and year, and for obvious reasons. That was the start of the pandemic.

“The bank came back and said, ‘we’re going to have to put your financing plan on hold,’” he went on, adding that the company saw more than half of its customers shut down, a staggering loss that forced Millennium to lay off 75% of its workforce, although the Sullivans continued to pay for their health insurance after they were laid off.

Even with a skeleton crew — the Sullivans and a few others — the company was chewing up its reserve fund at a rate that was not sustainable, Kelly said, adding that PPP loans and EIDLs (Economic Injury Disaster Loans) from the SBA not only helped Millennium, but also enabled other businesses to regain their financial footing and buy services — like printing.

“Those two products from the SBA helped jump-start the economy,” she said, adding that, by the fall of that year, Millennium was able to bring back all of its employees. The winter of 2022 brought another slowdown and more “scary” times, she added, but a second round of PPP enabled the company to retain its workforce and make it through the whitewater.

The company was also able to take advantage of an SBA debt-relief program for its outstanding loans from the agency, Jim said, noting that the SBA made payments on those loans during the pandemic — payments that did not have to be repaid.

“In 2008, we saw sales drop. People weren’t purchasing as much printing — annual reports, mailings … they just weren’t doing the volume of printing they were in the past.”

All this support had the company back to “almost normal” by the end of 2021, he went on, adding that he and Kelly again approached the bank that had approved their financing plan but put it on hold because of the pandemic — and this time it was approved, just before interest rates started climbing at a precipitous rate.

Milennium’s involvement in many SBA programs had the effect of “putting us on the agency’s map,” said Kelly, referring to recognition programs such as Small Business Person of the Year.

But what won the Sullivans this honor, in her opinion — and Jim’s — has been its willingness to invest in cutting-edge technology, its commitment to supporting its employees through the many difficult times, and to do everything they had to do keep the company on the track they set in on back in 1989, even through extreme hardship.

“To do the amount of work we do, we would probably need more than 30 employees — if we didn’t invest in the technologies we have,” Jim said. “And we have technologies that no one in this area has, especially at the small scale that we are; we’re Heidelberg’s most advanced print shop with fewer than 20 employees in the United States.”

 

Bottom Line

Jim and Kelly’s email now comes with a signature, courtesy of the SBA, identifying the sender as a 2023 Small Business Person of the Year State Winner.

Behind those words, printed on a gold banner above storefronts depicting small businesses, is a compelling story, one that involves sacrifice, perseverance, determination, and, as Nelson noted, a firm commitment not to let go of a dream.

All that has earned the Sullivans those large, glass awards they are keeping safe at home. But it has earned them much more than that — the ability to keep writing new chapters to a remarkable and inspirational success story.

 

Restaurants Special Coverage

A Lot on His Plate

Andrew Brow outside Jackalope

Andrew Brow outside Jackalope in downtown Springfield.

On his long and winding road to being a serial restaurateur, Andrew Brow says he’s had many inspirations, role models, teachers, and even an “idol.”

The latter would be Claudio Guerra, the now-legendary restauranteur — think Spoleto, Mama Iguana’s, the Del Raye, Paradise City Tavern, and many others — who gave Brow, like so many others, much more than a job.

“What I got from Claudio is what I wanted — I wanted to be a restaurant owner,” he explained. “It just seemed like this glamourous, fun, wonderful thing — not always, but Claudio made it something to aspire to.”

But there were others who had an impact as well, including Bill Collins, who also worked for Guerra and later hired Brow to be his executive chef at the restaurant he opened in East Longmeadow, Center Square Grill. Then there was Therri Moitui, the owner and chef of a French restaurant on Cape Fear River in North Carolina, where Brow worked for a time after leaving his native Western Mass. to find, well … something else.

“I thought I was God’s gift to the kitchen at this point, when I was 24 years old,” Brow recalled. “And, sometimes gently, sometimes not so gently, he let me know that I was not God’s gift to the kitchen and that I still had a lot to learn. And he proceeded to teach me.”

Today, Brow — owner of HighBrow, a wood-fired pizza restaurant in Northampton, and Jackalope, which just celebrated one year of bringing ‘creative American’ food to downtown Springfield — is still absorbing lessons from others, but he’s also the one passing on knowledge, experience, and keen insight to those who work for him.

His most important bit of advice, if that’s what it is: “if you stop learning, you’re no good.”

This is an operating style that has dominated his career and his time as a restaurant owner, which has been marked by overcoming adversity — as in extreme adversity in the form of the pandemic — and seizing opportunity.

As for the pandemic, it nearly cost him his dream just a few months after he opened HighBrow, but he persevered, knowing that one doesn’t get many opportunities like this one, and it might be his only opportunity.

focus is on ‘creative American’

At Jackalope, Andrew Brow says the focus is on ‘creative American’ and presenting food that is different and unique.
Staff Photo

“It was an interesting time,” he said with a large dose of understatement in his voice. “The first thing is, you feed into that fear — this is my first restaurant, this is basically my one shot; if I fail here, there probably wouldn’t be a second chance. I didn’t come from money, and without money, you can’t really do much. This was my one shot at making it out of being someone else’s chef and being my own guy.”

As it turns out, and largely because of that perseverance, HighBrow wasn’t his only shot. He seized another opportunity with the opening of Jackalope just over a year ago at the site of the former Adolfo’s on Worthington Street. At first, he didn’t want any part of downtown Springfield, thinking the city and its restaurant section had seen its day.

But a visit to the soft opening of Dewey’s nightclub, next door to Adolfo’s and owned by a friend, Kenny Lumpkin, changed his mind.

“I went back the next day because I had enjoyed myself that night, and I was standing on the patio and thinking, ‘maybe I could do something over there,’” he said, adding that this ‘something’ is Jackalope, which he described as a place where could “create and plate whimsical, fun, different things.”

That list includes everything from grilled pizza to mac & cheese to prosciutto-wrapped rabbit saddle. And on the appetizer side, there are his now-famous ‘sticky ribs,’ braised baby-back pork ribs cooked in a host of secret ingredients and juices and then made crispy.

‘Sticky ribs’ are becoming part of the local culinary lexicon — his restaurants go through more than 1,000 pounds of ribs per week — and Brow, one of BusinessWest’s 40 Under Forty honorees for 2023, is one of the rising stars in the region’s galaxy of restaurateurs.

His is an intriguing story of someone who forged a dream when he was just in high school and then, thanks to hard work and lessons from those mentors and idols, made it happen.

 

A Different Breed

The jackalope, by most accounts, anyway, is a mythical creature, a jackrabbit with antelope horns — hence the name — said to be ferocious and quite deadly. Stories about them have appeared in many cultures worldwide.

By now, Brow has become an expert on the subject.

“A Jackalope drinks bourbon and beer and eats bologna — and they get enraged,” he explained. “And they would go and attack hunters, who would wear stovepipes on their legs so they wouldn’t get ripped up.”

But he admits that, in this case, the chosen name for his restaurant (after he put aside plans to resurrect the name Caffeine’s) was more a nickname for an old friend who “would drink beer and act crazy in the woods,” than anything else.

“I was having coffee with my wife one day, and she said, ‘when’s the Jackalope moving back up?’” he recalled, adding that the name resonated, and he eventually chose it. Today, there are stuffed jackalopes on his walls, and the logo is on everything from the door to the menu to T-shirts.

Andrew Brow recalls thinking downtown Springfield had seen its day

Andrew Brow recalls thinking downtown Springfield had seen its day, but a few visits to the area convinced him he wanted to be part of the scene there.

The road to opening Jackalope, his second restaurant, has been a long and winding one, with, as noted earlier, countless lessons and influences on his life and career along the way.

Our story begins in Northampton, where Brow grew up in the “projects,” as he put it. Anxious to climb out, he sought work as soon as he could. That was age 15, when, with the proper paperwork, he could work at a Dunkin’ Donuts.

This was a location that was still making its own donuts, rather than having them shipped in from a commissary, so Brow was able to get real experience making things in the kitchen. His work at Dunkin’ came during his freshman year at Smith Vocational in Northampton, and it inspired him to enter the culinary-arts program there, which fueled more interest in cooking as a career.

His first job in a restaurant, at age 16, was as a dishwasher at La Cazuela, owned by Barry and Rosemary Schmidt, who became his first real mentors and role models.

“They were two of the coolest restaurant owners I ever met,” he recalled. “They were kind of like ’60s hippie people, and for them, everything was from scratch and quality. They would fly down to New Mexico and Mexico, and they would meet chili farmers and buy wholesale dried chilis from these farmers; that showed me the passion behind actually loving what you do. It was very inspirational.”

From the dishes, Brow moved up to the pots and pans, which means he also got to prep some of the rice and beans, shred the cheese, and fry the tortilla chips. “It was grunt work, but I thought that was the coolest thing ever, and a few months later, I was a line cook.”

From there, he did a stint at the landmark Joe’s Pizza as a pizza cook, and then a job at the recently opened Spoleto Express, one of several restaurants owned by Guerra, as a sauté cook. There, he met Collins, and the two quickly bonded.

“We became like brothers,” Brow said, noting that he worked for the Spoleto Restaurant Group for close to a decade, helping to open several new restaurants along the way. “I was like the young, rising chef in the organization; I lived the restaurant business.”

He took that passion with him to North Carolina as he sought to get away and do something different somewhere else. “I grew up, I’d spent all my time here, I didn’t go to college … I got out of a long-term relationship, and I was like, ‘why am I still where I was born?’ I wanted to go see something different and new.”

 

Food for Thought

Brow stayed in North Carolina for two years, learning butchery, charcuterie, French techniques, French sauces, and much more, before returning to Western Mass. to tend to his ailing grandmother.

He first took a job at Springfield Smoked Fish Company, and soon took on some part-time work at the recently opened Center Square Grill. Eventually, he became executive chef there and stayed in that position for four years before he fulfilled that lifelong dream to own a restaurant, buying a wood-fired pizza restaurant from Guerra and renaming it HighBrow.

Pizza wasn’t exactly his passion, he admitted, but this was an opportunity he couldn’t pass up. And, as things turned out, it was a godsend because, as noted earlier, Brow became a restaurant owner just a few months before the pandemic reached Western Mass.

Pizza was a model that lent itself to delivery and pickup more easily than other types of restaurants, he explained, adding that he was able to pivot in many different ways, including by partnering with other businesses to bring meals to frontline workers, including those at hospitals and the Soldiers’ Home in Holyoke.

“I started off with just myself — I laid everyone off,” he recalled. “I told them to be on standby until we knew what the world was going to look like. Later, it was me and one of my cooks, Carlos. We would come in every day, and we’d go to Restaurant Depot every morning. We would have a limited menu; he would cook pizzas, and I would cook sauté and salads and appetizers. Eventually, I slowly introduced more staff as we were getting busier and I could justify putting more people back on payroll.”

Brow said he wasn’t exactly looking to open a second restaurant when Lumpkin implored him to take a hard look at the Adolfo’s site, but eventually he warmed to the idea of being part of the scene — and part of a comeback — in the central business district.

Over the course of his first year, there has been some change — and pivoting — there as well, he said, adding that he started off focusing primarily on fine dining, but has shifted and evolved, as he put it, and is now offering “more approachable things — but done with the detail we would use if we were plating a filet Oscar or something with delicate construction.”

For instance, with the mac & cheese, he offers a unique pasta with a cheese sauce made with many different types of cheeses, topped with crushed Goldfish crackers instead of the usual breadcrumbs.

“I try to be unique — I don’t like to do anything the same as anybody else around me is doing,” he explained. “I try to be different.”

And, like the name over the door, he is.

Unlike the jackalope — or Claudia Guerra, for that matter — Brow is not the stuff of legend. Yet. But he is getting there — one sticky rib at a time.

 

Commercial Real Estate Special Coverage

The Last Big Piece of the Puzzle

 

Lee Pouliot

Since he’s only 37, Lee Pouliot has only known the buildings on the Uniroyal site as empty shells. With the request for proposals, that may finally change.

 

Lee Pouliot says he’s always had what he calls a bit of a fascination with what is known simply as the Uniroyal property in Chicopee — although there is nothing simple about it.

He grew up the city, but, because he’s only 37 (and a BusinessWest 40 Under Forty winner in 2020), all he’s known of the buildings — most of them, anyway — is as empty shells, the subjects of stories that almost every long-time resident of this community tells about working at the tire-manufacturing complex, or being related to someone who did.

While he was earning a master’s degree in landscape architecture at Cornell more than a dozen years ago, Pouliot took this fascination to a higher level, engaging himself and a few of his classmates in a final project — one that would create a development plan for the complex of buildings for the Uniroyal and adjacent Facemate properties, located in the center of the city.

Later, as an intern in the Chicopee’s Community Development office and then as a staffer in that office, he worked with city leaders to move a project to redevelop that complex, through a series of critical next steps.

“The reality is that there are a number of developers who have considerable experience with mill conversions. And so, in some ways, the city is trying to target developers who have this kind of experience, in the hope that we can see something creative done with those buildings that keeps them standing.”

And now, as city planner, a position he’s held since 2015, Pouliot is playing a lead role in writing what is essentially the final chapter in a long, complicated story that has, in some ways, been more than 40 years in the making.

This chapter involves a 9.58-acre parcel at the Uniroyal site, one of two yet to be developed, the other a 10-acre parcel being eyed by the city for recreational uses. A request for proposals was recently issued for the first of those parcels, which includes four buildings, including one that served as an administration building.

Those requests are due back on July 21, and Pouliot, like everyone else in the city, is anxious to see what the development community has in mind for this parcel, which is being marketed as RiverMills at Chicopee Falls, and especially the four remaining buildings on it, which the city opted not to demolish, in part because of their structural soundness.

the former Uniroyal buildings

This drone shot shows demolition of one of the former Uniroyal buildings. A request for proposals has been issued for the still-standing structures at the top of this image.

“The reality is that there are a number of developers who have considerable experience with mill conversions,” he explained. “And so, in some ways, the city is trying to target developers who have this kind of experience, in the hope that we can see something creative done with those buildings that keeps them standing.”

The bid package issued by the city touts this as “one of the largest contiguous areas of former industrial properties poised for redevelopment in Western Massachusetts.”

Further, the big package notes, “unlike other comparable sites, most of the costly and lengthy procedures required to prepare for redevelopment have been completed, reducing the risk and uncertainty typically associated with brownfield redevelopment.”

It is hoped that these amenities, if they can be called that, will trigger the imaginations of developers and yield some intriguing proposals, said Pouliot, adding that there are many possible uses for the buildings and the property. Housing is still a priority for the city and region, and the buildings, with some work, will lend themselves to that purpose. But there are other potential uses as well, he said, including retail, hospitality, and service businesses.

For this issue and its focus on commercial real estate, BusinessWest talked with Pouliot about the long journey that Chicopee has taken to reach this critical juncture with the Uniroyal property, and what might happen next.

 

Where the Rubber Meets the Road

When asked what it was like, personally and professionally, to see the project reach this important milestone, Pouliot exhaled, glanced toward the ceiling, and then shook his head a few times.

“Housing is still a priority. I think anyone looking at the state of housing in the Commonwealth, or this country, would be foolish not to consider housing a likely piece of redevelopment here.”

The body language spoke volumes about the length and complexity of this project, which has been ongoing — in some respects, anyway — longer than he’s been alive and has involved several different mayors, planners, and Community Development directors.

“In some ways, it feels odd that we’re nearing the end because so much of our time has been focused on getting to this point,” he said. “But it’s also significant — this has been no small feat for a community of Chicopee’s size; this is a huge milestone for the city.”

Recapping the Uniroyal story quickly, Pouliot said it starts back in the late 1800s, when that the land was first used for manufacturing. From 1896 to 1898, the property was owned by Spaulding and Pepper Co., which manufactured bicycle tires. Fisk Rubber Co., which later changed its name to United States Rubber Co. and then to Uniroyal, manufactured bicycle, automobile, and truck tires and adhesives at the site from 1898 to 1981.

a shift change at the Uniroyal plant

This photograph, taken some time in the 1930s, shows a shift change at the Uniroyal plant, which employed more than 3,000 people in its heyday.

Uniroyal closed its plant in 1980 and sold the property — which stretched over 65 acres and included 23 buildings — to Facemate Corp., located adjacent to Uniroyal, in 1981.

Fast-forwarding, he said the city spent years working to acquire both the Uniroyal and Facemate property (Facemate went bankrupt in 2003), and did so in 2009, soon embarking on a massive cleanup that would cost more than $40 million and involve federal, state, and local money, while also planning work for development.

Eventually, individual parcels on the site were developed; the initial redevelopment project involved construction of the RiverMills Senior Center. Later, a private developer built River Mills Assisted Living at Chicopee Falls on a three-acre parcel. A third, four-acre parcel has been optioned to Brisa Development LLC of New York, which plans to build a mixed-use development that includes a 107-unit apartment building, an indoor sports complex, and a brewery and restaurant.

The 9.58-acre parcel that is the subject of the request for proposals is essentially the last big piece of the puzzle, said Pouliot, adding that it’s dominated by the four remaining Uniroyal buildings.

One is the administration building, or Building 26. The city has an agreement with the Massachusetts Historical Commission to try to see that structure redeveloped, he explained, adding that it is eligible for listing on the National Historic Register.

There is also a smaller building, what Pouliot called a retail shop for Fisk Rubber Co., where it sold and even installed tires, as well as two large manufacturing buildings, numbered 27 and 42, that are considered to be in “structurally decent condition,” he said.

“Instead of incurring the cost of demolition, which would have been a few million dollars more than what we were paying for cleanup, we decided to preserve them and see if there was appetite within the development community to do something with them,” he explained, adding that, if there is no appetite for taking them on, the city will look at what developers are proposing and decide the best course from there.

“We’re not going to predicate a decision on just whether or not all the buildings can be reused,” he said. “Certainly it is the city’s intention to sell the land and see something happen; this is just one of the criteria we’re looking at to see what the development community can respond with.

“There are a number of developers who would prefer raw land, but the reality with this site is that it’s not raw land,” he went on. “You could consider this an industrial archaeological site; there are going to be limitations on development regardless of whether the buildings are standing or not.”

Elaborating, Pouliot said he’s learned much about the property — and tire manufacturing — over the years, including the fact that, at some point between the two world wars (exactly when he’s not sure), the U.S. government began to oversee rubber production to make sure there would be enough tires for the war effort.

This government involvement helps explain why many of the buildings at the Uniroyal site, including Buildings 27 and 42, were built to withstand aerial bombing, he went on, adding that the structures are still sound a century or more after they were built, in some cases, which may become a factor in whether those in the development community want to try to do something with them. “Their structural capacity is incredible.”

Returning to the matter of what the city would like to see by way of development, Pouliot said priorities were spelled out in the River Mills Vision Plan, the development plan created for both the Uniroyal and Facemate properties combined.

“We were looking for redevelopment that reconnected these properties to the Chicopee Falls neighborhood and supported the neighborhood with appropriate-scale development,” he said of the overarching objective, adding that there hasn’t been any connection, other than history, for many years.

aerial shot from 2008

This aerial shot from 2008 shows the Uniroyal complex before the start of demolition of many of the buildings at that site.

This effort would ideally be a mixed-use project that can connect people with the river, he went on, adding that housing was, and still is, a need within the city.

“Housing is still a priority,” he said. “I think anyone looking at the state of housing in the Commonwealth, or this country, would be foolish not to consider housing a likely piece of redevelopment here.”

When asked for a timeline for the project, Pouliot said the city will likely take six to eight months to review the submitted proposals before eventually choosing a preferred developer. That developer will then need time to secure the various forms of financing that will be needed, he said, adding that it will likely be two to four years before work actually commences.

 

View to the Future

Returning to that project that he and a few of his classmates took on at Cornell, Pouliot said that, while creating that development plan — one that in many ways mirrored the one crafted by the city — he and the others involved worked to get a “feel for the community’s relationship with this property, its context within the city, and what they wanted to see.

“And one of the big takeaways, even for me, having grown up in this city, was just how many families had someone who worked at this property throughout history,” he went on. “So many people could tie themselves back to a sports league or working there, or the shift changes — we heard so many stories about how loud and noisy Chicopee Falls was when that plant was operating, and the volume of people.”

For the better part of 40 years now, most all talk concerning Uniroyal has been in the past tense. But if the request for proposals yields the imaginative concepts that city officials are hoping for, that will soon change — and people will start talking about what’s happening there now, not what happened a half-century or more ago.

As Pouliot noted, it’s odd in some ways to be at this point in the process. But it’s also quite rewarding. There’s plenty of work left to do, but a milestone has been reached.

 

Features

Material Growth

LiftTruck celebrates 35 years

As LiftTruck celebrates 35 years, Kara Sotolotto says, its focus is on continuing to grow its many business operations and building on an already-solid foundation.

Kara Sotolotto says she essentially grew up in her family’s business, LiftTruck Parts & Service Inc. in West Springfield.

She remembers doing a little bit of everything for this company — founded by her father, Mario C. Sotolotto, which specializes in forklift and lift-truck sales, maintenance, parts, rentals, and more — but especially the vast amounts of paperwork that have long since been replaced by computer files. This included handling work orders, parts inventory (something that is still done by hand), calling customers, and much more. It seemed there was something new every day, and, collectively, those various assignments have prepared her for her current and somewhat new role, as the company’s vice president, a title she shares with her brother, Mario A. Sotolotto.

She was still waiting for her new business cards when she talked with BusinessWest, but she has already eased into the role, which will see her work with other family members (and there are many of them) and other employees to chart a course for future growth for this venture, which this year celebrates 35 years in business.

It is marking this milestone in a mostly quiet fashion — but also with charitable donations each quarter, including one recently to Baystate Children’s Hospital — and by essentially doing what it has been doing from the start, Kara Sotolotto said — taking care of the many different needs of its clients, mostly manufacturers and distributors located across the Bay State, but also in Connecticut and Rhode Island.

Over the years, the company has expanded well beyond its West Springfield roots, opening an office in Brockton to better serve customers in the eastern part of the state, including Cape Cod and the islands, as well as Rhode Island. Looking forward, she said the company is looking at possible additional expansion in the Worcester area, with a location to house what she called a ‘green division,’ dedicated to sales and service of battery-powered BYD material-handling equipment (more on that later).

Overall, though, the business plan calls for shifting more of the day-to-day responsibilities of managing the company to the second generation, Sotolotto explained, as well as simply building on the solid foundation created over the past 35 years, one that has enabled the company to thrive in a sector with many competitors.

Indeed, when asked how LiftTruck manages to stand out in such a crowded field, she said simply, “our service and our mechanics; these are mechanics that everyone likes and trusts, and they really know their stuff.

“He started from the ground up with a few mechanics, who are actually still with us today, and one person in the office.”

“Also, our lines,” she went on, adding that, while many competitors will sell one or a few brands, LiftTruck handles many labels and many options when it comes to how machines are powered — from propane to electric.

It is this ability to provide clients with choices, but also reliable, quality service, that has both enabled the company to thrive for the past 35 years and positioned it for continued success for the next 35.

 

Getting a Lift

As she offered BusinessWest a tour of the LiftTruck facilities and posed for a few pictures, Sotolotto pointed to a Clark forklift — vintage 1948, by her estimate — that was at the shop for some maintenance. It’s not really used anymore, and she believes it is one of the items on display at a small museum at Barnes Airport in Westfield.

While it is not in active service, the company services many pieces of equipment dating back to the ’60s and even the ’50s that still are, she said, adding that fork trucks, depending on how much they are used, can run for decades, and most clients are determined to get their money’s worth out of their machines.

But there are challenges to servicing such long-lasting pieces of equipment.

“These forklifts were built like tanks because they were used in the military,” she explained, referring to the older Clark machines. “The trouble is, it comes to a point where you can’t find parts for them; there are times when we can have people fabricate the parts for them, but once you get to certain big parts, like cylinders, you have to give in.”

Helping companies keep their machines running as long and as efficiently as possible has become one of the many trademarks of this company, which was started by the elder Mario Sotolotto in 1987.

As Kara explained, her father worked for Northeast Clarklift, joining his father-in-law there, and starting in the parts department and moving up the ladder. He eventually decided to take all that he had learned and start his own venture, one that would focus on all aspects of this competitive business — including sales of new and used machines, service, parts, forklift training, rentals, and more.

“He started from the ground up with a few mechanics, who are actually still with us today, and one person in the office,” she said, adding that the company has enjoyed steady, consistent growth over the years.

This is a family business, she added with conviction in her voice, noting that there are many members of her family who are involved, including her father, the company’s president, who, she said, “likes to keep involved in all aspects of the business,” as well as his uncle, Sales Manager Anthony Sotolotto.

There’s also her brother, Mario, who works mostly out the Brockton facility, and focuses on the sales and everyday operations sides of the business, while Kara is focused more on the back end of the operation — accounting, receiving equipment, managing the West Springfield facility, and talking with the press.

As noted, this is a multi-faceted business, with several components and revenue streams.

On the sales side, the company handles a number of manufacturers, including Clark, Komatsu, Doosan, Heli, and the most recent addition, BYD, which offers machines that run on iron phosphate batteries, Kara said, noting that buyers have a number of options these days in terms of both brands and how machines are powered.

Indeed, while gas-, propane-, and diesel-powered vehicles are still popular, this sector, like the automotive industry, is moving aggressively toward more electric vehicles.

“A lot of people are switching over to electric forklifts,” she explained. “It’s more economical for them, and it’s better for the environment; they’re becoming more and more popular.”

Looking ahead, Sotolotto said the company is strongly considering creation of that aforementioned ‘green division,’ one that will focus on the BYD line and likely be based in the central part of the state so it can effectively serve all corners of the Commonwealth.

“Having a facility to at least store all of our electric lifts and maybe have a few mechanics operate out of there would be great,” she told BusinessWest. “This is definitely something we’ve been talking about and moving toward; it’s a logical next step.”

The sales side of the business has been steady, she added, and it received a somewhat unexpected boost during COVID, when rentals were harder to come by (just as rental cars were) and many customers decided to buy instead — if they could find machines to buy.

And overall sales remain steady as customers seek to replace machines that hit a certain number of hours.

Meanwhile, the machine-rental side of the business remains solid as well, she said, noting that businesses will rent equipment for a day, a few weeks, a quarter, or for much longer stretches depending on need. To mark its 35th anniversary, the company is donating 10% of its rental revenue to various charities, including Baystate Children’s Hospital, each quarter.

The service side of the operation is another key contributor to the company’s overall success, Sotolotto said, noting that clients need their machines to operate successfully, and LiftTruck’s ability to provide reliable service has been another of its hallmarks.

 

Lock and Load

These various parts contribute to the whole, she said, adding that LiftTruck has much to celebrate as it marks its milestone anniversary this year.

Mostly, it is celebrating what has become a family, or a bigger family, to be more precise, one that includes several people related to one another, but also others who have been part of this operation for years — in many cases, 35 years.

Together, they have made this venture an uplifting success story — in every sense of that phrase.