Opinion
Massachusetts Should Embrace Biotech

For decades Massachusetts has been fertile ground for the life sciences. Our unique concentration of extraordinary universities, teaching hospitals, research facilities, venture capital, and talent, spurred by a tradition of entrepreneurialism, provides a strong foundation for growth in the biotech industry. These strengths have brought thousands of jobs and billions of dollars in life science investments to Massachusetts.

For us, that success is more than a commercial matter. Each family can speak poignantly about a family member or friend with a disease or debilitating illness. You cannot be in the company of someone you love, powerless to help them, without appreciating the vital importance of stem cell research and other biomedical breakthroughs. In many ways, the health of this industry and the health of our society are closely linked.

But we cannot afford to rest on our laurels. Competitor states and foreign nations are investing billions to attract our researchers, institutions, and industries. The University of Wisconsin-Madison outspends both Harvard and MIT in research and development. India and China, to say nothing of states such as California, are actively working to attract signature companies away from Massachusetts. At the same time, federal funding through the National Institutes of Health, of which Massachusetts typically receives a large share, is flat and likely to diminish. Politics, especially around stem cell research, impaired the innovation and calculated risk-taking that make breakthroughs possible. It is essential that the Commonwealth step up to maintain and extend our global leadership in the life sciences.

We are doing just that. Working with all sectors of the industry, we have developed the Massachusetts Life Science Initiative. This 10-year, $1 billion investment marks a new partnership between state government, industry, academic medical centers, and public and private higher education, and will accelerate statewide life sciences growth into high gear. We want to support this industry on the path from inspiration to commercialization, from ideas to cures.

That begins with support for new ideas and innovation. The rate of innovation in Massachusetts in recent years has been triple that of the national average and we have no intention of letting it slip. To bring the best and brightest to those facilities and others, we will offer life science grants to young, promising researchers who may not yet have attracted federal funding.

Playing to our world leadership in stem cell research, we will also create a Massachusetts Stem Cell Bank to be housed at UMass-Amherst. Once completed, the bank will hold the largest collection of stem cell lines in the world and make our rapidly growing catalog widely available to researchers. Already, a group of competitive institutions have agreed to contribute to the Stem Cell Bank, underscoring the spirit of collaboration so distinctive about our biotech supercluster.

The state will also develop innovation centers to provide industry and the academic community access to cutting-edge facilities and technology. These centers will serve as regional economic engines throughout the Commonwealth, as new companies and jobs open up in the cities and towns around them.

Finally, when an idea is ready to become reality, we will help guide it to the marketplace. Breakthroughs are often lost in investment gaps typical of the movement from early academic research to industry development. We will designate grants to translate discoveries into applications and support partnerships to move new ideas along. We will also work to help life science projects in Massachusetts win federal assistance. Job growth here in the industry is fueled, in part, by federal support, and our companies lead the nation in these awards per capita. Every new job created in the life sciences results in two additional jobs in support services for suppliers, vendors, and construction. What’s good for the life sciences and biotech is good for Massachusetts.-

Deval L. Patrick is governor of Massa-chusetts. Therese Murray is president of the Massachusetts Senate. This article first appeared in the Boston Globe.

Departments

The following Business Certificates and Trade Names were issued or renewed during the month of April 2007.

AGAWAM

Beyond Housewares Outlet
301 Springfield St.
Paula Knapp

C & B Redemption
1226 Springfield St.
Russell Scalis

Carlson GMAC Real Estate
723 Main St.
Eastern Massachusetts Real Estate, LLC

Casual Male Hairstyling
472 Silver St.
Nancy M. West

Dion Construction Plus
791 Barry St.
Benoit L. Dion

G. Vignone Electrical Service
45 Christopher Lane
Gary G. Vignone

Grooming Dales of Feeding Hills
557 Springfield St.
Gary F. Roberts

GMAC Real Estate
723 Main St.
David Applegate

Hair Impressions
525 Springfield St.
Evelyn Pelley

Henna Tattoos and Trendsetters
1623 Main St.
Randee Fisher

Home Plates Sports Bar
827 Springfield St.
Alan Boucher

J & M Roofing
25 Hayes Ave.
Michael Grusko

Marty’s Auto
325 Main St.
Martin M. Radewick

Prime Road Trips
48 Reed St.
Fred Muzzy

New England Relocation Group
723 Main St.
David Applegate

Scentsational Gift Baskets
350 Meadow St.
David J. Girard

The Cutting Edge
28 Southwick St.
Denise LaPointe

Yogishwar Subway, LLC
291 Springfield St.
Navin Patel

AMHERST

DS Property Management
49 Fairfield St.
David Snedecor

Ecos del Valle
893 West St.
Kryzia Salgado

FactFinder Research
33 Oakwood Circle
Judith A. Karren

Gasmari Glass
211 Grantwood St.
Cristian H. Gazimari

CHICOPEE

Amy’s Landscaping
295 Chicopee St.
Clark Wojtowicz

Binis Nails
196 East St.
Karen Ho

Go Voice For Choice
42 Anderson Road
Mark Hugo Nasjleti

N. Riley Construction
64 Honeysuckle Dr.
Nicholas Riley

Richard Home Services
126 Lukasek St.
Richard Bleau

Sassafras Lane Boutique
283 Fuller Road
Rose Hooper

EASTHAMPTON

Agency Automation Consulting
3 Picard Circle
Sylvia Lucas

Frost Graphics
116 Pleasant St.
Jonathan D’ Frost

JM Precision Home Improvements
13 Richardson Court
Jusuf Mutevelic

Pok Trucking
36 Hampton Ter.
Veasna Pok

EAST LONGMEADOW

RB Landscaping
P.O. Box 117
Robert Black

GREENFIELD

Bart’s Homemade Franchising Inc.
80 School St.
Gary Shaefor

Bartis Café
286 Main St.
Alan C. Sax

Copy Cat Print Shop
180 Main St.
Reya Shafii

Carousel Corner
4 Woodard Road
S. Jonathan Howe

Greenfield High Alumni
169 Barton Road
Steven Lepore

Sherwin Williams
6 Arch St.
Michael Noyes

Tae Kwon Do Center Inc.
102 Federal St.
David Johnson

HADLEY

Catherine Rose Financial Services
4 Bay Road
Mary Catherine Clayton-Jones

Courtyard by Marriott
423 Russell Road
Kenneth P. Vincunas

Rivers Edge Landscaping & Maintenance
201 River Drive
Peter Andrew Black

Sundance Realty Corporation
195 Russell St.
Herbert Michelson

HOLYOKE

Arcangel Auto Repair
775 High St.
Arcangel Mattei Quinonez

Artisans Café
1 Open Square Way
Luis Agudelo

City Laundromat
148 High St.
Angel Luis Rivera

Gil’s Auto Repair & Performance
21 Hadley Mill Road
Gilberto Rivas

Mr. Smoothie
50 Holyoke St.
Hasmukh Gogri

Old Navy LLC
50 Holyoke St.
Michael Zientek

Safe Auto Repair & Detailing
65 Commercial St.
Carlos Cruz

Totally Pagoda
50 Holyoke St.
Mary Curington

Zales Jewelers
50 Holyoke St.
Mary Curington

LONGMEADOW

University Meal Deal of Springfield
45 Belle Claire Ave.
Jesse James Liska

LUDLOW

Baystate Painting Company
512 Miller St.
Donald Wojcik

Demone Electrical
39 Saw Mill Road
Gregory Demone

 

Deputy Dogs
22 Norwich St.
Kenneth Alves

Mikey’s Pizza & Restaurant
325 East St.
Mohammad Tajerhan

MJL Consulting
308 Howard St.
Michael Liebro

NORTHAMPTON

Alias Salon
58 Pleasant St.
Lisa Fusco

James Guggina Ceramics
908 Ryan St.
James Guggina

Marche for Hair
99 Market St.
Kristine Mallor

Salon Debbie Droy
99 Market St.
Deborah Stutz

The Canine Counselor
166 Grove St.
Susan M. Miller

Walgreens
70 Main St.
Gary M. Marlin

PALMER

Majestic Masonry
11 Pearl St.
Jacob Richard Gelhausen

Metamorphosis Massage & Body Work
1223 Thorndike St.
Kristie L. Nathanson

P & D Landscaping
3080 Pine St.
Paul M. Holcomb

SOUTH HADLEY

G&P S&D Express
77 Riverboat Village
Patricia Fanska

Gentry Design
10 North Main St.
Mark Sherman

SOUTHWICK

Flynn Farm
49 Mort Vining Road
Diana Flynn

REH, LLC
56 Sam West Road
Ronald E. Humason, Jr.

SPRINGFIELD

Accountemps
1 Monarch Place
Evelyn Crane Oliver

Action Maintenance
1106 Carew St.
John Vazquez

Amani Wear
973 Worcester St.
Baraka Y Baraka

Antonio’s Catering
195 Arnold Ave.
Antonio Polk

Aquarius Cleaning
59 Sylvester St.
David Rodney

Bee’s Express
114 Myrtle St.
Raheim Rumell

Braintree Multimedia Design
26 Vale Circle
Christopher C.

Clean All
66 Sycamore St.
Gloria Wilson

Computer Wizards
81 Fern St.
Theodore A.

Con Air Construction Company
20 Sterling St.
Gilberto Ortiz

Curb Quisine
33 Euclid Ave.
Benjamin Franklin

El Bincon Restaurant
1295 Worcester St.
Felipe Almonte

En’V Entertainment
96 Palmer Ave.
Vanessa Montero

Enoch Construction
118 Cornell St.
Clive Lester Ryan

Executive Construction
111 Bowles St.
Jesus Alberto

Flow Music
494 Central St.
Will Quarterman

Gallant #1
61 Cherry St.
Kenneth C. Gallant

H & L Construction Service
313 Eastern Ave.
Henry Washington

J & S Painting
101 Knollwood Ave.
Erel Blinn

J. Brown Real Estate
99 Balfour Dr.
Joseph E. Brown

St. Luke Drawing
307 Chestnut St.
Brother Joseph Andrew

St. Mark Poet
307 Chestnut St.
Brother Joseph Laterza

St. Corner Entertainment
340 Cooley St.
Calvin V. Cooper

Sunshine Studios
1060 Wilbraham Road
Jeffrey R. Armitage

Taylor & Taylor Inc.
487 St. James Ave.
Taylor Newton

The Dream Barbers
472 Bridge St.
Shirley Albizu

The Modern Maid Service
143 Cedar St.
Sable Brown

Tip Top Nails
818 Boston Road
Duyen Nguyen

WESTFIELD

Arbonne International
375 Springdale Road
Jennifer Wilkie

At The Waters Edge Inc.
1029 North Road
Frank C. Woodard

Myriad Realms
2 Provin Ter.
Robert VanWagner

PriceRite of Westfield
301C East Main St.
PRRC, Inc.

Tim’s Concrete Service
17 Maple St.
Timofey Pchelka

Wizard Cycle Supply
8 Schumann Dr.
Paul E. Jaeger

WEST SPRINGFIELD

5 Star Nails and Spa
935 Riverdale St.
Hoang M. Vo

A & A Furniture Repair
32 Partridge Lane
Alan Archambault

Chili’s Grill & Bar
1175 Riverdale St.
John Thomas McGlone

Debbie Wong Restaurant
874 Memorial Ave
Wong & Sons, Inc.

Express Repairs
10 Butternut Hollow
Vladimir Melnichuk

West Side Barber Shop
11 Pleasant St.
Edwin Martinez

Departments

The following building permits were issued during the month of May 2007.

AGAWAM

Six Flags New England
$75,000 — Construction of Thomas the Tank Engine Roundhouse building
$25,000 — Form and pour concrete for foundation for Harold the Helicopter ride
$8,500 — Form and pour concrete for foundation for new gazebo in Thomas Town area
$120,000 — Form and pour concrete and set structural steel for new Thomas the Tank Train Station

AMHERST

Amherst College Trustees
Frost Library
$8,800 — Install a pad for an exterior chiller unit

Peter Grandonico
25 North Pleasant St.
$2,000 — Replace kitchen exhaust and repair exhaust duct at Rolando’s

Village Park Associates
$23,000 — Install new vinyl siding and gutters on units 19-200
$21,000 — Install new vinyl siding and gutters on units 183-190
$21,000 — Install new vinyl siding and gutters on units 179-182
$21,000 — Install new vinyl siding and gutters on units 173-178
$21,000 — Install new vinyl siding and gutters on units 169-172
$21,000 — Install new vinyl siding and gutters on units 165-168
$21,000 — Install new vinyl siding and gutters on units161-164
$21,000 — Install new vinyl siding and gutters on units 155-160
$21,000 — Install new vinyl siding and gutters on units 149-154
$21,000 — Install new vinyl siding and gutters on units 145-148
$21,000 — Install new vinyl siding and gutters on units 139-144
$21,000 — Install new vinyl siding and gutters on units 131-138
$21,000 — Install new vinyl siding and gutters on units 125-130

CHICOPEE

Appleton Management Company
105-110 Colonial Circle
$25,000 — Rebuild concrete stairs

Leoni Wire, Inc.
301 Griffith Road
$49,000 — Modify existing reception area and create new storage room

MGS Westover Realty
215 Griffith Road
$1,186,000 — Construction of warehouse distribution building with office

St. Patrick’s Church
319 Broadway
$95,000 — Strip and re-roof

EASTHAMPTON

Henry Androsco
51 Union St.
$8,800 — Construction of X-ray room

EAST LONGMEADOW

Pearson Systems Inc.
96 Shaker Road
$2,925,000 — Construction of a 25,000-square-foot office building

GREENFIELD

Guiding Star Building Associates, Inc.
401 Chapman St.
$10,000 — Strip and re-shingle roof

Mill House LTD Partnership
75 Wells St.
$233,000 — Installation of new PVC roofing system

R & D Vic Corp Inc.
204 Main St.
$13,000 — New roofing system

HADLEY

S.R. Weiner and Associates
327 Russell St.
$218,000 — Renovation of existing bakery at Whole Foods Market


 

HOLYOKE

Sisters of St. Joseph Mont Marie
34 Lowell Westfield Road
$7,833,000 — Renovate Building E to create 50 new senior housing units

LUDLOW

Gilbert Nogiera
161 State St.
$33,500 — Commercial alterations

NORTHAMPTON

David S. Turner
42 Maple St.
$10,000 — Convert interior office space to bar/restaurant

Forty Main St. Inc.
32 Main St.
$148,000 — Build out third floor for offices

Jonathan Wright
48 Bates St.
$57,000 — Build one story addition for three offices

Laurel Ridge Realty Associates
312 Hatfield St.
$19,000 — Construct five roof structures with rails in building 1
$7,700 — Construct five roof structures with rails in building 2
$7,700 — Construct five roof structures with rails in building 3
$7,700 — Construct two roof structures with rails in building 4
$7,700 — Construct two roof structures with rails in building 5
$11,500 — Construct three roof structures with rails in building 6
$7,700 — Construct two roof structures with rails in building 7

Northampton Holdings LLP
180 North King St.
$54,000 — Remodel existing customer rest rooms

World War II Veterans Association
50 Conz St.
$4,000 — Move vestibule from right side to left side

SPRINGFIELD

Laundramax
1291 Liberty St.
$120,000 — Interior renovations and equipment

Robert McNain
419 Main St.
$26,000 — Re-roof storage building

Tyke M. Greene
1279 Worcester St.
$80,000 — Interior renovations

Western Massachusetts Lifecare Corporation
807 Wilbraham Road
$226,000 — Convert large single apartment into three single units

WEST SPRINGFIELD

1150 Union St. Corporation
1150 Union St.
$10,000 — Interior renovations for retail store

Gary Distefano
1305 Memorial Drive
$12,000 — Install kitchen hood and exhaust system at “Captain Nemos”

WESTFIELD

Halle Corporation
64 Servicestar Industrial Way
$1,108,000 — Construction of new commercial building

Cover Story
George Condos Wants to Re-energize and Contemporize the Friendly’s Brand
May 28, 2007 Cover

May 28, 2007 Cover

George Condos met his future wife at a Friendly’s restaurant, one he hung out at while growing up in Webster. His parents love the chain, he said, and so do his children. This generational aspect of the Wilbraham-based icon is one of the things that appealed to Condos as he mulled a job opportunity he eventually accepted — president and CEO of the company — as well as a stern challenge: to re-energize a somewhat tired brand.

George Condos was asked for a current copy of Friendly’s lunch/dinner menu for a quick read of its contents.

“Have you got half an hour?” he joked, implying that he wouldn’t put ‘quick’ and this menu together in the same sentence.

Indeed, as he flipped through the menu, and flipped, and flipped, he passed by traditional items like burgers, wraps, baskets, and salads, and eventually reached grilled flounder, steaks, and ‘homestyle meatloaf.’

“This is not what we’re really about — it takes the focus away from what makes Friendly’s great,” he said of those last few items, adding that they are far removed from the company’s core of hand-held food items, the signature Fribble milkshake, and ice cream. They serve largely as a distraction to the customers, but also to managers and kitchen staff who must order and prepare foods that are ordered infrequently at best.

“And this is just one of our menus,” said Condos, fanning out different models for breakfast, desserts, and children. Simplifying and shortening them are just a few facets of a very broad plan that Condos, who took the role of president and CEO at Friendly’s in mid-January, has for re-energizing and contemporizing the 72-year-old chain that has been in the news lately — but for mostly the wrong reasons.

There have been many stories in publications ranging from the Wall Street Journal to the Boston Globe that have chronicled an ongoing proxy fight involving the company’s largest shareholder, lawsuits filed by 93-year-old co-founder S. Prestley Blake against its current chairman alleging self-dealing, and, most recently, the commissioning of Goldman Sachs to explore options for the company moving forward, including a possible sale.

All of the above has become a “distraction” (that’s a word Condos would use often) for the new CEO, who came to Friendly’s after a lengthy stay at Dunkin’ Donuts, where, among other things, he led a repositioning and brand-development effort that more than tripled the number of stores in the Northeast and took sales from $400 million to more than $2 billion.

Just five months into his assignment at Friendly’s, Condos sees several signs of progress. Sales are improving, franchisees are, by his account, expressing more confidence in the chain, and steps are being taken to simplify the menu while adding new products.

These include an Angus beef burger now being tested; iced lattes, with flavors ranging from French vanilla to caramel, which will be private-labeled in most markets, but sold in the Albany area under the name Seattle’s Best Coffee, the company owned by Starbucks; some new cold beverages called tropical chillers to be ready for summer; and a planned new chocolate/chocolate chip ice cream featuring Ghirardelli chocolate.

Co-branding with companies like Ghirardelli and Seattle’s Best is one of the many strategies moving forward, said Condos, adding that marketing efforts will be retooled to reflect the many changes within the chain. They will still emphasize the family aspect of the business, but also focus on the younger audience that is driving many trends in the hospitality sector and society in general.

“We want to increase our relevance with young adults by adding contemporary cold beverages and healthy menu items,” he explained, “and we also intend to improve quality by phasing out low-volume, high-complexity items.”

In this issue, BusinessWest looks at the many things Condos has on his plate as he tries to provide a needed spark for a chain with a glorious past but an uncertain future.

Shaking Things Up

Condos told BusinessWest that he’s probably eating at Friendly’s three or four times a week these days.

He’s now well-known at the restaurant next door to the company’s headquarters on Boston Road in Wilbraham, but, outwardly, just another customer at the many other locations he’s visited. However, he’s not interested in undercover work.

He makes a point of introducing himself and seeking out the manager of every Friendly’s he visits, and comes ready with a long list of questions. These are information-gathering sessions, and to date they’ve been quite eye-opening, with informal reviews running the gamut when it comes to overall grades.

“We have some excellent restaurants, but there is some inconsistency,” he said, adding that bringing all of the chain’s 500 or so restaurants up to the same high level of quality, in terms of food, service, and appearance, would be his broad job description. And this was an assignment that appealed to him when he was approached by a recruiter last fall and asked to consider taking the helm of a chain to which he had both a personal attachment and some professional curiosity.

After all, Condos met his wife, Laurie, at a Friendly’s in the Worcester suburb of Webster. The two were among the many neighborhood teenagers who liked hanging out at the eatery — a tableau repeated in countless communities across the Northeast over the past seven decades.

Indeed, there are now at least four generations that have grown up with Friendly’s. Some of these constituencies have specific needs and tastes, said Condos, adding that the chain’s mission moving forward is to properly address these preferences (lattes, for example) — but without trying to be all things to all people.

This may sound confusing, but for Condos, it’s rather simple. The plan is to focus on core products — ones that appeal to all generations, from those that blog to the one that fought World War II. Meanwhile, he wants to add some new products to the menu that appeal to what he called “young people” without elaborating.
Condos will bring to this assignment some extensive experience with both restaurants and brands. He started acquiring it at Dairy Queen soon after graduating from the University of Vermont with a degree in Business Administration and Management.

“That’s where I learned how to run a restaurant,” he said of his stint with the company, where he eventually assumed the role of regional manager of Operations and Development.

At Dunkin’ Donuts, which he joined in 1986, Condos held a number of positions, including area vice president for the Northeast, U.S., Canada, Europe, and the Middle East, as well as vice president of Marketing, Development, and Operations, and, most recently, brand officer for the chain. In that capacity, he was lead executive for Dunkin’ Donuts in the U.S., and responsible for developing brand strategy and execution for the nearly 5,000 franchised stores, which generated more than $4.3 billion in sales when he left, voluntarily, last year following the second of two ownership changes.

Condos said he wasn’t looking for work — his intention was to begin a career serving on corporate boards — when he was called by the recruiter last fall.
He met several times with the Friendly’s board, and became intrigued with the opportunity to breathe some life into the chain that he knew so well as a customer.

“I believed that Friendly’s had some great opportunity that was not being leveraged,” he said. “I saw a brand that has a unique emotional attachment with its customers that was similar to the two brands I had worked with previously; there are certain brands in the world where the consumer loves the brand, and Friendly’s is one of them.

“As a consumer and an executive within the industry,” he continued, “I saw a number of opportunities where I believed my experience could significantly help the Friendly’s brand.”

The Company’s Bread and Butter

When asked about the board controversy and other matters he lumped in a category of “things beyond my control,” Condos feigned turning off the tape recorder on the table in front of him.

As it continued running, he spoke again of distractions, but how ultimately they weren’t keeping him from his appointed rounds. “It’s a distraction from a time standpoint, but also a distraction for the brand in the marketplace. That said, I was hired to re-energize the brand, and that’s where my primary focus lies.”

Condos said he spoke at length with Prestley Blake — still one of the largest shareholders and one who many say simply can’t let go of the venture he started — soon after he arrived at the company, and talked with him again recently, when the discussion included Blake’s positive review of a visit to a Friendly’s in Florida.
As for the proxy fight, Condos said he can really only watch as matters play themselves out. Texas businessman Sardar Biglari, the largest shareholder with 15% of the stock, asked for a seat on the board of directors last fall, and Friendly’s gave a conditional ‘yes’; it stipulated that he not seek any additional seats. But Biglari refused, and in a letter sent to the board in early March said he and a business partner are running against two incumbents who are seeking re-election at the annual shareholder’s meeting. Billboards calling for the election of Buglari and his partner have gone up in a few locations locally.

And regarding Goldman Sachs’ work, Condos said there are many options that the company will be considering, none of which he cared to discuss in any detail. “We’re not saying that there will be a sale, or that a sale is the only option,” he explained, adding that the review work is expected to be wrapped up by year’s end.

By then, he said, moving on to the many things that are within his control, he expects to be able to qualify and quantify significant progress in his mission to bring more consistency and overall quality to his product — which he described as both the food in the restaurants and the manner in which it is delivered.

This will be a three-pronged approach, focusing on menu choices, service, and the appearance of the restaurants, he said, adding that steps are being taken with regard to each.

On the menu side of the equation, simplification is the order of the day, he said, emphasizing greater focus on handheld items (burgers, melts, wraps, and chicken-strip baskets, for example), cold beverages, including the new iced lattes and tropical chillers, and ice cream. The chain will still offer appetizers, entrée salads, kids meals, and breakfast items, but it will focus its marketing, menu, and operations on the core items.

This approach can be seen with that lengthy lunch/dinner menu, which was actually made one page bigger, with a large insert touting five new burgers, including the tomato pesto provolone and ‘Chicago firehouse’ models. Subsequent inserts will feature other menu staples, said Condos, adding that the new approach is already registering results, with a noticeable increase in sales.

Meatloaf and grilled flounder are still on the menu, but perhaps not for much longer.

“Those are not core to what Friendly’s is, and continuing to expand in that direction is a distraction from the main part of the menu; it makes it more complex and harder to execute,” said Condos, adding that it took years for the Friendly’s menu to get large and complex, and the process of reversing that trend won’t happen overnight.

As for service, the company is introducing something called the ‘Friendly Service Way,’ a model designed to vastly improve the company’s recent poor grades in customer service, at least as measured by Consumer Reports.

“When your brand name is Friendly’s, you absolutely have to be the leader in the industry around what great, friendly service looks like, ands that’s what we intend to do,” he said. “I’ve recognized a big opportunity for us to improve our operating standards within the restaurants.

“My own experience and my own research shows that we have some inconsistent restaurants,” he continued. “We want to significantly improve the guest experience through speed, cleanliness, and friendly service.”

Meanwhile, many of the restaurants will be getting a new, more contemporary look, said Condos, adding that the same can be said of the company’s marketing images.

In the past, the company has focused on families, generations of same, and the great Friendly’s tradition, he explained, adding that while this has been somewhat effective in generating sales, a stronger emphasis on food, including tight, close-up images of specific menu items, will be much more so.

While addressing the menu, service, and the look and feel of the restaurants, Condos is also focusing on the broad and important matter of franchisee-relations, a task that took on even more significance after it was announced that the strategic initiatives to be explored would include a sale.

Condos said he has met with franchisees individually and at district meetings, and believes he’s generating some enthusiasm and support for his plans moving forward.

“They’re supportive of the brand, they love the brand, and they’re looking forward to sales-building initiatives that my team and I are working on, including a stronger focus on the core part of the menu,” he said. “They’re also excited about improvements in our marketing creatives.

“One of my first priorities was to develop a great working relationship with the franchisees,” he continued. “Coming out of 30 years of being in the franchise business, I know how important such a relationship is to re-energizing this brand.”

That’s a Wrap

As he talked with BusinessWest about his plans moving forward, Condos displayed the new rounded tubs, called “squrounds,” that started serving as containers for half gallons of ice cream earlier this spring.

They replace the rectangular cardboard boxes, or bricks, that have been used almost since the company’s beginning. The change wasn’t a slap at tradition, but rather an acknowledgement that the boxes simply weren’t customer-friendly, or at least as much as the new model.

“Have you ever tried to use a round scoop in a square corner?” he asked. “It doesn’t work.”

Neither, apparently, does grilled flounder. At least not at this chain, which is trying to shake things up and simplify them at the same time.

George O’Brien can be reached at[email protected]

Sections Supplements
To Ensure Adequate Support, Consider the Special Needs Trust

If you’re the parent of a disabled child, you’re probably concerned with the uncertainty of your child’s financial future and the realization that you will not always be around to provide for him.

Understanding your disabled child’s future needs and eligibility for available resources will allow you to create a plan that will protect his financial security. A supplemental needs trust (often referred to as a special needs trust) has become the preferred method to address these issues and offer assurance that your child will be taken care of after you can no longer do so.

Protecting Your Disabled Child’s Eligibility for Government Benefits

Your disabled child may be eligible for certain federal or state benefits such as Supplemental Security Income (SSI) and Medicaid (MassHealth). However, his right to receive these benefits may be jeopardized if he receives funds through a personal injury settlement, inheritance, or insurance proceeds, since SSI and Medicaid are designed for low-income and low-asset individuals. Each program has independent eligibility criteria that set limits on income and financial resources that an individual must maintain to secure or retain the benefits.

In order to qualify for SSI or Medicaid, a disabled individual cannot own more than $2,000 in assets, excluding certain items such as a car and, in certain circumstances, a home. Fortunately, the government has established rules allowing any additional assets over the $2,000 limit to be held in a trust for a recipient of SSI and Medicaid as long as certain parameters are met.

A special-needs trust provides a vehicle to preserve your disabled child’s eligibility for federal and state benefits by keeping these assets out of his name and setting aside all assets for expenses other than your child’s basic support. A special needs trust may not provide for room and board, but can pay for out-of-pocket medical and dental expenses, annual checkups, eyeglasses, transportation and vehicle purchase, education, insurance, rehabilitation, home health aides, entertainment (i.e. vacations, movies, concerts, ballgames), and goods and services that add pleasure and quality of life.

Types of Special Needs Trusts

Generally, there are two types of special needs trusts for disabled people. A self-settled special needs trust is one that holds funds originally belonging to a disabled child or his or her spouse, and a third-party special needs trust is one funded by someone other than the disabled child or spouse.

Self-settled Special Needs Trust

In August 1993, Congress enacted the Omnibus Budget Reconciliation Act of 1993 (OBRA 93) to assure that only the individuals who truly need such financial assistance have access to it. OBRA 93 created two types of self-settled special needs trusts that may be used by individuals who either presently are, or expect in the future to become, eligible for SSI or Medicaid benefits.

The first type of self-settled special needs trust is an individual disability trust, commonly referred to as the d(4)(A) Trust. It is typically used to protect and hold the proceeds of a personal injury lawsuit or an inheritance to which the beneficiary is entitled, so that the beneficiary remains eligible for SSI or Medicaid benefits. To create this type of trust, the disabled child must be under the age of 65, and it may only be created by a parent, grandparent, legal guardian, or a court. The potential disadvantage to a (d)(4)(A) Trust is that those assets remaining in the trust upon the beneficiary’s death must first be spent to reimburse Medicaid for any health care costs paid on the beneficiary’s behalf. However, after Medicaid is reimbursed, any unused assets can go to other family members or friends.

The second type of self-settled special-needs trust is the pooled disability trust, commonly referred to as the (d)(4)(C) Trust. This trust is typically used in a situation where a disabled individual does not meet the criteria necessary to establish a (d)(4)(A) Trust. Unlike the (d)(4)(A) Trust that can only be created for a disabled child under age 65, the (d)(4)(C) Trust may be created for the benefit of a disabled child of any age. Further, this type of trust may be created by the disabled individual himself. It is managed by a non-profit association that pools the funds of multiple beneficiaries for investment purposes, while maintaining separate accounts for each beneficiary.

The (d)(4)(C) Trust also requires a Medicaid payback requirement. Upon the death of the disabled child, a portion of the assets remaining in the trust will be paid to the non-profit entity that managed the assets, and Medicaid will receive reimbursement based upon an accounting of the principal left in the trust attributable to the disabled child. If there is any remaining balance, it can be left to the disabled child’s heirs or any other party named by the child. The (d)(4)(C) Trust is often a better option then the (d)(4)(A) Trust when the assets are insufficient to make it practical from an economic standpoint to appoint a corporate trustee to manage the assets.

Third-party Special Needs Trust

A third-party special needs trust is established with funds that belong to someone other than the disabled child. For instance, a parent or grandparent may create and fund it with cash, life insurance, or other assets during their lifetime or upon death.

A third-party special needs trust can be created for a disabled child of any age, and the main advantage is that Medicaid will not be entitled to any form of reimbursement for services when the disabled individual dies. Therefore, any assets that remain in the trust may be designated to other family members or friends. A third-party special needs trust is a good idea for families where aunts, uncles, and grandparents want to leave money for a disabled child.

An Alternative Solution — Establishing a Caretaker for Your Disabled Child

In lieu of establishing a special-needs trust, an alternative is to leave a fixed sum of money to your disabled child’s caretaker, typically a sibling or other close relative, with the understanding that the money will be spent on your disabled child. However, this alternative is problematic for several different reasons.

First, the money left to the caretaker on your child’s behalf is subject to that person’s legal judgments and divorce settlements, and it can even be lost in bankruptcy. Second, the caretaker is not subject to any legal obligation to use the funds on behalf of your disabled child, and therefore can spend the money as desired. Third, the caretaker may be subject to negative tax implications, which subject him to a higher tax rate than if the money was held in a Special Needs Trust.

Finally, in the event that the caretaker dies before your disabled child, without leaving a will, or does not provide for your child under his own will, the money would be distributed to his heirs.

Special-needs trusts should be considered when you begin your estate planning, and it’s never too early to start planning for your disabled child’s financial future. Your plan should be prepared by a qualified attorney to ensure that your goal to provide lifelong care for your disabled child is accomplished.

Brett A. Kaufman is an estate planning and elder law associate with the law firm of Bacon & Wilson, P.C. His practice includes sophisticated estate-planning issues, guardianship, conservatorship, and planning for long-term care; (413) 781-0560;[email protected]

Sections Supplements
East Longmeadow/Longmeadow Chamber Builds Momentum, Membership
Dawn Starks

Dawn Starks, president of the East Longmeadow/Longmeadow Chamber of Commerce, said increased visibility is a primary goal to boost membership.

Earlier this month, torrential rains across the region made driving conditions sticky and motorists increasingly nervous, as tornado warnings crackled from car radios.

Members of the East Longmeadow/ Longmeadow Chamber of Commerce were also biting their fingernails that day, having planned a large ‘open house’ at Spoleto’s Restaurant in East Longmeadow to recruit new businesses and beef up membership on the group’s various committees.

At the end of the night, however, those committees had been filled, and a standing-room only crowd applauded the efforts of the small, two-town chamber for surviving the storm.

Dawn Starks, president of the chamber and business manager for Acres Power Equipment in East Longmeadow, said the event was just one way the organization is calling greater attention to itself and the communities it serves, as part of a larger marketing and outreach campaign.

“We’re stepping up our efforts as far as our visibility goes,” said Starks, noting that the effort is aimed at highlighting the chamber’s work, but is also an attempt at boosting its numbers.

Raising the Ranks

Starks said that, like many membership organizations across the region and the country, the East Longmeadow/ Longmeadow Chamber of Commerce, part of the Affiliated Chambers of Commerce of Greater Springfield, has experienced a drop in its ranks in recent years. She said it began following the economic downturn spurred by 9/11, and has yet to reverse itself.

“Trends in the workplace, including attrition, have a big impact on business-oriented organizations,” she said. “Employers are using more of their employees’ time, and using it in different ways. In our case we saw an initial membership drop in 2001, and never quite got back to the numbers we’d had previously.”

There are other challenges for this group, such as the contrast between the two towns and their business communities; East Longmeadow has a fairly large industrial sector with many large employers, while Longmeadow’s profile is largely retail and dominated by much smaller employers. Roughly 150 Longmeadow and East Longmeadow businesses are now active members of the chamber, though in the past that number has been closer to 200.

However, Starks said she’s optimistic about building those membership numbers back up in the current business climate.

“Business is booming in East Longmeadow in particular,” she said. “Our goal is to recruit at least 25 new member businesses, and we think that’s very doable.”

To do so, Starks said the Chamber has begun by ramping up its media relations efforts, designating a public relations contact, Lavada Munoz, an advertising representative with the Republican, among its ranks.

“We’ve made a concerted effort to get news out on all of our events,” said Starks. “We realized that if no one knows what we’re doing, it doesn’t matter what we’re doing.”

One such event the chamber devised was the open house held during the May 16 rainstorm at Spoleto’s, in East Longmeadow Center Village. Starks said the event was styled after the Affiliated Chambers’ After Five series to a degree, but differed in that its primary focus was recruiting, not networking.

“We’re looking for new members, but we’re also trying to get our existing members more engaged, and to sign up for our various committees.”

Starks said she and her fellow board members — 17 of them — employed a grassroots approach to marketing the event and its goals, making personal visits to area businesses and calling attention to the importance of chamber involvement, not only on a regional level, but on a local level as well.

“Being part of the ACCGS is a huge benefit,” she said. “But we also think involvement on the town level is important in terms of pushing the entire region forward and making valuable connections.”

A New Attitude

The chamber’s clerk and chair of its membership committee, Edward Zemba, co-owner of Robert Charles Photography in East Longmeadow, said the chamber has recorded some successes in recent years that he hopes the group can build upon.

“Our communities are growing, and it is in large part due to organizations like the Chamber of Commerce,” he said. “Currently, we’re resetting the meter as to what the chamber can do for the businesses of our community, to keep fostering that growth.

“We want to increase the number of chamber members who are serving on committees,” he added, “and we intend to begin an effort of educating both existing and prospective members as to the true value of being a chamber member.”

Following its first-ever open house recruitment event, the group seems to be on its way to achieving those goals. Five new businesses signed on as members, and all of the open committee posts were filled; a waiting list for inclusion on the committees was also drafted.

However, Zemba went on to note that translating the mission of the chamber is key to attracting new membership, and that’s one area in which he sees a need for attention.

“Costs are always on the minds of business owners,” he said. “That’s why the chamber needs to do a better job of educating its membership on the benefits. I’m on the board, and even I don’t know half of the benefits. This is a challenge for many organizations, and we’re taking steps to correct it.”

In addition, the East Longmeadow/ Longmeadow Chamber is also ramping up its efforts in other areas, such as support of education, in part to further increase its visibility.

The group typically disseminates about $10,000 in scholarships a year, and also serves as a resource for students seeking internships and externships and job-shadowing opportunities. It also had a hand in developing East Longmeadow High School’s career center, and refurbishing the Longmeadow High School auditorium.

The organization is also becoming a lobbying force, advocating for several pieces of business-oriented legislation. It is a proponent for maintaining a single tax rate in East Longmeadow for residents and businesses, for example, and also a strong voice regarding the issue of traffic mitigation, a pressing concern particularly on Route 83 and surrounding East Longmeadow’s famous (or infamous) rotary, as the town’s population and business community continue to grow.

“In growing communities like East Longmeadow and Longmeadow, it is crucial that the growth be managed,” said Zemba. “The chamber is here to help balance this growth that is taking place.”

Building a Legacy

Starks added that the two communities are indeed growing more prosperous in their own right, which adds to the strength of the chamber, but also to its responsibility as an advocacy body.

“We have a diverse set of businesses — major corporations as well as mom-and-pop shops,” she said. “We advocate for fair zoning and regulations, but we work closely with the town on those issues. The residents have very valid concerns, but it is our job to ensure that the businesses are heard as well.”

Starks said the chamber also partnered actively with the town to advocate for the creation and support of Center Village, the town’s newest development, devised and managed by Falcone Retail Properties LLP. It includes a wide array of businesses, including Rocky’s Hardware, HealthTrax health club, a Starbucks, and Spoleto’s restaurant, owned by Claudio Guerra, who operates five other eateries in Northampton and a regional catering service.

“We really see Center Village as a legacy project for the town, and it’s beautiful,” said Starks. “I think it raises the bar for other businesses in town, or other businesses looking to come into East Longmeadow.”

That’s one reason, said Zemba, why Spoleto’s was chosen as the venue for the chamber’s open house event, which was also sponsored by a number of chamber businesses, including Acres Power Equipment, Business Partner, CMD Technology Group, Graziano Gardens, Marx Event and Entertainment Solutions, PIP Printing, Reminder Publications, Robert Charles Photography, and W.B. Mason.

“The event itself was very reflective of what our chamber is able to accomplish when it sets its mind to doing something,” he said. “In spite of severe weather warnings, we managed to put together one of the most successful events in years.

“The fact is, an event like this can’t take place without the involvement of many.”

And with rain boots and umbrellas in hand, the East Longmeadow/Longmeadow Chamber is setting its sights on sunnier skies.

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements
Graziano Gardens Cultivates a Retail-centric Model to Meet Growing Demand
Chris, Mark, and David Graziano

From left, Chris, Mark, and David Graziano, in their garden center, say the retail arm of their operation is blooming.

Chris, David, and Mark Graziano, owners of Graziano Gardens in East Longmeadow, have the prerequisite drive and determination that all business owners need to succeed.

But they also have a knack for expansion, in terms of service, style, and sometimes that intangible something extra that makes one company stand apart from the rest.

“We want our place to have the ‘wow’ factor,” said David Graziano, vice president. “I think it already does now, but there’s always room for more.”

The Graziano brothers took their first steps toward the elusive ‘wow’ factor 10 years ago, adding a distinctive, red-roofed building to the front of their expansive garden center. With pointed towers, massive double doors, and green trim that combine to give the cream-colored façade a holiday feel, the Christmas Castle, as it’s known, was inspired by a ceramic miniature that is part of a Christmas village made by Department 56, a leading retailer and designer of giftware and seasonal décor.

Graziano said the Christmas shop, which carries Department 56 collectibles and a wide array of ornaments and gifts from well-known companies such as Byers Choice and Yankee Candle, helps to differentiate the company from other garden centers, and also helps what is normally a very seasonal business extend its reach into the winter months.

But behind those medieval doors, the business also includes a greenhouse and nursery, as well as a garden and gift shop that are all growing with demand and an increasingly diverse product list.

“We’ve done some expansions over the years, all geared toward improving quality and serving the true gardener,” he said.

The trio incorporated Graziano Gardens and opened their garden center on Elm Street in East Longmeadow in 1986, and since then have steadily grown the business to cater to both serious gardeners and casual practitioners.

Plants, shrubs, trees, and both annual and perennial flowers are grown and cultivated on site year-round, on the center’s primary five-acre location as well as on an additional 24 acres on Elm Street.

Peak times for business are in the spring and summer, but the fall months are also brisk, and the holiday season is becoming increasingly popular at Graziano Gardens thanks to its constantly expanding Christmas shop.

The business typically closes its doors for just two months out of the year, January and February, during which time spring and summer flowers, plants, and trees are readied for the coming season. It’s also during that time that the ever-changing suite of products, both alive and otherwise, is revisited.

“In the garden center, heating costs and other utilities are a challenge to keep up with, especially in recent years,” explained Graziano. “We try to offset those costs by offering products that stand out, or that people can’t find anywhere else.

“Another great thing about our greenhouses is that we grow and retail from the same area,” he continued, “and people love to browse and shop in the greenhouse atmosphere and environment.”

The Winner’s Circle

Just this month, Graziano Gardens completed the necessary training to become a ‘Proven Winners’ certified garden center.

Proven Winners is an international marketing cooperative comprised of several international propagators, which develops new hybrid and floral varieties that perform better for both the grower and consumer.

As a certified garden center, Graziano Gardens employees successfully complete a training program and test, which evaluates their gardening knowledge and ability to assist customers with questions about plant performance, characteristics, and care.

Chris Graziano, president and the center’s lead grower, said the Proven Winners certification and other proactive moves have helped keep gardening and landscaping relevant in customer’s minds, especially in a climate that has nearly everyone increasingly pressed for time.

“Things have changed a lot,” he said. “Gardening in general has changed — people don’t have the time to garden, but still like the atmosphere plants and flowers create. We offer everything from plant products for the serious grower to landscaping to gifts, and that has been a very good mix for us.”

It also allows the business to stay on top of a wide array of trends, from home décor to landscape construction, and everything in between. Graziano said container gardening — creating mini-gardens of flowers, plants, or herbs in decorative pots, generally — is one area where the center is able to draw from its various modes of expertise to offer a service for which there is growing demand.

“They’re easier to take care of, and we can even create one and deliver it right to someone’s patio,” he said, “and on top of that, flowers themselves are being cultivated to be more hardy, and to flower more.”

Down and Dirty

The retail focus has also helped to foster a pipeline of regular customers, added company treasurer Mark Graziano. They often visit the center’s gift shop for the first time and later realize the breadth of gardening accoutrements that are available, he said.

A 10-person staff that receives regular training in gardening and landscaping helps to answer questions, and the various gardening and landscaping options homeowners and business owners can take advantage of are explained.

“The coolest thing about our setup is it attracts a lot of walk-ins,” he said, noting that, while Graziano Gardens still strives to serve ‘serious gardeners,’ the business is also prepared to introduce newcomers to the various ways in which gardening and landscaping can add value to home or business. “People see this whimsical Christmas castle, and they wonder what’s inside. That attracts new customers, and that leads to landscaping consultations.”

Indeed, the company’s landscape design and installation component, which gave the Graziano brothers their start in 1982, is still a large part of the business.
Most of the company’s landscape construction jobs are residential, but it handles about a half-dozen commercial projects each year, for clients such as Big Y, Springfield College, and Rocky’s Hardware. Graziano Gardens also recently completed the landscape design and construction for East Longmeadow Center Village, the town’s newest development.

However, David said the retail aspects of the company now represent about 70% of its total book of business, and it’s in this area that he and his co-owners hope to continue to evolve.

“We are farmers-turned-businessmen,” he joked, explaining that landscaping was first introduced to the brothers during their high school and college years, and later, the three decided to pursue an entrepreneurial venture in the industry together. Chris attended the Stockbridge School of Agriculture at UMass-Amherst, and can generally be found among the flats and hanging baskets (nearly 3,500 of them) in the garden center’s 10,000-square-foot greenhouse.

Mark has cemented a role for himself within the center’s sales and outside operations, handling planning and consultation with clients concerning landscape installations, and discussing options for plantings and plant material choices with customers. After receiving a Business degree from Western New England College, David signed on to focus largely on administration of the business, including financial, staff, and customer services.

It’s Ornamental

“But we all wear different hats,” said David, “and we’re all still getting our hands dirty. There’s a real passion for what we do here, and we wouldn’t get dirt under our fingernails without absolutely loving it.

“But here,” he said, with a wave of his hand around the large garden center, “here is where we really want to be. Here is the future of our business.”

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements
That’s the Idea Behind This Nuvo Concept,/h6>
Jim Gardner and Jeff Sattler

Jim Gardner, left, and Jeff Sattler believe there is plenty of room for another bank in the region, and that the need will be even greater in the future with more anticipated mergers and acquisitions.

While conventional wisdom holds that the Pioneer Valley is already overbanked, with intense competition driving the yield curve to razor-thin margins, two area financial services veterans believe there is plenty of room for another player in the market. If all goes according to plan, Nuvo Bank & Trust Co. will open its doors in Tower Square this fall. The principals are sketchy with details, but they promise a bank that is customer-focused, progressive, and fun.

Jim Gardner believes he’s in the right place at the right time with the right concept.

But he also understands that some people in the banking industry would substitute the word wrong in each case. And he thinks they’re wrong.

“We heard it all while we were kicking the tires on this … how this region is already overbanked, and there’s so much competition, very little growth, and how the area simply doesn’t need another bank right now,” he told BusinessWest. “Well, this isn’t just another bank; it’s something new.”

That’s what the name of this venture, Nuvo Bank & Trust Co., would certainly indicate. It was conceptualized by Gardner, a former bank president and, most recently, president of the Polish National Credit Union in Chicopee; and Jeff Sattler, former senior vice president at TD Banknorth, who believe there is plenty of room for another bank in the Pioneer Valley. Especially one with the model they’re shaping — which puts the customer first.

“We’ve designed this bank to be inspired by the soul of the customer, which makes it different right out of the gate,” said Gardner, now serving as Nuvo’s chairman and chief executive officer. “We’re essentially re-inventing the bank.”

How?

Well, for now, the two entrepreneurs will say only that their bank — to be physically located in the long-vacant bank branch within Tower Square — will be different, with its rough outline to be essentially colored in by customers, both commercial and retail. The institution won’t try to be all things to all people, but it will attempt to serve all generations and mindsets — from those who still enjoy going to the bank every week to those who haven’t stood in a teller’s line for years.

“Technology is driving the consumers’ options, and it’s allowing them to do their banking when they want to do it,” said Sattler, president and COO of the venture, who left a senior management position at a bank he greatly respects to take Nuvo to the marketplace. “We’re going to allow our customers to take full advantage of that technology.”

This facility, which now exists largely on paper in the partners’ collective imagination, is scheduled to open this fall. Much has to happen between now and then for the doors to open as planned, especially the raising of $15 million to $20 million needed to get the venture off the ground; a prospectus is due to be issued within a few weeks.

But Gardner and Sattler are confident not only that they will raise the money, but that their venture will be a colorful and successful addition to the region’s banking landscape — today, and especially years down the road.

That’s because they anticipate that more of the region’s community banks that have gone public or are in the process of doing so — that list includes United Bank, Chicopee Savings, and Hampden Bank, among others — will be acquired by or merged into out-of-town or out-of-state institutions.

This phenomenon will take the total of area branches controlled by non-local entities, currently 75% by the partners’ estimates, still higher, and, theoretically, spur a need for a decidedly local bank. Sattler and Gardner say they’ll be well-positioned to meet that demand.

“We’ve spent a considerable amount of time and a lot of effort to really focus on what customers think about their banks,” said Gardner. “We wanted to know their emotional thinking, their rational thinking about their banks; from their conclusions, we’ve designed a bank that will address those concerns.

“So whatever you don’t like about your present bank,” he continued, “you’ll love about Nuvo.”

In this issue, BusinessWest takes an indepth look at Nuvo Bank & Trust Co. and the people working to making that name part of the local business lexicon. Gardner and Sattler know there are doubters who say there’s no room for another bank, but they intend to make room.

Banking on It

The fax arrived April 27.

It was several pages in length, but Gardner and Sattler started celebrating (quietly) with the first sheet. It was from the state Board of Bank Incorporation, and was a simple acknowledgement, a certificate of “public convenience and advantage,” or a ruling that the proposed Nuvo Bank would serve a purpose in the community.

The two partners had worked for exactly a year to earn that piece of that paper, which was essentially an OK to move forward with the next, and more daunting, set of challenges. But its arrival also provided a moment to reflect on what the two were doing.

“Very few people in the world get a chance to do something like this,” said Gardner, noting that’s been 20 years since Tim Crimmins, Frank Fitzgerald, and a team of partners formed Bank of Western Mass., the last new bank to be opened in the region. “It’s incredibly exciting to take a concept like this and make it real.”

This story starts with the Chicopee Rotary Club and, more specifically, with events it staged within the community. They gave Gardner, a member of the club and then leader of the credit union, a chance to meet and get to know Sattler, a long-time commercial lender who was the banker for many Chicopee-based businesses.

It was Sattler whom Gardner approached when he started tossing around the idea of creating a new bank in Western Mass. The thought process was actually triggered by a recruiter from California-based De Novo Formations, which has developed a blueprint for new community bank creation and serves as a consultant to those who decide to embark on that complex process, defined by strict state and federal regulations and voluminous paperwork.

The recruiter came armed with a proposition to lead the formation of a new bank in Connecticut, but Gardner decided that if he was going to undertake such a venture, he would do so a market he knew well. And he asked Sattler, who knew it even better and had a huge number of contacts in the Pioneer Valley, to join him.

Before embarking on their venture, the two first decided to do some research — lots of it — to ensure that the concept was viable and worthy of what will likely be the balance of their careers in the banking industry. The two assembled what they would later call a focus group to examine the market, the partners’ proposition, and the extent to which there was a fit.

“I didn’t go into this blindly … I wasn’t about to drag anyone down this path without doing my homework — there was simply too much risk a year ago,” said Gardner. “I needed to know I was on the right track; I thought I was, but I needed other voices to confirm what I thought I knew.”

The partners heard from those already within the sector that, while the De Novo blueprint was being employed successfully in many regions of the country, Massachusetts — and specifically the Pioneer Valley — wouldn’t be a likely addition to that list. That’s because of the immense competition, the slow rate of growth, and the arrival of several powerful newcomers to the market, including Connecticut-based institutions New-Alliance and Webster.

All that competition has compressed the so-called yield curve — the difference between what banks can charge for interest on loans and what they’re compelled to pay in interest on savings — to razor-thin margins.

“We heard all that,” said Gardner. “We heard that this wasn’t the right time to be opening a new bank and it wasn’t the right place. But the more we talked to people, meaning customers of area banks, the better we felt about what we were doing. People were telling us there was a real need for this.”

Such need was confirmed, at least in the partners’ eyes, but the willingness of many area residents and business leaders, some of whom served on the focus group, to become partners, or organizers (that’s the industry term), in the venture.

The list of 27 people who invested, on average, $100,000 in the venture includes Donald D’Amour, chairman of Big Y Foods Inc.; Joseph Peters, president of Universal Plastics in Chicopee; Charles Epstein, president of Epstein Financial Services; Raymond Catuogno, president of Catuogno Court Reporting & StenTel Transcription Services in Springfield; Dawn Carrignan Thomas, president of Instrument Technologies Inc. in Westfield; and Michael Hanson, a principal of Hanson Associates and former commissioner of the Mass. Division of Banks.

“These are very successful, very talented people who obviously believe in what we’re doing,” said Gardner. “That support speaks volumes about our concept and whether it’s needed here.”

Taking Stock

Sattler opened the box carefully, and then started unraveling a thick covering of bubble-wrap.

Finally, he reached a small statue of sorts that is serving as a model for the company’s marketing logo. It features two glass stick figures with their arms stretched to form a semi-circle. The two half-circles nearly come together to form an ‘O,’ in this case the ‘O’ in Nuvo Bank.

But the artwork also conveys how the new institution intends to operate, said Sattler, noting that the two figures represent the bank and the customer, and how they can and will work in unison at the new venture.

The statue and marketing materials are still works in progress, as is the model for the new bank itself. While raising the capital to move their venture forward — the organization is offering to the public a maximum of 2,500,000 shares of its common stock at $10 per share (minimum purchase 1,000 shares) — the partners will simultaneously refine their business plan, develop a marketing strategy, and finalize an operating philosophy.

And the bank’s eventual customers will play lead roles in all that, said Sattler, who was short on real specifics, but said the bank will be non-traditional in as many ways as the partners can make it. He used other words not often employed to describe banking operations — like progressive and fun.

How they intend to do that remains to be seen, although the two partners returned repeatedly to the name Nuvo and what they believe it means: the very latest thing in banking.

“We’ve gone to great extremes to differentiate this bank,” said Gardner. “We’ve been from one end of this country to the other, looking for and challenging ourselves to find new and different things to do.

“And this will be a continual, perpetual effort to re-invent this bank,” he continued. “We won’t ever rest; we’ll never say, ‘we’ve got all these things, these bells and whistles, and now we’re done.”

Both Gardner and Sattler expect that this non-traditional approach will be welcome in the Pioneer Valley if, as expected, there is additional consolidation and acquisition of local institutions by larger, out-of-town entities. But they believe the need exists now.

“Banking is changing, and the players just keep getting bigger,” said Sattler, noting that Bank of America and TD Banknorth now hold more than 40% of the deposits in the region and are focused mostly on the larger commercial loans. “This leaves plenty of room for a community-oriented bank with local decision-making.”

Elaborating, he said the Nuvo Bank & Trust concept appealed to him because he and Gardner share what he called a “fundamental community philosophy,” and can apply it to two different disciplines — Gardner on the retail side of the ledger and Sattler on the commercial side.

“I thought that if we could put those disciplines together, with a relationship-focused approach, we would have a winning concept,” said Sattler, noting that the bank will make full use of advancing information technology to serve both retail and commercial customers.

And on the commercial side of the equation, Sattler believes the bank’s small size and community approach will serve it well. “The banks keep getting bigger, and they’re credit-scoring deals under a half-million,” he said. “Where’s the relationship? How are these banks going to help companies that are starting out and trying to get bigger?”

Extensive renovations are currently ongoing at the cavernous former bank branch in Tower Square, which has served several other roles in recent years, including home to the Pioneer Valley Photo Center. The space will be made considerably warmer and inviting, said Gardner, adding that, while the facility will be an enjoyable place to visit, he’s not sure how many future customers will actually go there.

Indeed, while many individuals still prefer going to the bank, a growing number are opting for online services — everything from bill-paying to loan applications. This trend will enable the bank to service all of the Pioneer Valley from one branch, said Sattler, adding that there are no real discussions about future additions of bricks and mortar.

“How many people in the Y generation are going into a bank anymore?” he asked. “We’re not an Internet bank by any means, but we are going to be capable of providing personalized, empowered service from our employees to customers, whether they want to come into the bank or not.”

Making a Statement

For now, the partners are focused on the Springfield site and quickly proving that the risks they are assuming were well worth taking.

Time will tell if the partners can actually re-invent the bank, as they claim, but Gardner and Sattler do not lack in confidence.

“We think this is absolutely the right time and the right place for this,” said Gardner. “That’s because we’re looking at banking differently than the people who are doing it now.”

George O’Brien can be reached at[email protected]

Sections Supplements
With New and Classic Toys, Kiddly Winks Makes Childhood Its Business

From books to balls; Curious George to First Communion dresses, Kiddly Winks is overflowing with toys, games, clothes, and crafts for kids. The quantity of wares alone speaks to the venture’s success, as do its three locations and brisk online sales. But as owner Joy Leavitt attests, it’s not how many toys you have to sell. It’s how many great toys you have in store.

“Do you remember me?”

Joy Leavitt, owner of Kiddly Winks, a specialty toy retailer based in Longmeadow, said this is a question she hears frequently in her store. It’s usually asked by the children of Baby Boomers, many of whom were her first customers.

“I think it’s the biggest change I’ve noticed over the years. Many of the children who used to come in here to play are now becoming mommies, and they’re coming back to a familiar place.”

It’s a trend that is also rewarding for Leavitt, who first entered the toy business in 1981, when she began a toy-party business (visiting homes with products for private shows) with a partner, Elaine Weiner.

The duo achieved a measure of success with that endeavor, which eventually began to swallow Leavitt’s home — she remembers a dining room table covered with children’s clothes and a basement that became a makeshift store, once clients began making appointments to stock up on some of their favorite playthings.

“Over five years, we grew a considerable clientele,” she said. “There soon came a point when I had to get out of the house — the business was literally taking it over.”

Leavitt and Weiner moved into their first location, a 750-square-foot storefront on Williams Street in Longmeadow, in 1986. Weiner left the business a year later in an amicable split, in order to return to school and begin a career in teaching.

Leavitt, who also taught before launching Kiddly Winks, said she found a passion in retail and in offering high-quality, specialty toys, and chose to stay with the business and gradually grow its stock and its reputation.

Everything’s A-OK

The venture has proven successful; after 25 years in business, Kiddly Winks’ flagship store has grown from one small storefront to the equivalent size of three smaller shops in the Williams Place plaza.

In addition, the company now has two other locations — one in West Hartford that is approaching a decade in business, and another in Canton, Conn., which opened just under three years ago. Kiddly Winks’ Web site also sees brisk business, including a high ratio of repeat customers.

The toys Kiddly Winks carries are carefully chosen, often by Leavitt herself, and merchandise spills off of every shelf and end-cap.

Some are new, innovative toys, such as the Ratz Fratz Running Bike, which uses a new method to teach children how to ride, and is Leavitt’s current pick for product of the month.

But others are classic toys, many of which help bring wide-eyed children (and nostalgic parents) back to the store again and again. An entire display of Curious George stuffed animals, toys, and books certainly hasn’t lost its appeal in nearly three decades, nor have the Erector Sets or rocking horses. It’s proof that, while toys evolve, many have staying power, and it’s that balance that Leavitt said she aims to strike.

“We really do approach this business with a strong belief,” she said, “and this is that good toys are always good toys, and good toys empower children.”

Every Door Will Open Wide

Along with her product list, Leavitt’s staff has also grown, from three employees in 1986 to 65 today, including her husband, Michael Leavitt, whom she recruited to serve as Kiddly Winks’ CFO just before their second location opened for business.

In addition to that growth, though, Leavitt has also become a pioneer of sorts in the industry of children’s merchandise. She was among the first few members of the American Specialty Toy Retailers Assoc., and served on its first board of directors. She’s a frequent traveler to trade shows, always in search of new, innovative toys, and has made research of those products a key part of her management style.

“We started initially because we could not find good toys in this area,” she said, “so researching products has always been a big part of what we do to bring those toys here. That process has changed considerably, though … 25 years ago I was researching by writing letters to companies and poring over microfiche at the library. Now, everything is at our fingertips.”

The research and procurement process has eased, but it hasn’t slowed with new technology. Leavitt’s product line has grown from quality, unique, and educational toys to include baby-care items, special-occasion children’s clothes, and a full children’s book section.

“The independent specialty toy industry has really changed,” she said. “Before, we were essentially helping to create it. Now, I feel as though we’re editing products down, in order to find and sell the best of the best.”

Leavitt said her business fills a need for such products, but beyond that, she sees filling that gap as important on a number of levels. For one, as both an educator and a retailer who has made it her life’s work to understand children’s development and how toys can augment it, she sees play as integral to creating what she calls “wholesome human beings.”

“There is so much age compression today,” she said. “Kids are put in front of televisions and computers way too soon, and I think many are not getting enough three-dimensional play or unstructured outdoor play.

“I worry that without that, they won’t be able to negotiate their way through things as well,” Leavitt continued. “All of our toys are chosen based on this belief.”
In addition, Kiddly Winks’ staff is also trained in childhood development and in the care and use of all of the stores’ products.

“Our knowledgeable staff is a very big part of our mission to create meaningful experiences,” said Leavitt, “and we simply don’t hire anyone unless we feel strongly that they’re on that same page.”

As Kiddly Winks continues to thrive, Leavitt said no firm plans are being mulled for another expansion, although she says she “keeps her ears open,” always willing to entertain an interesting idea.

“We produce two catalogs a year, five mailers, we’ve started E-mail blasts to our repeat customers, and we’re enjoying all three of the communities we serve,” she said. “There’s nothing new in the pot now, but I’m open to ideas. I have no plans of slowing down — I’m having fun, and I look forward to seeing this business continue to grow and become more vibrant.”

On My Way to Where the Air Is Sweet

To that end, Leavitt’s product lines continue to grow to meet the nearly year-round demand for birthday gifts, First Communion outfits, or holiday goodies. Her selection of baby goods is growing in particular, encompassing clothes, toys, stuffed animals, and the so-called ‘Rolls-Royce of strollers,’ the Bugaboo.

“We are very careful to key into special occasions and ensure we have products that reflect those times,” she said. “And there’s definitely a baby boom happening right now; it’s another one of those times.”

Jaclyn Stevenson can be reached at[email protected]

Departments

The following business incorporations were recently recorded in Franklin, Hampden, and Hampshire counties, and are the latest available. They are listed by community.

AGAWAM

Kaan Inc., 332 Walnut St. Ext., Agawam 01001. Emine Cicek, 209 Ventura St., Ludlow 01056. Pizza restaurant.

AMHERST

Amherst First Inc., 375 College St., #405, Amherst 01002. Reynolds B. Winslow, same. (Foreign corp; DE) Internet marketing product brokerage.

Medallion Apparel Corp., 336 East Hadley Road, Amherst 01002. Bruce Lu, same. Jeanswear, businesswear, general apparel and accessories.

The Freshman Inc., 453 Old Montague Road, Amherst 01002. Eric Nadeau Nazar, same. Publishing.

BELCHERTOWN

Saporito’s Pizza of Belchertown Inc., 112 Federal St., Belchertown 01007. Timothy E. Fitzemeyer, same. Take out pizza restaurant.

CHICOPEE

Tumbleweed Realty Inc., 1981 Memorial Dr., Suite 216, Chicopee 01020. Mark E. Ethier, 38 Day Ave., Westfield 01085. To deal in real estate.

EASTHAMPTON

Pioneer Valley Chinese Immersion Charter School Educational Foundation Inc., 188 Pleasant St., Easthampton 01027. Kathleen Wang, 11 Dickinson St., Amherst 01002. (Nonprofit) To offer financial and technical support and encouragement to the Pioneer Valley Chinese Immersion Charter School, etc.

GRANVILLE

N.S. Foods Inc., 43 Dickinson Dr., Granville 01034. Thomas Houston, 210-10 Willowbrook Ct., Wilder KY 41071. David A. Shrair, 1380 Main St., Springfield 01106, clerk. To own and operate food services businesses, etc.

HOLYOKE

Dhayana Inc., 50 Holyoke St., Holyoke 01040. Rakeshkumar Patel, 1922 Wilbraham Road, Springfield 01129. To operate a convenience store with lottery and Keno.

Harmony House Inc., 34 Jarvis Ave., Holyoke 01040. Rev. Edwin J. Larson, 982 Florence Road, Florence 01062. (Nonprofit) To provide a residence for the compassionate care of terminally ill persons.

INDIAN ORCHARD

Silvermjs Inc., 66 Holly St., Indian Orchard 01151. Maria J. Serra, same. To own and operate one or more beauty salons and day spas, etc.

LONGMEADOW

Specs Perry Inc., 809 Williams St., Longmeadow 01106. Gregory N. Andros, same. To own and operate an optical store.

LUDLOW

Amboy Realty Inc., 592 Center St., P.O. Box 452, Ludlow 01056. John Manganaro, III, same. To deal in deal estate.

Cabinet Solutions Inc., 597 Chapin St., Ludlow 01056. John E. Ryan, Jr., same. Mobile cabinet furniture repair and interior finishing.

CRS Systems Inc., 39 Sawmill Road, Ludlow 01056. Stanley Green, 54 Hampden St., Indian Orchard 01151. To install, service and repair security/alarms systems.

L & M Detailing Inc., 473 Holyoke St., Ludlow 01056. Katherine M. Malke, 17 Chadbourne Circle, Ludlow 010456. To provide automobile detailing, washing, vacuuming, etc.

 

MONTAGUE

B Wireless Inc., 51 Randall Road, Montague 01351. Michael R. Chudzik, 32 Walnut St., Gill 01354. Retail – wireless communications and accessories.

NORTHAMP-TON

Community Leadership of Western Massachusetts Inc., 99 Pleasant St., Northampton 01060. Suzanne Beck, 51 Henshaw Ave., Northampton 01060. (Nonprofit) To develop community and regional leaders in business, education, government, etc.

Fly Swatter Inc., 153 Main St., Northampton 01060. Eva R. Trager, same. Retail clothing.

SOUTHAMPTON

Gary’s Construction Co. Inc., 22 Freyer Road, Southampton 1073. Gary J. Pasquini, same. Construction and related activities.

SPRINGFIELD

Carvajal & Nielsen, P.C., 501 Belmont St., Springfield 01108. Sergio E. Carvajal, same. To render the practice of law.

Chiala Inc., 340 Main St., Springfield 01108. Chiala Marvici, same. Professional salon services and products.

Denosub Inc., 4 Allen St., Springfield 01108. Nancy A. Geurrandeno, 154 Berkshire Ave., Springfield 01108. To acquire, own, sell a subway franchise selling fast foods, subs, pizza, etc.

H & S Pizza Inc., 139 Dwight St., Springfield 01103. Sezgin Turan, 245 East St., Apt. A, Ludlow 01056. Restaurant.

Lee Mortgage Company Inc., 32 Manhattan St., Springfield 01109. Kisha Mock, same. Mortgage services/mortgage broker.

Memory Centers of America Inc., 2 Mattoon St., Springfield 01105. Emily F. Garndey, same. To own and operate businesses that provide services to individuals with memory impairments.

Ming Enterprises Inc., 34 Vermont St., Springfield 01108. Joscelyn A. Ming, same. Trucking and transport.

Towing Services of Springfield Inc., 1130 Bay St., Springfield 01109. Andrea Roy, 489 Trafton Road, Springfield 01108. Automobile and truck towing, storage and sale of used vehicles.

WESTFIELD

G & F Custom Built Homes Inc., 419 Springdale Road, Westfield 01085. Shaun C. Giberson, 76 Wolcott Ave., West Springfield 01089. Real estate development and management business.

Nicholas Estates Homeowners Association Inc., 166 Elm St., Westfield 01085. Curtis S. Gezotis, 43 Gary Dr., Westfield 01085. (Nonprofit) To preserve and maintain the common open space area and subdivision of the subdivision known as “Nicholas Estates”, etc.

WILBRAHAM

JJB Builders Corp., 10 Beechwood Dr. Wilbraham 01095. Judy Bergdoll, same. Ownership and development of real estate.

Sections Supplements
The Evolving Art of the Job Interview
Rob Phillips and Kathy McCormack-Batterson

Rob Phillips and Kathy McCormack-Batterson of MassMutual’s Talent Management department said they’ve learned new techniques to interview candidates and glean the best possible answers.

Job interviews are often stressful for the interviewee. But as trends show, there is a new onus being placed on the employer as well, as new techniques are emerging in the workplace — all geared toward hiring the best person for the job, for the long haul.

The drill-down.

It’s a daunting term, which means getting to the meat of the matter, or to delve beneath the surface to glean deep, thoughtful answers to questions.

And when related to the process of interviewing for a job, an aspect of working life that is stressful for most, ‘the drill-down’ sounds downright nerve-wracking.
But it’s a term that Rob Phillips, vice president of Talent Management at MassMutual Financial Services in Springfield, learned about five years ago as part of an intensive interview-skills course meant not to sharpen his skills as the interviewee, but rather the interviewer.

“It’s proof of a paradigm shift in the hiring process,” he said. “For a long time, people have been conditioned to walk into an interview and give a 30-second commercial about themselves, but that’s just not relevant anymore. We needed to learn how to get more relevant answers from potential employees.”

Behavioral interviewing, as it’s called, has been practiced at MassMutual for some time, and Phillips said the style differs greatly from the older, competence-based model of years past.

“We used to ask people about their strengths and weaknesses,” he said. “Now, we ask for specific examples of how they’ve dealt with dysfunction in the workplace, or what they’ve done to turn a team around.”

Phillips said that, in many cases, interviewers follow a more formal rubric through the behavioral process, working from a pre-developed set of questions, or following a specific model to glean answers from candidates regarding problem-solving, team-building, innovative thinking, and other intangibles.

It took some getting used to, but Phillips said he went from being an “O.K. interviewer” to screening candidates with a high level of confidence. He added that the system makes sense when one of the primary goals is hiring not just qualified employees, but those who will gel with a company’s overall mission and culture, and thrive in the long term.

“We’re looking to find out how well people play in the sandbox with others, but we’re also looking to meet our own business needs,” he said. “There’s always a certain amount of risk involved when hiring someone, and history of past performance isn’t always the best indicator of how one will perform in the future.”

Theory vs. Reality

To get beyond the theory and rhetoric that candidates often offer in an interview (which many hopefuls still perceive as relevant and necessary to the process), a greater number of human resources and talent-management professionals are using behavioral interviewing skills to drill-down, or flush out, the best of the best for a given position or business.

According to Kathy McCormack-Batterson, assistant vice president of Talent Management, MassMutual uses the acronym ‘STAR’ as one tool to get more real-world examples of how an interviewee might handle issues in the workplace.

The letters stand for four areas candidates are asked to define and expound upon in regard to an instance of problem-solving or effective management, or even a time at which a lesson was learned.

“We ask them to define the situation, the techniques they employed, the action plan that was put into place, and the results,” she explained. “Those types of questions allow for a much deeper assessment. ”

McCormack-Batterson said that’s because the line of questioning demands specifics, which better enable an interviewer to discern how much real-world experience a candidate has had in various areas.

“We can evaluate how much practical experience a person has, not just how well they can talk about abstract concepts at a high level,” she said. “That, in turn, allows us to make better calls. We’re not trying to make people uncomfortable, and it can be intimidating, particularly for people at the junior level who haven’t experienced much of the drill-down yet in their careers.

“But this is a tough labor market,” she added, “and more in-depth interviews are a way we can raise our overall level of talent and develop new ways to get people thinking strategically.”

Testing 1, 2, 3

Similarly, Sarah Corrigan, director of Human Resources at OMG in Agawam, said that manufacturing company also uses a number of tools to hone in on the best candidates for various jobs. OMG recently instituted timed online tests, administered in-house, which measure and assess intangible qualities such as judgment and analytical capability. Corrigan said the tests are given before person-to-person interviews are scheduled, and help to target those candidates with the skill sets that meet a position’s specific criteria.

“Tools of the trade are regularly introduced in HR just like in any other industry,” she said. “We can’t refute that they’re helpful — they help us make better decisions, because we’re armed with more information.”

On the executive level, tests are also given — more in-depth, written questionnaires that are aimed, again, at getting a better read on soft skills.

“That test gives a sort of personality profile,” said Corrigan, “which is important to many of jobs within a company, especially those in the fields of finance and management.”

Overall, Corrigan said she sees the use of assessment tools growing in human resources and hiring offices.

“I’ve seen much more reliance on testing and assessment,” she said, “and candidates shouldn’t be surprised by them when they’re going in for an interview. They’re not the kind of thing you can study for, but you can be prepared for the possibility that it will be part of the interview process.”

Still, she added that the human factor is far from being eliminated from the equation. At OMG, interviewers are hand-picked by the HR department based on their own skills, and the task is now being seen as equally important as day-to-day management of the company in terms of running a lean, efficient shop.

“We have a team approach for the initial interview, at which a group of people make a first assessment of a candidate,” she said. “Then, at the time of a second interview, interviewers are chosen based on their background. These are people who are thorough, and who are a good read of personality traits.

“It’s all aimed at doing the absolute best we can to make sure it’s the right fit.”

Talking Points

As the use of behavioral interviews grows, colleges are answering the call to better prepare their students for the new techniques.

Barbara Foster, a career counselor and career development professor at Holyoke Community College, agreed that new styles of interviewing can be worrisome at first, but also agreed that the practice generally produces better returns than the old ‘tell me about yourself’ approach.

“Behavioral interviews include the hardest questions,” said Foster. “They’re open-ended, and usually relate to a problem or situation and how one has, or would, solve it. But really, interviewers are looking for a few key things. They’re looking for common sense, and to identify transferable skills, such as time management and leadership.

“It makes sense,” she added. “At the point of an interview, employers have already seen your resume. They’ve identified that you have the hard skills, and are judging you as a person — if you will be productive, communicate well, and fit in.”

Foster noted, however, that even in this changing corporate climate, many of the basics still apply to the interview process for people at all stages of their career.

“I always stress preparation,” she said. “There is so much information available to us today that there’s really no excuse not to learn everything you possibly can about a company before going on an interview.

“Plus, many employers are moving in many new directions in terms of interviewing and hiring,” Foster continued. “In the past few years, for instance, I’ve heard of more group interviews, where people are placed in one room together, asked questions, and observed to see how they interact. It’s key to know what’s going to happen when you walk in the door.”

Screening Names

Conversely, with this new emphasis on a candidate’s behavior as it relates to the workplace, those on a job search must also be mindful that employers, too, are using online channels to better prepare themselves for interviews.

“People should be thinking about their online presence,” Foster said. “First impressions are now being made before a person even shows up to an interview.”

Foster said the Internet is becoming a proactive tool to identifying the best candidates. Job seekers should first use defensive tactics to ensure their online presence is professional and appropriate (by performing a Google search of their own name, for example, or granting private access only to Web pages on social sites like MySpace).

But in addition, a greater number of people are positioning themselves online deliberately, using directory and networking services such as LinkedIn or ZoomInfo to create a short bio that potential employers can readily find.

“It’s a whole new world,” said Foster. “You need to make sure you know what’s out there, but you also need to be there.”

In other words, know the drill.

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements
Premier Source Credit Union Continues to Reinvent Itself with New Services
Bonnie Raymond and Carmen Bastos

Bonnie Raymond, right, with marketing director Carmen Bastos, said customer service and new product development are topping her list.

It’s not the largest credit union in the region, but Premier Source has been parlaying its ‘hometown service’ model into successful returns since the 1940s.
Today, that model remains a large part of the institution’s business practices, and it’s leading to new opportunities.

Bonnie Raymond, CEO and manager of Premier Source Credit Union, said massive growth or major changes to how the institution does business are not currently on the drawing board. However, recruitment of new members is, as well as the introduction of innovative, convenience-based products and services geared toward businesses and individuals, particularly in the credit union’s new home base of East Longmeadow.

“The biggest goal for us is to continue to attract a steady stream of members and to develop great products,” said Raymond. “We don’t need to be the biggest, but we would like to take our piece of the pie.”

Branching Out

Premier Source began as Kelko, a select employee group (SEG) credit union, in 1941, serving the employees of the Kellogg Envelope Company (later Westvaco) in Springfield. Since then, the entity has grown through a series of expansions and mergers.

By 1972, Kelko served employees and retirees of all Westvaco facilities and their families. Following a move to a new facility on Cottage Street in Springfield in 1993, Kelko’s membership pool expanded again to include businesses within the Springfield Industrial Park, which numbered approximately 200.

A 2000 merger with Twin Meadows Federal Credit Union, formerly based in Longmeadow, further expanded that base of SEG members to about 3,500, and added two branches at Springfield College and Western New England College, which still operate today.

A year later, Kelko merged again with Spalding Employees Credit Union of Chicopee, resulting in another branch office (now located at Top Flite in Chicopee) and a total membership base of about 4,100.

Kelko retained its name until 2004, a year before the company applied for a charter change to become a community-based credit union, thus opening its doors to any and all residents and employees within its service area. The move was made to combat the declining membership that many SEG credit unions have faced since the 1990s due to plant closings, consolidation, and downsizing. The charter was approved in February 2006.

Today, Premier Source has about 4,700 members with six offices: its branch on Cottage Street and newly constructed main branch on North Main Street in East Longmeadow, and those located at Top Flite, WNEC, Springfield College, and Hasbro Games, a branch that was added just six months ago.

Dollars and Change

With its new identity as a community-based credit union, Premier Source has been continuing its tradition of growth and cohesion in the market it serves. Its new main office in East Longmeadow was just opened in May, and a formal open house to introduce the branch to the community is being planned.

“In the beginning, we delayed a big marketing push because we knew we were putting up the new building,” said Raymond. “But under the old charter, we used to get calls from the community all the time, and now that we can serve them, I think word-of-mouth is going to be big.”

To augment that organic spread of information, however, Raymond said Premier Source has also begun some print and radio advertising, promotions at benefits fairs within local companies, and reaching out to area businesses.

“It’s not a huge splash, but it’s a big splash for us,” said Raymond. “We’re pretty small, but we feel comfortable in our identity as a small, hometown institution, and at this point, we’re most focused on slow, steady growth and trying to remain a true alternative to banking.”

Premier Source is on terra firma in terms of its financials, said Raymond. It reports $13.4 million in capital-to-assets, and total assets are currently $32.4 million. With that base bolstering the institution’s development efforts, Raymond added that her goals for growth are about 3% to 5% over current membership. She hopes to achieve that through continued community involvement on both local and corporate levels, and by promoting a suite of unique services and products.

“We’re having some specials on things like home equity loans to educate people that we offer that product,” she said, “and we’re hoping to recruit both new corporate and individual members.”

Some of the credit union’s efforts, for example, have been centered in East Longmeadow’s growing industrial park, a source from which Raymond said she’d like to glean some new members.

“Many of them have existing relationships with other credit unions or banks, and we’re not looking to bowl anyone over,” she said, “but we would like to let those companies know that we’re another alternative.”

Raymond added that Premier Source’s small, local feel appeals to many employees in the area.

“I think they see that small size and convenience of location truly are benefits,” she said. “It takes the pressure off the employee, and we strive to offer products and services that do the same.”

Direct deposit and free checking are already offered at the credit union, as are a number of unique amenities designed to make banking, and other time-consuming errands, easier for members. While making a deposit or withdrawal, for instance, members may also purchase stamps, discount movie tickets, and gift certificates to restaurants or attractions such as Six Flags.

“We’ve done that for many years, and we only sell to members,” said Raymond, adding that a new set of products is now in development, to be gradually introduced over time.

“We’re looking into product development to spur income, which in turn will help us add to our marketing budget so we can do more things in that arena,” she said. “We’re looking at overdraft protection, tier checking, and online bill pay; we’re also looking to offer mortgages. We have a referral service with Members Mortgage now that is effective, but I think we’d like to bring it in-house.”

Selling Service

As new products are rolled out, Raymond said a strong focus on member service is being maintained. She said it’s long been a strength for the credit union, and even as new opportunities present themselves, relying on existing strengths will allow Premier Source to preserve its already strong foothold in the region.

“We are on the smaller end as far as credit unions go,” she said, “but our forte is small-town service. That’s the atmosphere we want to create, and the image we want to portray.

“We feel strongly that it’s our role to work with people through good and difficult times, and we’re not interested in outsourcing every decision.”

And as Premier Source continues to carve out its piece of the pie, Raymond said it will be an overriding goal to strengthen community ties and to rely on the traditions of service the credit union has honed since 1941.

“Our new ads say ‘a star is coming,’” she said. “True, we’ve been here for some time, but as a credit union that is newly open to the public, there are plenty of new introductions to be made.”

Jaclyn Stevenson can be reached at [email protected]

Features
Dr. Seuss, Merriam Brothers Among Entrepreneurship Hall Inductees
Seth Roberts, Steve Roberts and Frank Roberts

Members of the Roberts family, one of the inductees in the Class of ’07: from left, third-generation members Seth and Steve, and fourth-generation member Frank.

Tom Goodrow talked of “putting more entrepreneurs in the pipeline.”

That’s how he described the broad goal for the many entrepreneurship programs at Springfield Technical Community College, which he serves as vice president of Economic and Business Development.

Like nurses, radiologists, and precision machinists, entrepreneurs are in somewhat short supply — and also crucial to the future of the Pioneer Valley economy, Goodrow told BusinessWest, adding that, as with those professions, increasing the number of entrepreneurs is a challenge. The process starts, he continued, with introducing people to the notion that entrepreneurship is viable career pathway, and continues with efforts to caress ideas into successful ventures.

The Western Mass. Entrepreneurship Hall of Fame, located at the Andrew M. Scibelli Enterprise Center (SEC) in the Springfield Technical Community College Technology Park, has helped with this mission in several ways, said Goodrow. For starters, the annual inductees — including the recently announced Class of ’07 — provide ample doses of inspiration, he noted, adding that the banquet staged each fall to recognize those inductees raises more than $50,000 each year for a host of entrepreneuship programs.

These include the YES (Young Entrepreneurial Scholars) program, which serves more than 1,000 young men and women in two dozen area high schools, as well as the Community Foundation of Western Mass. student business incubator in the SEC. That facility hosts up to nine fledgling businesses, with current tenants ranging from a gift basket venture to a company that stages events.

Those businesses will be on display at the Oct. 4 induction ceremony for the Class of ’07, which has a literary pattern to it — sort of. Among the honorees are the late Theodor Seuss Geisel, a.k.a. Dr. Seuss, who reinvented the genre of children’s books, and George and Charles Merriam, brothers and Springfield print shop owners who would merge their name with that of the father of the American dictionary, Noah Webster, to create the publishing icon Merriam Webster.

The other inductees, all families that started successful ventures that are still thriving in the Pioneer Valley, are: the Falcone family, founders and owners of the Rocky’s Hardware chain; the Roberts family, founders and owners of the F.L. Roberts chain of gas stations, car washes, and quick lubes; the Bassett Family, which started Bassett Boat Company; and the Gordenstein family, which started Broadway Office Supply, now known as Broadway Office Interiors.

“The Class of ’07 includes some of the most famous names from Springfield’s business and cultural history,” said Goodrow, one of the lead organizers of the induction ceremonies. “These businesses and individuals reflect the region’s strong entrepreneurial heritage, a tradition that we’re working to continue through YES, the student business incubator, and other programs.”

Here’s a look at the Class of ’07.

Theodor Seuss Geisel
(Dr. Seuss)

He created some of the most unforgettable characters in children’s literature — the Lorax, Yertle the Turtle, Horton the Elephant, the Grinch, and of course, the Cat in the Hat.

But Theodor Seuss Geisel, or Dr. Seuss, as the world would come to know him, did much more that. He redefined a genre, children’s literature, by insisting that books need not merely educate: they could also entertain. And he also showed that the word entrepreneur needn’t be saved exclusively for captains of industry; it could also be applied to writers and artisans.

While Geisel, a Springfield native, made his mark with strange creatures from far-away places, he actually started with a different kind of monster; one of his first jobs was with the Standard Oil Company, for which he drew grotesque, enormous insects to help that company sell a pesticide called Flit. During World War II, Geisel drew editorial cartoons that attacked American isolationism and later made documentary films about Hitler and the Japanese war effort.

But he is of course best known for his children’s books, which started with And to Think That I Saw It on Mulberry Street. Seuss continued writing children’s books, such as the The 500 Hats of Bartholomew Cubbins, Horton Hatches the Egg, and others, before his breakthrough in 1957 called The Cat in the Hat. Using only 223 different words, he crafted a rhyming masterpiece still regarded by many critics as the best, and most important, children’s book ever written.

Geisel would go on to write more than 50 children’s books, published in 20 languages, selling more than 200 million copies. Many of them have been turned into television shows and, more recently, movies. Geisel, who died in 1991, lives on through the characters he created — many of them immortalized, along with the artist himself, in a statue garden in the Quadrangle that brings thousands of people to Springfield every year.

The Cat in the Hat, the character, turned 50 this year, a milestone that was celebrated in March in ceremonies at the Springfield City Library.

The Falcone Family

The name Rocky’s has been part of the Pioneer Valley lexicon for 81 years now.

It has become synonymous with good customer service and a friendly retail environment. But there are some other words for which that corporate name would be a synonym — perseverance, imagination, and entrepreneurship.

Indeed, while many small, family-owned hardware chains went out of business when the giant big-box retailers invaded the region in the early ’90s, Rocky’s is still here.

Better than that, it is growing — expanding its reach geographically with stores across Massachusetts and now beyond, and diversifying into commercial real estate with projects like the East Longmeadow Center Plaza, a mix of retail, office, hospitality, and municipal facilities.

It all started in 1926, when Rocco (Rocky) J. Falcone opened a small hardware store at the corner of Main and Union Streets in downtown Springfield. A few years later, he took a second entrepreneurial risk; knowing that people needed to use power tools but couldn’t afford them, he started a rental business that thrived for decades. He later opened a second hardware store in Springfield.

Rocky’s is a family business, and each generation has taken the company to a higher level. In 1966, Jim Falcone took over after his father passed away, and eventually took the Rocky’s name beyond Springfield and into many surrounding communities while forging a national affiliation with the ACE Co-op.

It was the third generation of the family, especially Rocco II, that created a survival plan for the company when Home Depot and Lowe’s arrived on the scene. Instead of surrendering, as other chains did, Rocky’s dug in, redecorating its stores, making them cleaner, brighter, and even more customer-friendly. The strategy was simple: concede some of the decorating, home improvement, and major appliance aspects of the business to the huge chains, and step up in the areas in which it could compete. And Rocky’s has thrived with that model.

In recent years, the company has added many stores — it is now up to more than two dozen — and it has diversified into commercial estate, a division led by Jayson Falcone, with the East Longmeadow complex and many other projects on the drawing board.

The Falcone family was recently recognized collectively by BusinessWest magazine as its ‘Top Entrepreneur for 2006.’

George and Charles Merriam

It’s one of the most repeated phrases in education, journalism, and politics.

“According to Webster…” it starts, and people have filled in the blank with hundreds, if not thousands, of different words.

The people now managing one of Springfield’s most famous, but also quiet, companies would prefer that speech-givers amend that phrase slightly and say, “According to Merriam-Webster.” That’s because there are many dictionaries that borrow the name Noah Webster, known as the creator of America’s first dictionary, A Compendius Dictionary of the English Language, but Merriam-Webster is the only one that has direct ties to that pioneer in lexicography.

Charles and George Merriam, who grew up in their father’s printing office in West Brookfield, Mass., opened a printing and bookselling shop in Springfield in 1831 called G. & C. Merriam Co. They inherited the Webster legacy when they purchased the unsold copies of the 1841 edition of An American Dictionary of the English Language, Corrected and Enlarged from Webster’s heirs after the great man’s death in 1843. At the same time, they secured the rights to create revised editions of that work.

The two, who are credited with popularizing, or democratizing, the dictionary, thus began a publishing tradition that has given the world some of the most famous dictionaries ever made, including the groundbreaking Webster’s Third New International Dictionary, Unabridged, or simply Webster’s Third, in 1961, and the popular Collegiate, now in its 11th edition, which was introduced in 1898.

Today, while researchers and editors continue the ongoing process of adding to the dictionary and refining definitions, they are also delivering the dictionary in ways Noah Webster may not have imagined — then again, he was a visionary. Today, people can check spellings, definitions, and usage via Web sites, CD-ROMs, portable hand-held devices, and even their cell phones.

While research and development continues on new ways to bring the dictionary to users, editors also continue to add new words. Among the latest additions to the Collegiate: ringtone, phishing, bird flu, cybersecurity, text messaging, and google.

The Gordenstein Family

It all started when six brothers decided to go into business together.

The year was 1910, the brothers were from the Gordenstein family, and the venture was called Broadway Office Supply. The company made deliveries on Indian Motorcycles, and supplied businesses with everything from paper to safes to slide rules.

The traditional business office and the technology used in it have changed considerably since World War I, and Broadway has changed right along with it. The company now handles office furniture and interior design work, which led to a name change to Broadway Office Interiors. The mix of services has also changed; in addition to selling office furniture and accessories, the company also assists businesses with making workspaces ergonomically correct, while also conducive to effective communication between people and departments.

Today, Broadway is led by Ron Gordenstein, the third-generation president of the company, who continues to expand and diversify the business, mixing extensive lines of office furniture with a growing office design component that uses state-of-the-art software to help businesses design their spaces and then see what they’ll look like before any furniture is moved.

Talking about the past, Gordenstein has said that the name Broadway was chosen in 1910 because at the time, Broadway was king, and the six brothers wanted to stress that their company had star power. And for a time, the company was actually located on Springfield’s Broadway.

Today, the street address, the company’s name, and its overall mission have changed. But the focus on the customer hasn’t, and that’s why this company is still going strong in this, its 90th year.

The Bassett Family

Today, Bassett Boat is one of the Northeast’s leading dealers of Sea Ray boats, and is also one of the largest women-led businesses in Massachusetts.
But to say it had humble beginnings would be an understatement.

It was in 1943, when World War II was at its height, that Louis Bassett Sr. started a business selling bait — shiners he netted in the Connecticut River. Bassett and his wife, Norma, would later diversify into small rowboats made for fishermen and, eventually, a broad range of customers including many state parks. How that business would become one of the region’s leading dealers of recreational boats is an inspiring story that involves two generations of the Bassett family.

It was Louis and Norma Bassett who grew the business, made it into one of the region’s first dealers of Sea Ray boats, and established dealerships in Springfield, Westbrook, Conn., and Warwick, R.I., as well as a large service center in Ludlow. It was their daughter, Diane Bassett Zable, who came back to Springfield from the family’s Connecticut location in 1992, after her father died, to take the helm of the Springfield dealership, located near the North End Bridge.

Bassett Zable has led the company to designation as a master Sea Ray dealership, with sales of more than 300 boats a year, or nearly $30 million in annual sales. She has also found what seems like a permanent home on the list of the largest women-run businesses in Massachusetts, as compiled by Center for Women’s Leadership at Babson College and the Commonwealth Institute.

Bassett Zable and her husband, Paul Zable, have charted an aggressive course for the company, and they’ve encountered some rough seas — including a few recessions and a luxury tax, repealed years ago, that put some dents in leisure boat sales.

They’ve survived all that, and guided the company to steady growth since.

The Roberts Family

They call him “Grandpa Frank.”

That’s how members of the third generation to run another family business in the Class of ’07 refer to F.L. Roberts, the man who started it all and whose initials now grace dozens of convenience stores, car washes, and Jiffy Lubes in Massachusetts and Connecticut.

F.L. Roberts & Company was started in 1920 as an automotive and tire store at the corner of Main and Adams streets in Springfield. Texaco motor oils and gasoline pumps were added soon after opening the first store, and by the mid-’30s, there were 15 more stations in Springfield and surrounding communities.

Along with geographic expansion came diversity, a process helped along by the next generation in the family, Frank Roberts’ son, Abbott. In the 1940s and ’50s, he expanded both the fuel and motor oil components of the business, and made F.L. Roberts part of the local business landscape.

By the 1970s, that name was being seen in more places, and over the doors of many types of businesses. By then, third-generation members Steve and Seth Roberts had opened new businesses that would complement gas stations and convenience stores. These included a chain of car washes, a chain of quick-lube facilities, two diners, and even a small hotel and a discount tobacco shop. In the late ’80s, the company’s principals embarked on several commercial real estate developments, including a complex in Springfield’s North End, and the Riverdale Shops in West Springfield.

Today, F.L. Roberts and Co. is still a family-owned business. It has expanded to more than 500 employees and more than 70 sites. The locations look much different than the one Grandpa Frank started with, 87 years ago, but the mission remains the same — to serve the motoring public. The fact that F.L. Roberts is now a household name speaks to how well they’ve accomplished that mission.

Today, there are several members of the fourth generation of the Roberts family now working for the company, which continues to extend its reach in Massachusetts and Connecticut.

More than 450 civic and business leaders are expected to attend the Oct. 4 banquet at the Log Cabin Banquet and Meeting House in Holyoke; for information or to order tickets, call (413) 755-4500.

40 Under 40 Class of 2007 Cover Story
Age 33. Owner, the Western Mass. Sports Journal

13:50. That’s the time, in hours and minutes, that Tad Tokarz posted in the first Ironman triathlon he raced in two years ago. That’s how long it took him to complete the 1.5-mile swim, 120-mile bike ride, and 26-mile run. Tokarz remembers his time, but it is of no real significance to him. “My goal was to finish, and I did.”

He also remembers the winner’s time — sort of. “It was around 8 1/2 or 9 hours … which is simply incomprehensible.” That’s a word that many might apply to Tokarz’s performance as well, especially when one considers that two years before the race, he couldn’t swim more than two laps in the pool and didn’t own a bicycle. “It was just something I set my sights on, and I accomplished it.”

This is essentially the same approach he’s taken to an intriguing entrepreneurial venture called the Western Mass. Sports Journal, which, as the name implies, provides coverage of sports at a variety of levels, but always with a Pioneer Valley slant. Tokarz, who by day is the assistant principal and director of Athletics at Springfield’s Central High School, thought many of the good stories at his school and many others in the Valley were simply not being told. So he created a forum in which they could.

The Journal, now located in the Scibelli Enterprise Center at Springfield Technical Community College, and grown through the help of administrators there, has become almost another full-time venture for Tokarz, who must still find time to train — he starts each day at 4:30 a.m., is in the gym by 5, and works out twice each day during the summer — and also for community involvement. He’s on the board of the South End Community Center in Springfield, and donates time and energy to the Ludlow Boys and Girls Club and the Jimmy Fund, among other groups.

He told BusinessWest that the strict workout regimen has helped him organize his time and stay focused on goals and strategies to achieve them — both at Central High and the Journal. “Nothing worthwhile ever comes easily — when I trained for the Ironman, that was a year-long endeavor; we used to go on bike rides for eight hours,” he said. “That experience translates directly to the work I do in school and in publishing.”

Cover Story
Age 39. Dean of the School of Arts, Humanities and Social Sciences, STCC

Arlene Rodriguez was born 143 years after Daniel Shays died.

But she feels like she knows the Pelham farmer whose name was permanently attached to the insurrection of 1786-87, which stirred fear in Gen. George Washington and gave strong impetus to the Constitutional Convention.

Such familiarity was but one byproduct of a special project she co-organized last fall on Shays’ Rebellion, one important act of which was played out only a few hundred yards from the Springfield Armory. It was that landmark which, upon its closing, was converted into Springfield Technical Community College, where Rodriguez serves as dean of the School of Arts, Humanities, and Social Sciences.

In that capacity, she has been involved in a number of other programs — from a partnership between STCC and the Community Music School to Rosa Parks Day events to organizing activities for Hispanic Heritage Month — that characterize both her community-minded spirit and her belief that learning takes place inside the classroom and out.

And such learning mustn’t end with a college diploma, she told BusinessWest, adding that the Shays program, Reconsidering the Debt: Scholars Revisit Shays’ Rebellion, offered keen insight into the man who led the revolt and the so-called Regulators who fought beside him.

“Scholars came together and talked Shays all weekend; it’s a great story, and it happened right here,” she said. “I think it’s fascinating, this idea of people getting together and voicing their opinion about something and fighting or arguing with the government; that’s a concept that’s truly international.”

Rodriguez taught courses ranging from English Composition to Latino Literature at the college for a number of years before becoming dean in 2005. She credits deans she worked under with instilling an imaginative, outside-the-box approach to education and teaching.

“I had some great deans who never told me ‘no,’” she said. “They were great role models.”

In her spare time, Rodriguez likes to read (she prefers history and fiction and is fond of the works of Japanese author Haruki Murakami) and write — she’s penned several short stories, most about her parents and life in their hometown of Aibonito, Puerto Rico.

As for the story of her career and her involvement in the Greater Springfield community — there are obviously many chapters still left to write.

Cover Story
Age 33. Professor/Tax Manager, UMass Amherst and Meyers Bros. Kalicka

Catherine West recently returned from an intriguing junket to Ireland.

She was there with 23 business students from UMass, where she teaches Accounting, as part of an ambitious program called Business Development and Conflict Resolution — Ireland, a 10-day exercise designed to provide an education in that island nation’s business, culture, and trade.

And that wasn’t the first time West’s passport was put to use this year. In January, she made her fifth trip to the West African nation of Ghana. She was there with 26 UMass business students who taught basic business skills to students during the day, and held seminars on business development at night for residents of the local towns.

In the Ghanian city of Secondi, West has led efforts to create something called the Business and Learning Center, a business school that has taken some time to develop, but is providing her with hard evidence of how a few people can make a big impact.

“It’s very hard to see change and improvement in a developing country because getting funding takes forever,” she explained, referring specifically to efforts to convert an existing school building into the business center. “This year, I was blown away, because the school is almost done. It showed me that a group of people can make a difference in one community, and it reinvigorated me to the point where I’m very excited to keep going back.”

West has been making a difference in a number of ways, through her teaching at UMass and abroad and her work with clients as a CPA, but especially in the community. She’s been a board member at the Academy of Music and Go FIT, is president of the Northampton chapter of Dollars for Scholars, and has served as the primary accountant for several non-profits, including the United Way of Pioneer Valley, Springfield Library and Museums, and the Basketball Hall of Fame.

Summing up her approach to life in general and her community work in particular, West said, “There’s a reason why I’m here, and I need to not waste any of my time.”

Suffice it to say, she hasn’t.

Cover Story
Age 33. President and CEO, The Vann Group, LLC

Michael Vann has a few diverse interests.

He is politically minded, and has a background as an intern for both U.S. Rep. Richard Neal and U.S. Sen. John Kerry. He’s also a history buff, with particular interests in the leaders of the American Revolution and the Civil War. “Every generation has some dominant personalities,” he said. “If you’re looking at Colonial times up to the Civil War, they are the political leaders, and afterward it shifted to business people. I think that’s still the case, but who are business leaders emulating? I think it’s the politicians of years past.”

There was a time when he mulled a career in politics inspired by those leaders he’d read about and admired. But early in his adult life, Vann recognized that his passion was building companies. At 33, he is the president and CEO of The Vann Group, a strategic advisory firm that assists owners and their management teams in establishing, operating, growing, and divesting a business. He joined the company, founded by his father, Kevin Vann, in 1999, after working with a Fortune 500 company doing similar work in Washington, D.C.

“I was tired of the D.C. costs and traffic,” he said, “and I came home for the quality of life.”

Since then, Vann has built a name for himself as a strategic consultant with an international presence. He balances that success with a deep commitment to family (“my dad is one of my closest friends”) and community, which includes coaching a Little League baseball team and serving on the board of the Chicopee Boys and Girls Club.

“I firmly believe that business leaders must be involved individuals, within and beyond their own companies,” he said.

Of his work, Vann said it’s unique because it allows him to work with several different kinds of companies, from those that are growing rapidly to those in crisis to those that have peaked and need a fresh perspective. It’s also a good fit for his tactical mind.

“Even in college, I was always thinking strategically and for the long-term, and I love doing that for clients. In the future, I hope to acquire companies in order to help them build — not on the operational side, but as an advisor, through strategic planning,” he said. “It’s what I’m good at.”

40 Under 40 Class of 2007 Cover Story
Age 39. Vice President of Marketing, Spalding

Dan Touhey was working in marketing for Bayer, specifically on ways to promote Alka-Seltzer Plus Cold Medicine — and, in his words, looking for a way out.
A recruiter called him about a product manager position at Spalding, but did so with a cautionary tone. “He told me I had good experience, but not industry experience, and the company wanted someone who knew the business,” Touhey recalled. “I said, ‘I’ll tell you what … I’m a fanatic about basketball and sports in general; if you get me in the front door, I’ll do the rest.’”

He did, and Touhey has.

Over the past decade, he has played a lead role in rebranding Spalding, developing the tag line True to the Game, and rolling out (literally) many new products, from the Infusion™ line, which puts the inflating pump inside the ball, and the Neverflat™, a name that says it all. In so doing, Touhey has helped Spalding, known primarily as a “golf company” when he arrived, return to its roots as a leading sporting goods manufacturer.

Touhey’s work takes him across the country and around the world, but he still makes time for civic involvement. After a year of hard training, he ran in his first Boston Marathon last month as part of Tedy’s Team (named for New England Patriots linebacker and stroke victim Tedy Bruschi), on behalf of the American Stroke Assoc. That’s a cause he embraced after his father suffered a stroke last year. “I always wanted to run the marathon, but never had the inspiration,” he said. “Now, I have plenty.”

Touhey is also on the advisory board for Good Sports, a group that takes donations from sporting goods manufacturers and gives them to communities and individual schools in need, and started coaching tee-ball this spring, with the older of his two boys taking a roster spot.

A basketball player in high school and also during his last year in college (spent in Ireland), Touhey is a big believer in teamwork. He credits others at Spalding and Lenox-based Winstanley Associates for helping create ‘True to the Game’ and launch products that help the company live up to that slogan.

But he is the leader of the team, and has been since he was able to make his way through Spalding’s front door.

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It Does When Being Nice Is More Important Than Performance

How many missed deadlines and mistakes revealed too late have sucked profits out of your company? Do dysfunctional behavior, infighting, and politics sap your organization’s vitality daily?

Sure, you’ve hired the best consultants and trainers to address the problems, but for some strange reason they seem to resurrect themselves only months later, their chronic nature mystifying. If this sounds like your organization, you may be experiencing the common, yet unspeakable, threat that secretly sacrifices performance and profits in thousands of companies worldwide.

This threat resides in your organization’s culture, and seduces managers to treat symptoms while avoiding the real problems, to confuse activity with results, and to burn cash faster than you can handle. It’s an unspeakable threat because it wouldn’t be polite to mention it. And in that fact it reveals itself — a culture of politeness.

Polite cultures do everything but tell the truth, unless it’s very comfortable to do so. But being polite is a good thing, isn’t it? After studying its effect in hundreds of companies, one thing becomes clear: Politeness eats truth. And lack of truth eats profits.

How do you know if this threatens your company? Easy. Is being ‘nice’ more important than performing? Rather than reveal the truth about a situation, do people often seek to be polite, thus avoiding possible discomfort, anger, retribution, and other unpleasantries? Do employees hide and deny uncomfortable issues, burying them within closed groups, hoping they will go away?

But if you’re not in denial, there is a way out. Performance accelerates tremendously when people move past deceptions and verbalize real concerns, which can finally be addressed and moved out of the way. Yes, initially telling the truth will upset people and cause discomfort, but good employees love it, and it drives accountability to new levels.

The collateral damage from keeping the truth at unspeakable levels can include the following.

Dead Weight

Dead weight in management prevents great people from assuming leadership, and keeps mediocre performers on staff. But politeness ensures policies are in place that actually prevent marginal performers from being let go. For example, a company may require five written warnings before someone can even be terminated. Or when a manager wants to fire someone and HR checks the employee’s file, they find that the manager gave the employee stellar reviews. When asked why, the manager often replies, “I didn’t want to hurt the employee’s feelings.”

Of course hurting feelings isn’t polite, but neither is avoiding accountability. So, look at your policies and work to create fair systems, which enable you to effectively deal with the dead weight that stalls performance. Then train your managers on how to use the new policies and be authentic with their staff. Once you start removing dead weight, employees will be happier. Great people want to work with great people, and to know that management notices what they contribute.

Phantom Leadership

Who are the real leaders your people follow? Many programs get stalled because the managers on the organizational chart aren’t the ones the employees are following. That’s right … people are following phantom leaders! The formal leadership declares an initiative, but the phantom leadership is who the people really listen to.

What if you cultivated the right talent by identifying the real champions in your company — those people who can really lead? These champions don’t have to be technically competent, but should be able to inspire others to follow them toward where the organization wants to go. Does your company know how to select those leaders, and do they invest the time and money to train them with the appropriate leadership skills? Companies who ignore phantom leadership get nowhere fast.

Doomed Projects

One study found that more than half of employees surveyed felt they were involved with a doomed project. Sounds like a Dilbert comic, but unfortunately it’s true. Of course, there are some projects that may appear doomed, but from a bigger picture they make sense. The problem is, with a culture of politeness you’ll never find out. Are you capable of uncovering the really doomed projects?

Dissatisfied Customers

I left a hotel once and informed the desk clerk that there was a problem with the kitchen staff regarding room service. She looked shocked, not about the poor service but that I would be so impolite as to mention it. As I left, I suggested that she may want to mention it to management. I knew she wouldn’t. It wouldn’t be polite.

Does politeness stop invaluable reconnaissance of customer satisfaction data in your company? Are your employees empowered to handle customer issues without fear of retaliation or appearing rude? Do you have a system in place for dealing with customer complaints?

Weak Management Teams

How much are your executives getting sucked into operations? If too much, you can be sure they have a weak management team under them. Is anyone brave enough to mention this or to hear it about themselves? Sure, getting into operations is acceptable in small companies, turn-arounds, acquisitions, and emergencies, but, unfortunately, executives get sucked into operations far too long. Still, at least everyone is polite in not mentioning it.

Great leaders find the weak links in their team and address the issue. Perhaps the employee is in the wrong job or the wrong company. Like the saying goes, you either change people, or you change people.

Get Started

Performance trumps politeness every time. This doesn’t mean that people have to be rude. But it does mean that respectful, authentic admission of the truth should not be sacrificed because of a culture of politeness.

Winning companies have a habit of getting used to doing things differently, even if the changes are discomforting. To drive profits higher, seek to speak the unspeakable. Strive to encourage authentic and honest communication in your staff. Unless, of course, it might be too impolite.

Don Schmincke is author of The Code of the Executive; www.sagaleadership.com. Darryl McCormick is senior vice president for Human Resources and Organization Development at Stamford Hospital in Stamford, Conn. He also provides services to other health care organizations to assist them in transforming their cultures; (203) 425-9705.

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Wardrobe Consultant Says ‘Business Appropriate’ Is the New Workplace Standard
Mary Lou Andre

Mary Lou Andre says professional dress is less about clothes and more about creating confidence and a “visual resume” through personal style.

“When in doubt, don’t wear it.”

Among the many pieces of advice offered by Mary Lou Andre, founder of dressingwell.com and author of Ready to Wear: An Expert’s Guide to Choosing and Using Your Wardrobe, it’s those words that she underscores the most.

“Clothes should flatter your figure, but also your personality,” said Andre. “And if clothes are stressing you out, something’s wrong.”

That could be because many professionals do, indeed, carry a measure of doubt about their clothing choices and those of their colleagues.

New styles — from stain-resistant Dockers to skinny pants — create new challenges, and relaxing dress codes across the country also foster confusion. Ask what, exactly, ‘business casual’ is, for instance, and you’re likely to get more than one answer.

“Today, dressing for work can definitely throw us,” said Andre, “especially with all of these new terms being thrown at us. The best course of action is to think not in terms of business formal or business casual, but simply business appropriate.”

Buckle Down and Button Up

Andre speaks nationally on the topic of professional dress and organization — and did so at Bay Path College’s recent Women’s Professional Development Conference. Her Needham, Mass.-based company serves as a resource for individuals as well as corporations, and she says that when dressing for work, both men and women at all levels must look past trends and lingo, and instead develop a strategy that works for them, while also satisfying the unique requirements and tones of their workplaces.

She added that, while dressing for work can seem like a small aspect of life when compared to the other tasks that create the busy schedules of professionals, it is nonetheless a topic that many companies have spent countless hours addressing, in the form of corporate dress codes.

“Especially in recent years, human resources departments have become the fashion police,” she said. “It’s not just jeans vs. khakis on a dress-down day they have to think about. Now, they’re evaluating how appropriate Capri pants, city shorts, and gauchos are. They’re looking at different styles of corduroys and deciding which ones are casual and which ones are not.”

Even footwear is getting a second look, said Andre, noting that in many offices, open-toed shoes are being outlawed for both hygienic and aesthetic reasons. “Some people just don’t like to look at feet,” she joked.

But on a more serious note, Andre said those increasingly complicated dress policies make it all the more important for employees at all levels to take charge of their own wardrobes and appearances.

“People need help defining the different types of business attire so they can adhere to their company’s policies,” she said, “but they also need help creating their own, personal dress codes, so they can dress for work in a way that makes them feel comfortable and confident.”

Skirting the Issue

In fact, Andre said dressing professionally is actually less about clothes and more about achieving a look that reflects personality as well as respect for one’s career, workplace, and goals for the future.

“It’s about achieving a style that is the look of a leader, and also makes you feel your personal best,” she said. “Think of the connections you can make at your personal best.”

Andre added that employees’ appearance in the workplace is a sort of visual résumé, which translates a number of subtle messages. Someone who is consistently pulled-together and polished, for instance, is generally seen as confident, trustworthy, organized, and credible, while those who are often disheveled can be perceived as lazy, unprofessional, or untrustworthy.

Those realities add some weight to the notion of dressing well on the job, especially among young professionals who see dress as less important.

“People who reject professional dress often think they are losing a bit of themselves or their personality, when really it’s not about the clothes so much as it is helping to create a respectful, appropriate environment in which everyone feels safe.

“It’s not just about you,” Andre cautioned. “It’s about the other people in the office and allowing them to feel comfortable. When you go to work, you have no idea what people’s hang-ups are.”

That said, Andre was quick to note that improving business dress does not necessarily translate to spending thousands of dollars or to tossing an existing wardrobe.

“Connect with what’s on the inside, and then just step it up a bit — we don’t all have to be beauty queens or fashionistas.

“And, it’s also about communication,” she added. “When someone is dressed in a way that doesn’t reflect their company, it is distracting, and they are less likely to be heard as well as seen in a positive way. I have a client who is a news anchor, who told me once, ‘I know I’m well-dressed when people call not to comment on my outfit, but on the stories I’ve reported.’”

Through her own research, Andre identified three ways in which people form impressions of others — through verbal (word choice), vocal (voice), and visual (appearance) channels. She said visual impressions are generally made first, and weigh most heavily on a person’s assessment of another person — about 55%.
“That’s not all about clothes, either,” said Andre. “That includes body language, such as someone’s posture, smile, and use of eye contact.”

Suits U

She added that even with terms like ‘business casual’ and ‘resort formal’ muddying the waters, there are a few rules of thumb professionals can follow to make dressing for work easier, and they start with rejecting the lingo altogether.

“Today, professional image is more important than ever,” she said. “When in doubt, forget trying to fit your wardrobe into classes, like business formal and business casual.”

From there, Andre suggests remaining mindful of professional goals when choosing clothes.

She begins with the old adage of ‘dressing not for the job you have, but the job you want,’ and expands on that idea.

“Dress for your day,” she began. “Ask yourself what you’re going to be doing that day — will you be in the office, or traveling? — and try to dress appropriately and comfortably.”

Andre said another reason why ‘business casual’ can lead to wardrobe misfires is because it discounts the effect and versatility of a standard workplace staple — the suit.

“Suits are still a very powerful garment,” she said, “and they are an excellent way to incorporate ‘capsule dressing’ into a wardrobe — a few pieces, which can be worn many different ways.”

When capsule dressing, Andre said pieces in neutral colors such as black, brown, navy blue, and gray are more versatile, and having a few foundation pieces rather than a wide array of outfits that cannot be diversified leaves more time and money to go the extra mile in terms of achieving that polished look. Sleeves and hemlines should be altered for the best fit, she said, and tops in many colors can be used to change the look of an outfit and to add flair.

“The details matter,” she said, listing a few touches that pull a professional look together.

“Get one good tote, and outerwear, like a trench, should not be an afterthought. Think of tops as accessories, and think of shoes as investments. People notice your shoes — always put your best foot forward, even when commuting.”

Trail Blazers

Finally, Andre suggests taking clothes for a test drive — “in the morning, 10 minutes before work, is not when you want to be trying something on for the first time” – and keeping closets organized at home.

“You should make your closet look like a store,” she said. “Group shirts, pants, dresses, and suits together, ironed. That will add some peace of mind to the process of dressing, and dressing well.”

Ensure that zippers, buttons, and snaps are all functional, said Andre, and in time, a professional style can appear effortless to others.

“The details matter,” she said. “That extra attention creates a look that fits in, while allowing you to stand out in a positive way. But if you’re wearing something that doesn’t make you feel secure, comfortable, and powerful, there’s a good chance that it’s the fit or the style.

“In that case, put it back.”

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements
Tradition and Innovation Make Tony and Penny’s a Hidden Gem
Tony & Penny's Sign

The sign isn’t visible from the center of town, but most residents can point the way to Tony & Penny’s.

Tony and Penny’s restaurant and banquet hall is tucked away on a quiet side street in Ludlow, not far from Turnpike Exit 7, but in many ways miles removed from the bustle on Center Street.

Still, the locals know the way, and they often point visitors in the right direction.

That could be one reason why the venture is going strong after nearly 30 years in business. Its owner, Portuguese emigré Antonio Sebastiao, said the restaurant side of the business is steady, while requests for banquet and catering services are brisk, to say the least. Both off-site and on-site, Tony and Penny’s caters anniversaries, birthdays, funerals, corporate dinners and meetings, and other events, including weddings, which in the Portuguese tradition, said Sebastiao, can be very large affairs — sometimes with 200 to 500 guests.

“Right now, we can only handle about 20% of the calls we get,” Sebastiao said. “We try to bring quality food to the table, especially seafood, and make sure that our customers are getting their money’s worth — I think that’s part of the reason for our success.”

Sebastiao’s own story is one that illustrates the American Dream. He came to the U.S. at 21, taking a job in a factory earning just a few dollars a week.

“I couldn’t support my family on that,” he said, “and I’d always wanted to have a restaurant.”

He started mulling ideas for an eatery, using the Americanized versions of his name and that of his wife, Piedade.

History in the Making

Tony and Penny’s opened its doors on East Street in Ludlow in 1980, at the time a small pizza shop. Five years later, Sebastiao moved the business to its current location on Canterbury Street, formerly the town’s Italian Club, built in 1936.

He purchased the building in 1983 and spent two years remodeling, creating a small dining area with a hometown feel, a take-out window, and a larger banquet area for private functions, which can accommodate about 220 people.

Sebastiao also revamped the menu to offer finer dining and a number of Portuguese selections to honor his heritage and that of a large faction of Ludlow’s population. Today, the menu has been expanded to include American and Italian offerings as well, reflecting Sebastiao’s new home and the history of his restaurant.

The combination has proven successful. What began as a small mom-and-pop shop has grown to become one of the busiest banquet facilities in the region.
“Ludlow is not a town with a big, busy center,” he said. “We don’t have big retailers drawing people in from other places. What we do have are people — residents who are our fans and keep us going.”

Many of those residents are frequent visitors to Tony and Penny’s, either as banquet guests or Friday night diners. Recently, Sebastiao said the regulars have found themselves waiting for a table more frequently, and though they hate to wait, it’s a clear sign of the restaurant’s growing popularity.

“When I first opened, I thought this place was too big,” Sebastiao remembers. “Now, sometimes I think it needs to be five times bigger.”

Fine Kettle of Fish

Regulars often patronize Tony and Penny’s for the authentic Portuguese cuisine, including traditional dishes such as Mariscada (half a lobster, clams, scallops, and shrimp in a traditional Portuguese spicy red sauce, served in a iron pot) and Bacalhau (salted cod topped with roasted peppers and extra virgin olive oil).

However, those specialties have also attracted customers from across the Northeast, many looking not only for Portuguese dishes, but also for fresh, innovative seafood.

Sebastiao explained that seafood is a staple of the Portuguese palate, and therefore Tony and Penny’s regularly offers a wider array of fish and shellfish than most eateries.

He listed among them lobster (usually found in the front of the restaurant, giving children a thrill from their oversized tank), scallops, cherrystone and littleneck clams, cod, schrod, and mussels, often with a unique mix of spices and grains such as saffron, chorizo, and red pepper.

“Seafood is a very expensive part of our business,” said Sebastiao, “but we do a lot of catering because of it — we’ve been doing more in the eastern part of the state, especially in the Boston area, and within other Portuguese communities.”

Moving ahead, Sebastiao said he’s still considering an expansion or a second location, perhaps bringing Portuguese culture to another community.

There are no firm plans on the drawing board — Sebastiao nearly opened a second location in Wilbraham two years ago, but lacked the necessary management and the time — “it’s just too busy here,” he said.

He has three daughters, who have chosen careers outside of the restaurant business. Sebastiao said he still holds on to the wish that some day he can pass his restaurant on to one of them, but concedes that he understands their choices, too.

“They went to college and took jobs in their field of study, and that’s what you’re supposed to do,” he said. “I also think they recognize what a harsh job owning a restaurant can be. I can work 9 a.m. to midnight and still have things to do. You never know how business will be from one day to the next, and it’s hard to get started.

“When we first opened, it was hard to make ends meet,” he continued. “It’s different now … but the work has not changed.”

Down the Street, Take a Left

Still, Tony and Penny’s continues to attract new diners and a steady stream of catering clients.

“I have no complaints,” said Sebastiao. “Especially being in a small town, located on a side street.”

Indeed, plenty of people know the way to Antonio and Piedade’s place, and look forward to pointing toward Canterbury Street for many years to come.

Jaclyn Stevenson can be reached at[email protected]

Features
United Way Looks to Young Leaders to Help Spread Its Mission
Sarah Tanner and Tracy Trial

Sarah Tanner (left) and Tracy Trial say the Young Leaders program was formed to recruit new philanthropists into the United Way’s fold.

There’s a flurry of new ideas flying about on Mill Street in Springfield, as some of the area’s young professionals kick off their first year as philanthropists for the United Way of Pioneer Valley.

The initiative is called the Young Leaders’ Program, and its mission is to cultivate a new cadre of community and volunteerism ambassadors, through community involvement, learning opportunities, and social and networking events. It targets the under-40 set, and was introduced to the region this year as part of the United Way’s outreach and recruitment work.

Sarah Tanner, vice president of Resource Development with the United Way of Pioneer Valley, said the idea of a young leaders program is not new; however, it’s a broad concept within the United Way that can be tailored to various agencies across the country.

“It’s an example of a best practice within the United Way, which can be used to expand the organization and introduce it to a new audience,” she said. “In this region, we’re hoping to use it as an agent of change that appeals to the under-40 crowd.”

One for the Ages

In some respects, Young Leaders is centered on community service, while in others it’s a social program, which pulls a number of young professionals together through a series of networking events. Tanner, who helped institute such a program in New York City, said the initiative typically reflects the region it serves.

“New York is a very active, corporate environment, and the program there was a perfect fit,” she said. “But in the Valley, the chambers of commerce and other organizations really take care of that social component.”

After careful consideration, the United Way of Pioneer Valley chose to use a mix of three components to introduce Young Leaders to the area, said Tracy Trial, the agency’s director of Individual and Planned Giving.

“The first piece is community involvement,” she said. “We are working to identify some volunteer opportunities that appeal and are accessible to this age group. The second piece is learning opportunities, which will provide educational programs that are relevant to professional and personal development within the under-40 set, such as meetings with civic and community leaders or financial-planning seminars.

“The third piece will be that social aspect,” she added. “We’re going to try to stay away from loose cocktail hours, and hold some meaningful events, perhaps tied in with larger events taking place in the region or within the United Way.”

To create these events, a steering committee made up of young professionals in the area has been formed, and work is now underway to formalize Young Leaders and add to its ranks.

“The group will also raise funds and determine where those funds will go within the community,” said Trial, “which is something we know is important to this age set. They like to see the impact their dollars are making.”

Follow the Leaders

Gainer O’Brien, a steering committee member and creative director with Darby O’Brien Advertising in South Hadley, said the three-pronged approach to marketing Young Leaders and recruiting new people appealed to him because of its creativity, and its understanding of the generation it is targeting.

“The Young Leaders program hopefully will allow me to do some good in the community, forge friendships with other young business people, and do so without having to make a huge financial investment,” he said. “Most young people, like myself, have more currency in time and effort than in monetary donations. I look forward to approaching the program with a creative eye and working with others to make it relevant and unique.”

Similarly, fellow committee member Jayson Falcone, managing partner of Falcone Retail Properties of Springfield, said he liked the United Way’s broad approach to community service and philanthropy.

“I’m a new member, and I saw this as an opportunity to get involved with a great organization,” said Falcone. “I heard fantastic things, like the high-level view they take toward a locality, which is something I think our region needs.

“The United Way chapters are also not dedicated to any one niche, and they evolve their mission over time,” he added. “That’s appealing to me, and Young Leaders seemed like the appropriate way for me to get involved. It’s a group of entrepreneurial minds who are already doing things, and now we’re mobilized.”

Among the issues Falcone said he’d like to tackle in his new post are homelessness in the region and the lack of quality job opportunities.

“This area in general is ripe for a next generation,” he said, “for people to step forward on all levels of philanthropy. I look forward to sharing my time and my ideas.”

O’Brien and Falcone’s first impressions are not far off from the message the United Way is trying to convey across the country — that a new generation is poised to take on its mission, and therefore the face of the organization is changing, as well.

“This is not your father’s United Way,” said Tanner. “Nationally, there is a shift toward more proactive programming, and a focus on finding solutions to long-term issues. We’re moving away a bit from the annual campaigns, and measuring our impact in specific areas.”

The Young Leaders are playing a major part in that evolution within the United Way — by identifying the causes they hope to support, various Young Leader groups across the nation are combating some very real issues on a local level and positively affecting various communities’ quality of life.

In Burlington, Vt., for instance, Tanner said the Young Leaders chose to battle truancy, and since beginning their work have spurred a double-digit drop in truancy rates.

“Every group has autonomy to pursue the issues they feel are pressing in their community,” she said, “but at the same time, we’re creating a national grid of sorts, and a ripple effect that spans the country.”

Building a Legacy

As the program moves forward, said Tanner, the Pioneer Valley Young Leaders have expressed interest in working with children and families and increasing financial stability on both individual and community levels. As work in those areas begins, she added that continued attention will be paid to the group’s unique identity, to ensure that Young Leaders doesn’t get lost in the shuffle.

“There are many under-40 programs popping up,” she said, “and our first task will be to differentiate ourselves from those. We all need to rise up and find our own value points, while at the same time not tear each other down. That’s huge.”

Tanner added that a second challenge will be keeping the program going strong during this important launch phase.

“We know there’s a high demand for programs for the under-40 set, and also for people to volunteer,” she said. “We need to keep our own program moving, and not let it be an incubator for too long, so people won’t lose momentum or faith.”

Tanner said the United Way of Pioneer Valley is again turning to its Young Leader steering committee to keep that energy flowing.

“These are people who are already very involved in the area, and in their own right are fabulous,” she said. “Now, we have them sitting around the same table, so I feel strongly that something great is going to come out of this.”

Jaclyn Stevenson can be reached at[email protected]

Cover Story
Age 35. Co-owner, Robert Charles Photography

Ed Zemba has one of those mental to-do lists that people take with them through life, and he’s managed to draw lines through many of the items on it — like scuba diving and skydiving.

The latter was a father-son undertaking, and Zemba entered it thinking he wanted to go solo, or as close to that as he could. Most first-timers do what’s called tandem jumping, where they’re essentially strapped to an expert who does most of the work involved. “You’re just along for the ride,” said Zemba, who took a different tack, involving what are known as “spare tires,” experts who hang on to the first-time jumper until the ripcord is successfully pulled and then depart to let the jumper take the trip down alone.

One item not on Zemba’s to-do list, but he did it anyway, was to join the East Longmeadow Rotary Club. He did so before he could legally drink — which was problematic, to be sure — and took large doses of ribbing from club members, who, he said, regarded him almost as a mascot. But he also learned invaluable lessons about life, business, giving back to the community, and being part of a team.

He’s applying all of them as co-owner of Robert Charles Photography in East Longmeadow. Zemba and the other co-owner, brother Robert, purchased the business from their father two years ago after both working at the venture for most of their adult lives. Together, they’re trying to bring consistent, measured growth to a business that focuses on portrait, wedding, and commercial photography.

Both are involved in most aspects of the business, but Ed’s duties are more administrative in nature, while Robert’s are more artistic — he’s one of several who handle the photography for the company, and he’s won a number of awards for his work.

While managing the business, Ed is busy drawing a line through another item on his list — getting a college diploma. He’s enrolled at Western New England College and is making progress toward a business degree. He’s also finding time for his four children; he likes taking each on personalized junkets, and recently took one of them to the New England Air Museum at Bradley Airport.

Hang gliding. That’s still one more thing on that to-do list, and given everything else on Ed Zemba’s plate, it may have to wait a while.

Cover Story
Joseph Pacella

Joseph Pacella has never been at a loss for words. He blames his father.

“My father was a lawyer, and we had spirited dinner-table discussions,” said Pacella, an attorney with Egan, Flanagan and Cohen, P.C. in Springfield. “I always looked up to my father, and I always had an answer for everything — probably to my parents’ chagrin.”

Still, he and two of his siblings followed their father into law, so those household debates had an impact. Today, Pacella tries to have a different kind of impact on the clients he serves — the plaintiffs and defendants in criminal and civil litigation.

“Much of the practice of law is a lot like social work,” he said. “In many criminal cases, you’re getting the defendant to understand what needs to be done in their lives regarding counseling, probation, and so on. Understanding the consequences of your actions can be a powerful thing. Even in a civil case — such as when someone breaches a contract with you — it has to do with managing personalities and helping the client make the best decision, regardless of emotions.”

Pacella said he’s always had a heart to help others — a sensitivity no doubt honed by his work as a domestic violence prosecutor in the late 1990s and his involvement with Big Brothers Big Sisters; he was named Hampden County’s 2003 Big Brother of the Year.

“That program does such a great job of matching people,” he said, recalling a middle-schooler he took under his wing several years ago who recently turned 21. He chuckled at the “psychological battery” the organization put him through during the screening process — “as a former prosecutor, I considered myself a safe choice” — but still admires the way the group tries to fill specific needs, not just rubber-stamp matches. It’s the same kind of care Pacella has given to his other community-service efforts, from serving on the board of Mont Marie Child Care Center to his work with Safe Passage, an organization that helps victims of domestic violence.

“I always had an interest in doing things like that, even in high school and college,” he said. “My parents instilled in us a desire to reach out to people who are less fortunate and do what we can to improve our community.”

We’ll bet he didn’t have an answer for that.

Cover Story
Age 32. President and Owner, Zasco Productions

Michael Zaskey’s career began at age 11, when his father brought home a camcorder, and Zaskey immediately dove into the box.

After learning his way around the camera, he devoted much of his time to amateur filming, until one of his dad’s co-workers gave Zaskey his first break that same year. He taped her wedding, and later, one of the bridesmaids asked him to tape hers, as well. A business was born.

“By the time I got to high school, I was videotaping about 40 weddings a year,” he said, adding that he and his father officially established Zasco Productions when he was 15.

Many years later, Zaskey hasn’t changed his habits much — he still loves new technology and still takes the time to learn how to use every new piece of equipment he procures. But what has changed are the trappings. Zaskey, who began his enterprise in his parents’ basement, has recently moved from a small office into a new, larger space on McKinstry Avenue in Chicopee.

The business has also shifted, from video production to live events, for which Zasco provides audio-visual, multi-media, and lighting services. The current client list includes Springfield Technical Community College, Baystate Health, Big Y, LEGO, the Sisters of Providence Health System, and dozens of others.

“I love my job even at the most stressful times,” Zaskey said. “It continues to be a hobby for me — if I don’t have anything I have to be doing on a Saturday, there’s still a good chance I’m in the office, playing with equipment.”

That passion has led to some unique business practices, such as weekly training sessions with his employees, and it has earned Zaskey some accolades, including being named the Chicopee Chamber of Commerce’s Business of the Year for 2007.

Moving forward, Zaskey said he’s focused on controlled growth for his company, aiming to progress without losing the ability to take an active role at clients’ events. He also credits his team, some who’ve been with him since the basement days, and his parents, and hopes to give back to friends, family, and community.

He also never wants to lose the joy his job brings. As a child, he said he was more amazed by the lighting displays at Disney World than the characters. Today, he’s an avid concert-goer, but still often looks away from the band — to check out the production pit.

40 Under 40 Class of 2007
Age 36. Partner, Moriarty & Primack, P.C.

Patrick Leary isn’t one to dip a toe in the water when a diving board is close by.

His total-immersion experience came as an undergraduate at Fairfield University, when some fellow students told him about their experiences studying in Europe.

He was intrigued, even though he spoke only English. “I thought I’d like to take that on and see what it’s all about to go abroad,” he said. “But it’s a real leap to do that when you don’t know anyone and don’t know the language.”

He decided on the University of Salzburg in Austria, a campus where the main language was German. To adapt, Leary was first plunked into the Berlitz School of Languages in Munich, Germany for a crash course. “They spoke to you in German, seven or eight hours a day, for three weeks straight,” he said. “I learned some basic German, enough to get by. It was a learning experience.”

During those years, Leary was a little more tentative about his career path, having already switched from a Biology major to business courses. “During my senior year, I was given an ultimatum: Accounting or Finance. I selected Accounting, and I’m glad I did. I really enjoy it.”

Specifically, Leary enjoys helping his firm’s business clients with their audits and financial reporting, as well as special situations such as new product rollouts and corporate acquisitions. “To me, it’s all about providing our clients with advice to help them grow their businesses and hopefully make the right decisions — and to be a sounding board, in many cases.”

That’s a role Leary has extended to seminars he conducts on business issues such as fraud, cash-flow planning, and managing risk. He also provides commentary during the tax season on WGGB Channel 40.

He recalled one seminar hosted by the Berkshire Chamber of Commerce. “It was a fairly intimate group, and it was more than just me standing up and speaking; it was a lot of give and take. And some of those people have called me since then. They’re not clients, but they want to pick my brain a little bit, and I’m happy to do that. I can draw on my experience and hopefully help them move their businesses where they want to go.”

When the complexities of business finances can sometimes seem as incomprehensible as … well, German, that’s not a bad resource to have.

40 Under 40 Class of 2007
Age 36. Owner, Bueno y Sano and Rolando’s restaurants

It all started with a late-night stop at a Mexican joint on Nantucket.

Bob Lowry, then a recent graduate of UMass-Amherst, came away from that visit with more than a full stomach. He also took some inspiration for an entrepreneurial venture. Upon returning to Amherst, he noticed a ‘for rent’ sign in a storefront, and began putting some numbers together in his head.

“I figured I needed to sell $600 worth of burritos a day to break even,” he said. After that, Lowry’s plan unfolded rather organically. He said he’d never made a burrito in his life, but had a sense that he could make a good one. He’d never considered being a restaurateur before, but thought he might make a good boss.

His hunches turned out to be right on the money. He opened his first location in Amherst in 1995, and the healthy, hearty burrito eatery was a hit — especially among the late-night crowd.

“When I opened Bueno y Sano, I thought, ‘this is me. This is exactly what I was meant to do.’ And I love what I do.”

Today, Lowry has two Bueno y Sano locations, in Amherst and Northampton, and is in the process of opening a third restaurant with a new theme in Amherst. It will be called Rolando’s, named for his long-time general manager, and will specialize in roast beef and falafel. In addition, his brother is planning to open a third Bueno y Sano in Burlington, Vt.

The business has opened the door to community service for Lowry, who began working with local nonprofits, initially providing fundraising dinners. He now sits on a number of local boards, including Northstar: Self-directed Learning for Teens, Big Brothers Big Sisters, and Hampshire Health Connect.

Even with so much on his plate, Lowry maintains a laid-back view of the world.

“I have it pretty good because I have a great staff,” he said. “I’m not a slave to my places.”

Looking ahead, Lowry said he hopes to maintain that peace of mind, and to keep having fun at work. That said, Lowry is still one of the busier ‘Type B’ personalities you’re likely to meet.

“People who know Bueno y Sano know I’m hard to find,” he said. “I’m usually out finding some other crazy project.”

40 Under 40 Class of 2007
Age 32. Founder and Owner of V-One Vodka

Paul Kozub was captain of the basketball team at Skidmore College.

A small forward, he could shoot a little (he scored 35 points in two different games while in prep school), but his forte was, and still is, defense. “I could jump pretty high, and I’m left-handed. Most people shoot right-handed, so when they get in the shooting position, my hand is right there,” he explained. “So I was often called on to try and shut down the other team’s top scorer.”

More often than not, he did. And he believes his exploits on the court have helped him achieve success with one of the Pioneer Valley’s more intriguing entrepreneurial ventures — a vodka label, V-One, that started in his bathtub, was perfected (and is now produced) in Poland, and now adorns shelves in liquor stores and bars across Western Mass. and one region in California.

“Having an attitude of not being afraid of the big guy has definitely helped me,” he said, drawing a direct parallel between the taller players he defended in college and the giants in the vodka business. “Companies like Grey Goose and Belvedere have all this money to develop and market their product; how the heck am I going to compete with that?

“I’ve competed by just not being afraid.”

This ‘no fear’ approach should serve Kozub well as he prepares to take the training wheels off a business he has grown through small, measured steps. He recently hired his first full-time employee, a salesperson who will help the company penetrate the Connecticut market and move on from there.

The addition to the staff should also help relieve some of the burden from Kozub’s shoulders. He has been a virtual one-person show since launching V-One in late summer 2005, and still services some 300 clients personally. That doesn’t leave much time for things outside work, but Kozub makes time for his church, a few men’s basketball leagues, and 13 nieces and nephews.

They were all in attendance at Uncle Paul’s wedding on Cinco de Mayo — he took that day off, but the honeymoon will wait until the winter, when the vodka business slows down — an event that no doubt featured some seriously good martinis.

40 Under 40 Class of 2007
Age 34. Director of Branding and Licensing, Spalding

Christy Hedgpeth says she has a sports analogy, or lesson, for almost every occasion, including just about every business situation she finds herself in.

And she should. She has played basketball professionally for the Seattle franchise of the American Basketball League and, in fact, played a lead role (manager of player development) in getting that pioneering league off the ground. And she was the starting shooting guard on a Stanford University team that went to two Final Fours and won the national title in 1992.

Hedgpeth, director of branding and licensing for Springfield-based Spalding, has made endless references to that championship season, which provided countless lessons in teamwork, continuously striving to get better, and just plain old hard work.

“We had talent, but we also had great chemistry … we had five starters in double figures that year,” she explained. “But we were also incredibly well-conditioned. We paid our dues on the track in the summer when it was really hot. When games got tight, we knew we had an advantage because we had prepared more thoroughly than anyone else.”

Hedgpeth has been applying lessons she learned on the court, on the running track, and in the weight room (and encouraging others to the same) in a career that has effectively blended her areas of expertise — sports, marketing, and business. At Spalding, she wears many hats in her current role, and is essentially charged with ensuring brand consistency across all of the company’s businesses. Often, she works in concert with Dan Touhey, Spalding’s vice president of Marketing and another of the Forty Under 40.

Like Touhey, Hedgpeth is active in the community, donating time and energy to several causes and groups, especially the fight against breast cancer, which took the life of a friend a few years ago.

Hedgpeth said she will always have fond memories of that championship season, the other years at Stanford — including 1994, when she was team captain — her three years with the Seattle Reign, and even an ESPY nomination in 1993 for best women’s player of that season. But the memories are just part of the equation.

There are also the lessons — especially those about working with others to clear hurdles and achieve common goals. Like the memories, her championship ring, and that piece of net she cut down that April night in 1992, she’ll have those forever.

40 Under 40 Class of 2007
Age 31. President and Founder, Atalasoft Inc.

Bill Bither says he doesn’t really have anything he’d call “free time,” just time spent doing many different things.

When he’s not running his software development firm, Atalasoft, in Easthampton, which is growing at an astounding rate of 75% annually, he’s working to recruit technology talent to Western Mass. through his involvement with the Regional Technology Corp. He’s also a prolific blogger at BillBither.com, and encourages the practice among his employees.

But Bither isn’t always chained to his keyboard; he’s also a competitive cyclist who commutes to work by bike, and celebrates a healthy lifestyle within his company, too; Atalasoft’s team meetings are often held in motion on nearby bike paths.

“Sometimes I need to come up for air,” he joked, adding quickly that any down moments are usually spent with his family — his wife Kim and two children, Abriana and Alex. “I just love them, and having two young children to play with is a blast.”

Bither moved to Western Mass. after graduating from Rensselaer Polytechnic Institute with a degree in Electrical Engineering. He started his career at Hamilton Standard, but as a side project began developing a software application called EyeBatch, which processes several images at one time, often for use on the Web.

He said EyeBatch began to generate a nice side income, which in turn motivated him to start his own business. Now, Atalasoft sells six core products worldwide and employs 15 people. Bither expects that number will be closer to 100 in just a few years.

“That’s all organic growth — we hire people as we need them,” he said.

The fast pace at which Atalasoft is evolving has also allowed Bither to make philanthropy a major part of his business. After losing his father to brain cancer, he and his family became involved with BrainTrust, a nonprofit organization focused on improving the quality of life of those with brain-related conditions. To give back, Bither donates 100% of the profits of EyeBatch to the group.

“They offered my family a lot of help, and BrainTrust is a small charity, so it really benefits,” he said.

And, it’s just one more way Bither stays busy — a business owner, bicyclist, blogger, and now, benefactor, as well.

40 Under 40 Class of 2007
Age 28. Attorney, Lyon & Fitzpatrick LLP

With degrees in Political Science and Law — and experience campaigning for political candidates in Massachusetts — Michael Gove is enthusiastic, to say the least, about politics. Just don’t ask him to run for office.

“I’ve always been a big believer in the political process, and I’ve always had a blast campaigning,” he said. “There are so many issues out there that can only be resolved through the political process, so it’s important that people stand up and tell the people representing them what they believe.”

That said, “I could see myself on a board of selectmen, something small, but wouldn’t want to be governor. I don’t like the horse trading, or trading away my principles and making compromises. I’d rather focus on an issue I believe in and work for that.”

In many ways, Gove is working for the public right now, one person at a time, as an attorney with Lyon & Fitzpatrick LLP who specializes in business law, estate planning, and housing law.

“I originally wanted to be a prosecutor,” he said, “but I found I really enjoyed working with people planning ahead for things” — a job description that ranges from helping businesses plan 10 or 20 years down the road to making sure young couples with children plan a secure future for their family, or helping senior citizens protect assets when preparing for nursing-home care.

Gove is planning on a larger scale, too. A member of the Pioneer Valley Planning Commission, he was asked by PVPC Director Tim Brennan to co-chair the Valley Development Council, a board hard at work on Valley Vision II, a comprehensive land-use plan for the region.

“It’s a huge project, and it has taken two years to get to where we are now,” Gove said. “We’re going to urge the commission to support it and push principles of smart growth, energy conservation, mixed-use buildings, mixing residential and commercial building, and mass transit.”

The first Valley Vision endeavor, he said, was released several years ago and then “left to collect dust.” The current council intends to make the second effort a living document, to be updated as the years go by.

After all, to succeed in the future, you have to work at it now — whether you’re a politician, a city planner, or a retired grandmother who doesn’t want to lose her life savings.

Cover Story
Age 39. Director of Sales, WMAS AM/FM Citadel Broadcasting

Craig Swimm didn’t see it as a step backward.

Well, OK, from an immediate salary standpoint it certainly was, but not, in his mind, from a career development viewpoint or from the perspective of what was best for his family — although he was more than a little worried about what his wife, Sigrun, would say or do when he told her the news: he was leaving a position as a warehouse supervisor, delivering refrigerators for the old Lechmere store in Springfield, to do sales and marketing for radio station WARE.

He recalls her saying, “what have you done?!!” or something to that effect.

By Swimm’s estimations, he was taking a $25,000 pay cut to do something he’d never done before. But he was nothing if not confident — and adventurous. And he never looked back. Nor, apparently, did Sigrun, an Icelander whom Swimm met while stationed at Keflavik Air Force Base during Operation Desert Storm.

The Swimms and their daughter, Sonja, make at least one trip to Iceland a year — Christmas, Easter, or both. This year, it was Easter, a trip Swimm was looking forward to after another hectic year balancing his duties as sales director of WMAS AM and FM and community work that includes work on the boards for FutureWorks and the Salvation Army.

He told BusinessWest that he enjoys sales, and that when it comes to selling media, he gets an education in how businesses across virtually every sector operate, and how advertising helps them get their message across. And in the ‘life-is-ironic’ category, he remembers applying for a job selling vacuum cleaners at Lechmere, but being told that he didn’t have the personality for sales.

When asked about Iceland, Swimm said it’s a place everyone should put on their ‘must-visit-someday’ list. “It’s a wonderful country,” he said. “It’s extremely clean … there’s no pollution, and the people are incredibly friendly.”

That said, he advises visitors to be aware — and maybe wary — of one of that country’s traditions: an offering to a houseguest of a little vodka (from the freezer) and a large bite of shark meat.

“The vodka’s OK,” he said, “but the shark is the most horrible-tasting thing you can possibly imagine.”

Cover Story
Age 26. Senior Marketing Manager, Eastfield Mall

While the rest of New England was slogging through a long, cold winter, Jillian Gould was building a beach.

Sure, the 400-square-foot sandbox was inside Eastfield Mall in Springfield, and there weren’t any splashing waves, but that didn’t matter to the children on winter break who got a chance to escape the chill, if only for an afternoon. And if it got their parents into the mall, then Gould — the facility’s senior marketing manager — was pleased about that, too.

“It’s gratifying when we do things for families,” she said. “We really gear many of the events for children, but we involve the whole family, and we love to see the joy the kids have when they come here.” The sandbox, beach toys, dancing, and ice cream-eating contests of February’s nine-day beach blowout fell into that category.

Gould, at 26 one of the youngest members of BusinessWest’s inaugural Forty Under 40 club, has come a long way with Eastfield Mall since interning there in 2001. She was hired as marketing manager in 2004 — “I was looking for a new job, and we had kept in touch” — and promoted to senior marketing manager in 2006, overseeing marketing efforts for both the Boston Road complex and the Eastern Hills Mall in Buffalo, N.Y. And that means keeping track of mall traffic and helping to develop events and campaigns to keep it flowing.

“I like how often this job changes,” Gould said. “Every week, we’re doing something different, so it never gets monotonous. And I like to work with the creative people who put together our print ads and television commercials.”

In fact, working with other business people has become a particular interest for Gould, who co-chairs the Boston Road Business Assoc., in addition to a slate of other activities with the Affiliated Chambers of Commerce of Greater Springfield, the Ad Club, and other networking groups. Starting in March, she headed up the Eastfield Mall team for the ACCGS’ Total Resource Campaign, an annual effort to increase awareness of and membership in the chamber.

Staying that active is no walk in the park. But it’s sometimes a walk on the beach.

“The beach week isn’t something you see every day,” she said. “Kids stayed for hours, while the moms got to talk to other moms” — and spend money in the stores, of course. It’s not all fun and games, after all.

Cover Story
Age 30. Head of School, Academy Hill School

Jake Giessman has always been a thinker. Now he’s a doer, too.

“I had intended to become a professor of philosophy,” he said, “but I think at some point in my education, I began to feel like I had answered a lot of the questions I had about life and the world, and I wanted to move toward a more practical task.”

Did he ever. When he and his wife moved from Missouri to Western Mass. in 2001, Giessman took a job teaching fifth and sixth grade at Academy Hill School, a Springfield-based facility for gifted children. He eventually spearheaded a campaign to expand upon the elementary-school program by adding a seventh and eighth grade as well, and by last year he had risen to the rank of head of school — all before age 30.

He qualified his use of the word “practical,” however. “Working in this school is not really a daily grind. We’re doing a lot of thinking and questioning, and the kids do that, too. But having this job has been an extraordinary opportunity for me to learn about business, organizational management, communications — things that hadn’t been part of my background. I’ve easily learned more in my time at Academy Hill than in all my formal studies.”

Giessman’s a big believer in private-school education in general, with its small class sizes and freedom from public policy and standardized testing, but especially proud of Academy Hill’s constituency. “We serve kids who are really good at learning and really motivated. It’s a building filled with adults and kids who are excited and skilled at the enterprise of education, and that in itself allows us to achieve more than even other independent schools.”

With degrees in Philosophy and Environmental Studies — the latter emphasizing policy and moral philosophy surrounding environmental issues — Giessman says he wanted an education that shaped his values and way of thinking about the world.

“There are thinkers, and there are doers,” he said. “At a very early age, I felt it was important to do my thinking before I started doing my doing. So many people start down career paths and at some point look back and realize they haven’t answered fundamental questions about their beliefs, goals, and values that drive them in their work life.”

Giessman isn’t saying he has all the answers. But if he needs any, he has plenty of smart kids to ask.

40 Under 40 Class of 2007 Cover Story
Age 37. Vice President of Operations and Facilities Management, Cooley Dickinson Hospital

Richard Corder has spent the past few years leading two major construction projects: a $50 million expansion of Cooley Dickinson Hospital — and a tree fort he is building with his 10-year-old son, Harrison.

He is extremely proud of the fact that, with regard to the former (completed just a few weeks ago), he could consistently report that it was on time and on budget. And he’s equally proud that, when it comes to the latter (still ongoing), he can say neither. “There never was a schedule, and there never was a budget, which is good, because having either would take a lot of the fun out of it.”

Corder has managed to pack several different kinds of fun into his balance of life and work since he came to CDH as director of Guest Services in 2000, and has since been promoted twice. A native of Nottingham, England who immigrated to the U.S. in 1993 and spent many years in the hospitality sector before seguing into health care, Corder likes brewing his own beer, collecting and drinking fine wines, cooking, arranging flowers, and sailing, which is one of his few regrets about relocating to the Northampton area. “I can only do it maybe once or twice a year.”

Being farther away from the ocean than he would like is about the only thing Corder can complain about these days. He’s enjoying every aspect of being a husband and father of two, and has found a great measure of fulfillment in his work at CDH, especially the expansion project, which he called a career milestone.

Actually, he summoned a good number of adjectives to describe the massive addition, planning for which began soon after he arrived at the hospital. “When I look back on my career thus far, it’s probably been one of the most exciting, rewarding, challenging, frustrating, joy-filled, professional endeavors I’ve been involved with.

“To have been permitted this opportunity is something I’ll never forget,” he continued. “I’ve learned a lot personally, and we’ve learned a lot as an organization.”

As for the tree house … “my wife was walking around for a year saying, ‘I could have bought a new couch,’” he joked. No word yet on when it will be completed. As he said, there’s no timetable, and he likes it that way.

40 Under 40 Class of 2007
Age 34. Executive Officer, Springfield School Volunteers

Faith. That’s what Denise Cogman says moves her forward in life, and is what gives her strength in her position within the Springfield School system, managing close to 3,000 volunteers and enriching the lives of the city’s many students.

A little faith also went a long way when Cogman began searching for a career; she said the path she embarked on was markedly shorter than she expected it would be. As a student of social work at Western New England College, Cogman said she was in the midst of a hectic senior year — completing an internship advocating for homeless families, studying for final exams, and serving as a resident assistant.

“One day, mock interviews were being held on campus, and it reminded me that I needed to get my résumé together,” she said.

Cogman went to WNEC’s career services office with a simple request — “help me?” — and got more help than she’d bargained for. A staff member noticed Cogman’s internship scribbled among the notes she’d brought along, and said she’d just gotten a tip about a position with similar responsibilities within the Springfield school department.

“She just got on the phone, and the next thing I know, I have a part-time job in the homeless tutorial program,” said Cogman. “I still didn’t have a résumé, though.”

She excelled in the part-time position, and was offered a full-time program-manager job soon after. Just last year, the executive officer position opened up, and Cogman submitted her now-completed résumé.

It’s a position with many diverse responsibilities; Cogman is charged with developing an annual plan for school volunteers, managing the department’s budget, and spearheading recruitment initiatives. A current goal is to increase diversity among her volunteers, in order to better mirror the constituency her department serves.

“That’s one goal we’ve really worked hard on, reaching out to African-American and Latino communities,” she said.

Cogman still marvels at how quickly her career track has moved along, but added that a position in education is a good fit for her personal values.

“I’m a Jehovah’s Witness, and that’s a big part of what we do — teach people,” she said. “When I want to share something about myself, I always return to that. Faith and family — that’s who I am.”

40 Under 40 Class of 2007 Cover Story
Age 34. Assistant Vice President

Her maiden name is Liptak, and Amy Caruso has dedicated herself to living up to it.

In the Westfield area, she explained, the name Liptak, with its mere mention, brings large doses of history, tradition — and expectation for service to the community. Indeed, her grandfather, Louis Liptak Sr., was the long-time director of a city landmark, Stanley Park, who also donated time and energy to numerous groups and could be counted on to play Santa Claus every year at gift-distribution programs for needy families. Countless other members of the family have given back in a number of ways, including Caruso’s recently deceased second cousin, Adam Liptak, who was a long-time city councilor, Kiwanian, and, coincidentally (or not), another Santa Claus.

Caruso played the flute at his funeral service in March — she’s been an accomplished flautist for many years — but she’s honored her cousin and her family name in many other ways. Now an assistant vice president in MassMutual’s Financial Products Division, Caruso donates time to several groups and causes, always with the goal of doing what her former boss and mentor, the late Richard Stebbins, longtime president of BayBank, told her to do. When contemplating how to give back to the community, he said to find ways to make an impact.

“He told me I could either do a lot of little things or a few big things that would make a difference,” she explained, adding that she is attempting the latter though involvement with such groups as the Hampden Hampshire Housing Partnership (HAP), which she serves as a Fund Development Committee member.

In her capacity at MassMutual, Caruso is a compliance officer and oversees new product launches. She joined the company in 2000 as a participant in its Executive Development Program, rotating through various marketing, sales support, and operations roles in Retirement Services, Disability Income, the firm’s broker-dealer, and Annuities.

During that progression, and at previous career stops at Baybank and Sovereign Bank, she always found time to get involved with such groups as the Springfield Symphony Orchestra Marketing Committee, the Brightside Angels, the Westfield Community Band, the Western Mass. Chapter of the Hugh O’Brien Youth Foundation, the YMCA of Greater Springfield, and many others.

Needless to say, Louis Liptak Sr. and Dick Stebbins would be proud.

Cover Story
Age 32. Director of Marketing, Fathers & Sons Inc.

She calls it the “convertible bra.”

Kim Cartelli Matthews started conceiving it while attending the Fashion Institute of Design & Merchandising in Los Angeles in the early ’90s. Simply put, it’s a bra with straps that can be adjusted to accommodate a variety of tank top neck designs. There was nothing exactly like it on the market when Cartelli Matthews — who once fashioned bra straps out of mint dental floss to resolve one wardrobe challenge she encountered — first proposed the concept before members of an entrepreneurship class. And there still isn’t, although she’s working on it.

But the drive to bring the bra to market has taken a back seat to Cartelli Matthews’ work with the family business, luxury car dealer Fathers & Sons Inc., for which she serves as marketing director, and also to her extensive community work, which includes service with groups ranging from the United Way to the American Heart Assoc.

Cartelli Matthews appears in many of the dealership’s radio ads, identified as “the daughter at Fathers & Sons.” Those are words she never thought she would utter when she was younger. “People kept asking me if was going to work for the family business,” she recalled. “I always said, ‘hell, no!’”

But when her father, Robert Cartelli, asked if she would help out with marketing and facilitate the company’s move into its new dealership on Memorial Avenue in West Springfield in 2002, the answer was ‘yes.’ And that was the same reply she gave her father a few years later when he made a counterproposal after one of the designers Cartelli Matthews was working with to bring the convertible bra to the marketplace offered her a job in New York.

‘Yes’ has also been the common response when she’s been asked to serve area non-profits. One of her current, and more exciting, assignments has been with the United Way to help it launch the “Young Leaders Society,” which is being created to identify the next generation of business and civic leaders in Western Mass.

Probably the only time Cartelli has said ‘no’ lately was when asked if she had given up on the convertible bra.

“I’m still trying,” she explained. “It was a great idea then, and it’s a great idea now. I just have to make it happen.”

Cover Story
Age 34. Vice President of Marketing and Community Relations, United Bank

Dena Hall describes efforts to meet the many demands of her job, while also making time to give back to the community, root on the UMass men’s hockey team (she and her husband, Eric, have season tickets), and walk the couple’s boxer, Crickett, as the quintessential balancing act.

And it’s one that will soon add another, very challenging dimension: she and Eric are expecting their first child in about four months.

But Hall has always displayed a real talent for multi-tasking (she majored in Journalism and minored in History at UMass) and also for setting and meeting goals. One she put down years ago was to be a senior officer at a major bank. She accomplished it at age 32 when she became vice president of Marketing and Community Relations for United Bank, the federally chartered stock bank based in West Springfield that recently reached a key industry benchmark — $1 billion in assets.

As the title would indicate, there are two distinct aspects to Hall’s duties, and both involve putting the bank’s best face forward. She handles the institution’s marketing budget, and also manages the Investor Relations program for United Bancorp, the holding corporation for the bank. She also serves as president of the United Bank Foundation, which currently awards more than $200,000 annually to area nonprofit agencies and community-based organizations.

Hall is quite familiar with many of them.

She is on the board of directors of the Business Friends of the Arts and the Westfield Boys and Girls Club, while her husband is on the board at the Greater Westfield YMCA, and she’s become involved with that organization. Hall is also a member of the board of directors of the Springfield Chamber of Commerce and the board of trustees of Noble Hospital, and is an active member of the Greater Springfield area Funder’s Forum.

With one key career goal already met, Hall jokes that she has a new one already in the formative stage: to retire in a fashion similar to her predecessor at United, Jack Briggs, now criss-crossing the country with his wife in an RV.

Fortunately for the Pioneer Valley and a host of area nonprofit groups to which she donates time and energy, that day is a ways off.