Home Articles posted by George O'Brien

Car Makers, Dealers Motivated to Shake Off Slow Start to 2026

By
Autos

Gearing Up

It’s called a ‘20 Group.’

It’s a collection of 20 non-competing auto dealers with similar business models who gather several times a year to exchange ideas and share best practices.

Carla Cozenzi, president of the Hadley-based TommyCar Auto Group, attended a session recently in Cedar Rapids, Idaho. And before that, she was at another conference, ASOTU CON (Automotive State of the Union) in Baltimore. There were packed agendas in both cases, she said, with discussions on everything from AI and how the industry is using it and can use it (see related story on page 15) to the somewhat sluggish start to the year for the auto industry — and the reasons behind it.

And those reasons are many, including everything from a brutal winter in many regions, including New England, to global tensions and economic uncertainty; from the high cost of new cars, trucks, and SUVs — the average sticker price is now close to $50,000 — to soaring gas prices.

Collectively, these factors contributed to a flat start, a few percentage points off last year’s pace and what was projected for this year, and some minor shifts within the market — from a slight uptick in car sales (although SUVs still reign supreme), in a nod to those soaring gas prices, to continued high demand for used cars, a response to those high prices for new models.

Carla Cosenzi says that, unlike the industry as a whole, TommyCar Auto Group is off to a solid start in 2026.

“Overall, automotive is down slightly from last year,” said Cosenzi, adding quickly that her group is bucking that trend, up a few points. “And there are many reasons why … the overall state of the economy, what’s happening in the world, all the talk on tariffs, the cost of vehicles, and the rising cost of living.”

As the calendar turns to June and the sales season heads into high gear, pun intended, dealers are optimistic that this year will get back on track, especially as manufacturers respond with attractive incentives designed to move hesitant consumers to action.

Ford is leading the way with the return of employee pricing for May and June, a strategy deployed by various manufacturers during other slow times. It’s an attractive incentive that is already moving the needle, said Mike Marcotte, president of Marcotte Ford in Holyoke.

“It’s a substantial saving for the customer,” he said, adding that the program covers almost the full lineup, including trucks and transits, and was designed as a way to mark the nation’s 250th birthday. “The message has been out there, and it’s created more online traffic and more traffic in the dealership, especially with the nicer weather.”

Meanwhile, other makers are introducing less splashy, but still effective incentives, including attractive lease deals and lower financing rates, designed to make monthly payments more palatable.

“Overall, automotive is down slightly from last year. And there are many reasons why … the overall state of the economy, what’s happening in the world, all the talk on tariffs, the cost of vehicles, and the rising cost of living.”

“Employee pricing is basically the best you can get,” said Alex Balise, director of Corporate Strategy for the Balise Auto Group, which includes a few Ford dealerships. “Most of the manufacturers, though, are taking a targeted approach, offering different incentives based on supply and demand. They’re not just tossing incentives out there … they’re being strategic and going model by model, which makes sense.

“Depending on the model, it might be a low APR or a special rebate,” she went on. “They’re doing what they can do address the needs of each model — which makes it a good time for customers.”

Overall, summer is generally a good time for the industry, between the better weather, longer sales days, people with time on their hands, and sometimes the need to ramp up and get into something new for the family road trip vacation. And with initiatives in place to drive sales and leases, those we spoke with are projecting that the industry’s overall performance should move into a higher gear over the coming months.

“We’re optimistic, based on the last few months, that things will stay steady through the summer,” said Balise, adding that, after a solid May, the company is on roughly the same pace it was last year.

Driving Forces

As he talked about the start to the year and the outlook for the second half of 2026, Marcotte said it seems that dealers are always

Mike Marcotte says Ford’s employee pricing offer during the months
of May and June has already had an impact on sales.

coping with different challenges, many of which are unforeseen.

In his case, it’s slightly lower inventories for the popular Ford F-150 pickup due to supply issues impacting manufacturing. But the dealership is plowing through, he said, moving that model at a faster pace than last year. Meanwhile, SUV sales have remained strong, despite the higher gas prices, and commercial sales have followed up a strong end to 2025 with continued solid performance.

Still, affordability is an issue with many consumers, he said, adding, as others did, that employee pricing and other incentives are designed to make the lift somewhat lighter for consumers.

And in the meantime, cost-conscious consumers are looking at more affordable options, including everything from longer financing terms — up to 84 months, in some cases, to keep the monthly payment affordable — to traditional cars, which have certainly taken a back seat in recent years to the SUV.

“They’re selling now because of the cost and gas prices,” Balise said. “There aren’t many [models] left, but the ones that are there are selling. If you’re looking for a lower price point for a new vehicle, that’s where to find them.”

This explains improved sales of Camrys and Corollas at the group’s Toyota stores, she said, adding that it’s the same with other makers still offering cars.

But SUV sales remain solid, especially those vehicles at the smaller end of the spectrum, those that get better gas mileage, those with hybrid options, and those that offer a lower price point, said Cosenzi, adding that, across the board, car makers are motivated to help consumers get into new vehicles.

“They’re not just tossing incentives out there … they’re being strategic and going model by model, which makes sense.”

“Manufacturers are stepping up in a really big way to make vehicles more affordable for customers again,” she told BusinessWest. “We’re seeing some of the most aggressive incentives and APR offers that we’ve seen in a very long time.

“That’s helped us bridge that gap,” she added, noting that the incentives have helped push consumers over the top when it comes to a decision on buying or leasing something new. “We’ve reached out to customers and put them in better positions and educated them on how we can help them.”

Elaborating, she said these incentives, many of which have been in place for months, have helped TommyCar move ahead of the sales pace set last year at most of its dealerships.

“Our Hyundai store is up more than 8%, our Nissan store is flat, Genesis is up 16%, and our Volkswagen store is up just slightly,” she noted. “So, overall, as a group, we’re up.”

She attributes this to several factors, but especially close customer connections — letting them know about new incentives, vehicles they might be interested in, programs to purchase their used vehicle, and more — that create opportunities.

And there remains strong interest in used cars, especially with the high prices of new vehicles, Cosenzi said, adding that dealerships are looking for cars in what would be called the ‘affordable’ category — quality used cars in the $25,000 to $30,000 range that provide an attractive option to new — and target people with them, to both secure more inventory in that column and put their previous owners into something new.

“That’s a customer life cycle that has made us so successful in the first half of 2026,” she said, adding that such strategies address consumers in both categories.

Fueling Speculation

Meanwhile, the higher gas prices are prompting some movement, or at least some looking, in directions other than the mid-size and large SUVs that have captured the attention of the buying public.

“Gas prices are impacting some of what people are looking for,” Balise said, adding that the surge at the pump has prompted immediate discussion about changes in buying habits, if not immediate action.

“It’s on their mind,” she went on. “People are thinking, ‘am I going to get a truck or an SUV? What’s the gas mileage on it? Is there a hybrid option?’”

Cosenzi agreed. “Our customers have become accustomed to and feel safe having an SUV,” she told BusinessWest. “However, as soon as we see that gas threshold increase to what we’re seeing now, we do see interest in EVs and compact and subcompact SUVs, and we see demand for those vehicles increase.”

Balise said there is a still a strong market for electric vehicles, despite an end to federal incentives, with manufacturers offering their own rebates to move inventory off the lots.

“The people who want EVs are still coming in for EVs,” she noted. “The people who were on the fence … with rebates not being as strong, they’re more likely to consider hybrids. People are still buying EVs, and it helps that the OEMs are offering their own rebates to offset the loss of federal incentives.”

Overall, inventories of vehicles in nearly every category are much improved over just a few years ago, although they’re still not back to pre-COVID levels in many cases, area dealers report.

“It’s a healthier supply-to-demand ratio,” Balise said, adding that, for the most part, there aren’t too many cars on the lot, just a good number that mostly eliminates the need for customers to wait for what they want or settle for less.

“There are multiple options available — it’s not getting on the list for the next one that comes in, necessarily,” she noted, adding that this is yet another reason why it’s a good time to be buying or leasing.

Looking ahead, those we spoke with said the second half of the year — and especially Q4 — is typically better than the first half, and they are expecting that trend to continue in 2026, as various driving forces collaborate to prompt consumers to act.

It should make for some interesting talking points at the next 20 Group meeting. 

Auto Dealers Are Finding New, Creative Uses for AI

By
Autos

 

Driving Change

As he talked about artificial intelligence (AI) and how it’s being used by the auto sales industry, Rob Pion chose to first discuss consumers — and the modern shopping
experience — in general.

“It’s a 24/7 world — we’re an immediate society; people don’t want to wait for the next business day for anything,” noted Pion, president of Bob Pion Buick GMC in Chicopee, the dealership started by his grandfather. “It’s 2 in the morning, you wake up and say, ‘shoot, I forgot to order ‘X,’ you jump on Amazon, order it, and it’s there before you wake up in the morning or the next day.

Rob Pion says AI has helped auto dealers better serve customers in a 24/7 world.

“People expect that out of everything,” he went on, adding that this includes cars, trucks, a part, or a service appointment. In short, customers are looking for information and insight — and in many, if not most, cases, they don’t want to wait until the next day for the answers.

And that’s one way dealers are using AI, Pion said — to chat with customers, answer questions, and collect some leads at all hours of the day.

“At least we have someone, or something, responding 24/7 to customer inquiries and concerns,” he explained, choosing those words carefully and then noting that AI is a way for dealers to meet consumers where they are, on their schedule.

But providing answers to questions on lease rates at midnight is just one of the ways auto dealers are putting AI technology to work. Others include everything from finding answers for technicians in the service bay to slicing through the remarks in customer reviews to find common threads, to finding holes in service schedules — and filling them.

“We always read through reviews, but you don’t always catch the themes as they come in,” said Alex Balise, director of Corporate Strategy for Balise Auto Group. “I’ve been using AI to read our reviews for the past three months and tell us key themes so we know what customers appreciate and where we can improve. A one-off review doesn’t necessarily tell you what the real experience is, but, looking at the themes, you can see that wait times have become an issue at this store or they really like the muffins at Balise Subaru in Hadley, so we should keep those. AI can tell us that.”

And it can do many other things, such as providing help with pricing to analyzing inventory to helping make sure the dealerships are carrying the right mixes of vehicles, said Carla Cosenzi, president of TommyCar Auto Group, noting, as others did, that the technology is certainly not intended to replace the human interaction that has marked this industry from the very beginning, or replace people.

“We want to use AI to make us a better resource for the customer and make sure we don’t lose that human interaction that we pride ourselves on here.”

“We use AI a lot,” she explained. “We’re a very customer-centric and community-focused dealer group, so we want to use AI to make us a better resource for the customer and make sure we don’t lose that human interaction that we pride ourselves on here.”

For this issue and its focus on auto sales, we look at the various ways AI is being used today, and how it might be used in the years to come.

Speed Thrills

Like most other industries, the auto sales and service business is really only beginning to tap into AI and its vast potential.

Indeed, those we spoke with said that, while many different uses have been found for the technology, there are many others still in the developmental stages, with testing ongoing. But already, individual dealers and larger groups have been successful in developing strategies for using AI in everything from sales to marketing to service and using the technology for what it was designed to do — creating efficiencies while allowing employees to do what they do better and make more efficient use of their time.

And in many cases, time is what is being saved — for those working at the dealership, and for customers as well.

“AI gives customers really quick, personalized, and smarter responses with transparent pricing, and it gives them a quicker transaction time,” said Cosenzi, citing the example of a customer looking for information online. 

“If a customer wanted a price on leasing a Nissan Rogue and sent in a quote to our internet department … before, our internet department would have to go to the sales managers and get information from them to properly quote the vehicle if they wanted a lease or different financing options,” she explained.

“But we have new software and AI that enable us to get right back to a customer in under five minutes and give them a completely transparent quote that gives them all the options they need, whether that’s purchasing, financing, options for different money down, for different financing institutions — all in less than five or 10 minutes. Before AI, it might have been 20 or 30 minutes.”

Balise agreed, and offered another example, this one in the service bay.

“A lot of the manufacturers have added AI support,” she explained. “So when a technician is working on something and has a question, their AI guide can help finish the repair sooner than if they had to call a support line and wait for an answer. That’s been a big help with making a repair time faster; AI can read their whole manual, which could be hundreds of pages, and spit back the specific instruction needed for that repair.”

Using AI to sift through customer reviews also saves time, Balise said, noting that employees would spend hours reading through the responses looking for common themes and issues to address. “AI can do it five minutes and give us action items that can make a real difference in the customer experience.”

Beyond saving time, AI is also helping dealerships be more efficient with everything from how they market their products and services to how they shape their inventories, Cosenzi noted, adding that new uses for the technology are continually being explored.

“It’s a 24/7 world — we’re an immediate society; people don’t want to wait for the next business day for anything.”

“We use it to match the right vehicle to the customer for their situation to help meet their goals and accomplish what they’re looking for, which saves them time,” she said. “We use it to price our vehicles in the market to make sure we’re the most aggressive and our customers are getting transparent, upfront, live-market pricing; we’re using it to help customers schedule appointments with us smarter and faster; and we use it to analyze our inventory so we’re carrying the right mix of what our customers are searching for.”

People Power

The overriding strategy is to put AI to work in ways that will enable employees to save time and put their energies in other directions, not put them out of work, said those we spoke with.

“We’re looking for where AI can make our teams more efficient so they can spend their time doing the human things we need them to do — connecting with customers,” Balise said. “AI should be an extra tool for our team. It’s not replacing people; it’s making them more effective in their jobs.”

Pion agreed. “We’re a ways from AI replacing people, especially in our business,” he said. “It’s a personal experience when you’re spending this kind of money, and people want to deal with people. I see AI as a way to communicate with people overnight, when I can’t expect someone to be doing that on my behalf. But there’s no replacing human interaction in a business such as ours.”

While AI is making its mark in the auto sales industry, those in the business say that, in many ways, dealers are only scratching the surface when it comes to this technology, what it can tell them, and how it can make their operations more efficient.

Right down to the muffins at the Subaru dealership. 

As It Turns 100, Rocky’s Continues to Grow, Adapt

By
Building Trades Cover Story

Marking a Milestone

Johnny Falcone (left) and Rocco Falcone

For the Rocky’s Ace Hardware chain, there are many numbers of significance to consider.

Let’s start with 100. That’s the round-number anniversary the family business that started in downtown Springfield is celebrating this year.

But there’s also 52 — the number of stores in the chain. (It was 50 before two recent additions in Kennebunk, Maine and Manchester, Conn.) And also nine, the number of states in which you will now find the Rocky’s chain — five of the New England states (there are none in Vermont) as well as Ohio (which boasts 10 stores), New Jersey, Pennsylvania, and Florida.

There’s also the number four, connoting the number of generations of the Falcone family that have been involved with managing the chain, with the fourth being led by John ‘Johnny’ Falcone, who carries the all-encompassing title of ‘director of growth.’

“In our industry, there are a lot of senior folks like myself who don’t have families ready, willing, or able to take on the family business.”

Indeed, quite a bit goes with that designation, especially the numbers just mentioned and what they will be in five, 10, or 20 years.

There has been a wave of consolidation in the hardware business over the past few decades as the small, independent store that almost every city or town could boast has given way to larger chains, especially as Baby Boomers, many with no succession plans in place, moved into retirement, a process accelerated, in many cases, by COVID.

Instead of cutting a ribbon, officials chainsawed a board to mark the opening of the Rocky’s in Manchester, Conn, one of the latest additions to the chain.

“In our industry, there are a lot of senior folks like myself who don’t have families ready, willing, or able to take on the family business,” said Rocco Falcone II, third-generation owner of Rocky’s and the one who has been instrumental in much of the company’s expansion, even if he didn’t take the same title as his son. “So we’re still seeing opportunities for acquisitions for that reason.”

Beyond growth in the number of stores, the company is looking ahead to the next 100 years, with an eye toward anticipating and embracing change, and keeping its focus where it has always been: on the consumer.

“Every decision we want to make is with the consumer in mind,” Johnny said. “We think about our customers and the options they have when they want to buy. When we look at growth for this business, it has a lot to do with allowing the customer to choose the method with which they want to buy that item or help them with their project — whether that’s buying in store, online, on a mobile app, through third parties like DoorDash, or other apps that are out there — and then meeting them in the method they want to receive that product, whether it’s picking it up themselves, having someone deliver it, or having someone assemble it for them.

“It’s really reinventing what convenience means,” he went on. “Fifteen or 20 years ago, convenience meant a neighborhood hardware store; today, convenience means so much more when it comes to technology, especially with how consumer behavior has changed. So for us, every one of our decisions is made with the customer in mind; we’re working hard at redefining what convenience looks like in the digital world.”

“Every one of our decisions is made with the customer in mind; we’re working hard at redefining what convenience looks like in the digital world.”

For this issue, we take an in-depth look at the first century in the history of the Rocky’s chain and what will come next for what can only be called a retail institution — in this region and now far beyond it.

Changing with the Times

For those not familiar with the Rocky’s story — and by now, most are — it begins in 1926, when Rocco’s grandfather (also named Rocco), who saved some money while selling newspapers in front of the Paramount Theater and, later, working at Zundel’s Hardware in downtown Springfield, decided to go into business for himself.

Equipment and tool rentals were a big part of the Rocky’s success formula for decades.

He started with a small hardware and tool rental business, with the latter half thriving because, at that time, many people could not afford to own equipment.

The company remained on Main Street for decades, but as the population moved out from downtown (and in many cases out from Springfield), the company went with it, eventually adding hardware and rental locations in other parts of the city, such as Breckwood Boulevard, before moving its headquarters and flagship hardware store into a former sawmill on Island Pond Road in the ‘60s. 

In the ‘70s, the company, now under the leadership of Rocco’s father, Jim, expanded to a seven-store chain and joined the Ace Hardware cooperative to leverage national buying power. It also eventually eased out of the rental business while also adding paint and wallpaper, and transitioning into home centers, with lumber, building materials, kitchens, baths, doors, and windows — and larger stores to accommodate all that.

With the arrival in the ‘90s of Home Depot, which took much of that business, the company, now with Rocco at the helm, transitioned again, to maintenance and repair as well as lawn and garden supplies — and smaller stores, with the outside lumber yards on Island Pond Road and the Agawam store converted to garden centers.

“People will shop at Rocky’s not for price, but for value, and the combination of the national brands that we feature and the service, knowledge, and advice we can give. That’s a value that brings people back.”

This evolutionary process has continued, as has expansion of the chain across this state and into other states, with more of the same projected in the years to come as new opportunities continue to arise.

Rocco Falcone noted that there are still smaller, independent stores doing business, but far fewer than a few decades ago, especially in this region, which has seen many familiar names disappear from the landscape, with Manchester Hardware in Easthampton, which closed in 2021 after being in operation for 125 years, being one of the latest.

There are more independent stores in other regions and other states, he said, adding that Rocky’s will get calls on a steady basis gauging interest in acquisitions, and the company has let it be known that it’s interested in further expansion — if the fit is right.

“A good source of referrals are the owners of the stores we’ve bought,” he said. “That’s how we ended up with the store in New Jersey; a fellow from Pennsylvania said, ‘my buddy in New Jersey, who’s only 20 minutes away even though it’s in a different state, is ready to sell.’”

And while there are a few acquisition opportunities remaining in the 413, most of them are in other markets, Rocco said, citing those recent additions in Maine and New Jersey as examples of where growth is happening for this company.

“We want to fill in the map,” he told BusinessWest, referring to both gaps between states and gaps between stores in states where there is already a presence. “Between New Jersey and Pennsylvania and up the Connecticut coast is a great place to look; the I-91 corridor would be nice.

“There are still more opportunities in Worcester … we just can’t find good locations,” he went on, adding that the company’s longer-term goal is to cluster stores in the Worcester market, as it has in the 413, with locations in Springfield (two), East Longmeadow, Agawam, Westfield, South Hadley, and Ludlow. “We could have eight stores in that [Worcester] market, but we only have one or two now. And then we can move up the coast of Maine and into New Hampshire; there’s a lot of opportunity there.”

What’s in Store?

Johnny Falcone says Rocky’s continues to adapt to a changing retail landscape and “reinvent what convenience means.”

Continued growth makes sense for many reasons, especially the economies of scale that come with larger numbers, Rocco said, adding that, as with banks, insurance agencies, and other types of businesses, size is certainly an advantage.

Meanwhile, the company continues to adjust and react to that need to continually reinvent convenience, as Johnny Falcone described it.

That includes growth of the company’s online business, which includes the DoorDash option for smaller items and company-coordinated delivery of larger products like grills, serving as an effective complement to the brick-and-mortar stores, which will always be needed in this business.

“The retail space is not going away,” Rocco said. “The online component just brings the product closer to the customer rather than being in an Amazon warehouse 500 miles away.”

While coping with changes on the retail spectrum, Rocky’s, like all businesses, is adapting to a new workforce landscape as well. Indeed, while many young people are still landing their first or second jobs with the chain, many of those patrolling the aisles have gray hair, said Rocco, noting that this has been the trend over the past several years, especially at the company’s Florida stores, but also in other markets, including this one.

It’s a reflection of changing demographics — fewer young people — but also a desire among many seniors to stay active and remain in the workforce, often on a part-time basis.

“They don’t want to work full-time, they want a purpose, they want to come in and be helpful, which is one of our core values,” Rocco said, adding that these older staff members serve as mentors to the younger men and women learning the hardware business.

And many of those young people are staying with the company, he said, noting that, with 52 stores and growing, there are ample opportunities to advance and move into management positions.

 As for those core values, they are being re-emphasized and reinforced — such as at the company’s recent Leadership Summit at the Marriott in downtown Springfield — as Rocky’s turns 100. Other values, Johnny said, include ‘helpful,’ ‘responsible,’ ‘caring,’ ‘excellence,’ and ‘fun.’

That’s not an acronym, but rather an operating philosophy, he said, and one that separates the company from its competitors, especially the large, big-box variety.

“We all focus on ‘helpful,’ especially the customer-facing employees, as the most important value, because that’s really what sets us apart from our competition,” he told BusinessWest. “People will shop at Rocky’s not for price, but for value, and the combination of the national brands that we feature and the service, knowledge, and advice we can give. That’s a value that brings people back.”

As for the 100th anniversary, the company will be marking that milestone in many different ways, from a kickoff at the Leadership Summit to several ‘hometown days’ events coinciding with holidays this spring and summer, as well as a larger celebration in October, including promotional sales.

Mostly though, Rocky’s will be doing what it’s been doing for the last century — changing, adapting, growing, and, well… being helpful.

Great Barrington Remains a Seasonal Draw

By
Features Special Coverage

While soaring gas prices and the rising cost of plane tickets have most people seeing red, Betsy Andrus sees some opportunity.

Indeed, the exploding cost of traveling far away might prompt some people in this region to travel … well, maybe not so far, said Andrus, executive director of the Southern Berkshire Chamber of Commerce, adding that one community that stands to benefit from such a development is Great Barrington.

It already sees large numbers of visitors taking in everything from restaurants, clubs, and hiking trails to the Mahaiwe Performing Arts Center, an eclectic mix of shops, a few breweries, and a collection of art galleries. And the numbers could move higher, given current trends.

“Because of the price of gas and because of the way the economy is moving, for people to do lavish vacations and fly to Paris or whatever will be more difficult and expensive,” Andrus said. “Instead of spending $4,000 to get to the Caribbean, hopping into the car and spending a few dollars on gas going to the Berkshires seems like an easier choice.”

Great Barrington at a glance

Year Incorporated: 1761
Population: 7,172
Area: 45.8 square miles
County: Berkshire
Residential Tax Rate: $13.24
Commercial Tax Rate: $13.24
Median Household Income: $95,490
Median Family Income: $103,135
Type of Government: Open Town Meeting
Largest Employers: Fairview Hospital;
Iredale Mineral Cosmetics; Prairie Whale

* Latest information available

As noted, there’s always been plenty to do in this town, and now, there’s more, such as concerts and comedy shows at Barrington Hall, the reinvented former Chrissie Farm, which has become what its owners, Dan Baker and Daniel Latzman, expected it to become — a true destination.

Indeed, the new owners have added live concerts, comedy shows, lectures, family events, and more to the mix.

“We like to think of ourselves as a gathering space for the community,” Baker told BusinessWest. “We really try to be community-oriented, both with our public schedule and our private events.” 

As for that mix of stores and eateries, it’s in a seemingly constant of change, and even more so in recent years as many long-time store owners have moved into retirement. That was the case with the Gorhman & Norton package store, a Great Barrington institution that Robbie Robles has transformed into Robbie’s Community Market, another gathering place that offers fresh sandwiches and salads, brick oven pizza, live music Saturdays, and, as the name over the door suggests, community.

“I work hard on making this a quality place that you want to be in — you want to have memories there; you want to go back and have parties and events,” he said, adding that the word ‘market’ is meant to convey the more European definition of gathering place.

And then, there Tom’s Toys, another downtown Great Barrington institution that has been selling specialty items for three decades. Owner Tom Levin said he’s seen a lot of change over 30 years — in the toys that the public is buying at any given time, and in downtown Great Barrington itself.

“Change has been the one constant,” he said, adding that a once-sleepy community started to change and become a destination about the time he went into business, and it remains one today.

Those we spoke with talked about the rhythm of doing business in Great Barrington, which has a slow season, from January until early May. But then, things start to pick as owners of second homes return for the summer and tourists start arriving in larger numbers. Things really pick up when the summer seasons start at Tanglewood in Lenox, Jacob’s Pillow in Becket, and other venues, and it remains steady, if not quite as robust, through the fall and into December.

Understanding and making do through these seasonal ups and downs is one of the challenges of doing business here, said Levin, adding that, since COVID, the winters have been better, and the summers have remained solid.

And this year, Andrus and others are hoping that those aforementioned economic forces — everything from high gas prices to lingering uncertainty about the future — will make this community even more of a destination.

Staying Power

Abdrus noted that, while January to early May is traditionally slow in Great Barrington, the past four months have been slower than normal, despite a strong season for the ski resorts.

Dan Baker, left, and Daniel Latzman in Barrington Hall, which they have transformed into a destination for a wide array of public and private events.

She’s not sure if the closure last summer of the Simon’s Rock of Bard College campus, the future of which remains a large issue moving forward, had anything to do with that, but she’s more certain that the economy and general uncertainty about what comes next did.

She’s hoping for a full rebound during the summer, when the town’s population triples from 7,000 to 21,000, and believes that, if a ‘stay closer to home’ mentality gathers any steam, it will certainly benefit the Berkshires as a region and individual communities where there’s lots to do.

And Great Barrington fits that description, she said, citing everything from a wide variety of shows at the Mahaiwe to Berkshire Busk, the 10-weekend street music and arts festival that makes downtown streets come alive; from an eclectic roster of restaurants to opportunities to hike the Appalachian Trail.

“I think the summer is going to be busy,” she said, adding that the nation’s 250th birthday may bring more opportunities to celebrate the Berkshires’ museums, other cultural institutions, and history, such as the Knox Trail, which winds through several communities in the area, including Great Barrington.

‘Busy’ would certainly suit the many shops in the downtown area, which include a mix of old and new, with Levin now counting his business — located in the heart of downtown, at the corner of Main and Railroad streets — as among the oldest.

“We like to think of ourselves as a gathering space for the community. We really try to be community-oriented, both with our public schedule and our private events.”

“We’ve lost some of our old-time stores, like the photo shop, a hardware store, and a shoe repair shop, and we’ve definitely seen a trend of more upscale shops opening in town,” he said, adding that, for him, business has been generally good as a mix of locals and tourists snap up what’s hot — if he can keep them in stock.

That list includes Japanese blind box toys, Needoh squishy toys for stress relief, and Jellycat stuffed animals, he said, adding that many visitors have specific items on their list, but many come just to browse.

As for Robbie’s Community Market, it is a work on progress, said Robles, a serial entrepreneur with two other businesses in nearby Sheffield, who will mark a year in his storied Great Barrington location — Gorham & Norton was in business for 113 years — later this month.

“I was building the rocket ship while I was going to the moon,” he said of his work to transform the space and add such features as a pizza oven while expanding the overall menu.

Like others who have set up shop in town, he’s experienced a learning curve, especially the ebbs and flows to the calendar.

“It’s a short season, but we’ll be strong until December now,” he said, adding that he’s learning the rhythm of the business year and, thus far, gathering momentum as a place where people gather year-round.

Developments of Note

Baker told BusinessWest that the former Chrissie Farm was mostly a banquet hall, handling weddings, galas, and other gatherings such as corporate outings.

Barrington Hall still hosts such events, but it has broadened the portfolio in dramatic fashion, he said, adding a roster of live, public events that is drawing both area residents and visitors to the region.

This includes live music, including upcoming shows such as “Big Yellow Taxi: The Music of Joni Mitchell,” “Afrobeat Concert with Armo,” “Billy Keane and the Waking Dream,” and “The Rock and Roll Playhouse Plays Music of the Beatles.” There are also comedy shows and events for children and families.

This was the vision that Latzman, a software company owner, and Baker, formerly in the financial services industry, and before that, the entertainment industry (in everything from production to management), brought to their entrepreneurial venture.

The two moved to the Berkshires five years ago and met as neighbors in the nearby town of Egremont and developed a strong friendship.

“We started to align as to our ideals and what it means to live here in the Berkshires, and how there might be opportunities to really establish some roots on the business front,” Baker said. “We then started to look at various venues to accomplish this mission.”

“I work hard on making this a quality place that you want to be in — you want to have memories there; you want to go back and have parties and events.”

In early 2025, when Chrissie Farm came on the market, they gave it a look.

“We walked in, and we knew that we could do what we wanted to do with that space,” he said. “On our side, a lot of this is about a want and need to throw down roots here, grow our families, and create something meaningful for the community, both in Great Barrington and Berskhire County as whole.”

Not quite a year since the sale was completed and several months since the first events were hosted, Baker said the venture is off to a very solid start, with events on both the public and private side of the ledger, especially the former.

“We’ve really packed the schedule with public events,” he said, adding that, beyond the number of events, there has been great diversity as well. “We’ve had rock and singer-songwriter things, jazz, world music like Afrobeat … we’ve really tried to inject some diverse offerings for the people in the Berkshires. We’ve also had a number of comedy shows since the beginning of the year, and some successes beyond that.”

There is a hard focus on local talent — “Live shows. Local energy” is the venue’s marketing tagline — as well as an emphasis on children and families.

“We’ve had at least one kids and family show, and that was a huge success, and we have at least three more lined up for the summer and early fall,” Baker noted, adding that the flexibility of the space provides opportunities to host many different kinds of events. “We can accommodate different setups; that’s one of the beauties of our space, and you might see something different every time you come in here.”

Speculation Abounds as Hampshire College Campus Hits Market

By
Commercial Real Estate

What Comes Next?

The Hampshire College campus covers roughly 800 acres, and there is already widespread speculation about the many potential future uses of the property.

“Stay tuned. This is going to be fun.”

With that, Barry Roberts, a developer who has reshaped downtown Amherst and handled projects across that college town, summed up what most are thinking about the announced sale of the Hampshire College property.

Elaborating, Roberts said he is expecting this to be an intriguing sale process, and one that could impact this community in many ways depending on who buys the property and what they do with it.

The college announced last month that it was selling the 800-acre campus property to pay off creditors; the school currently carries about $25 million in loans. In response to a series of questions sent to the school by email, a college spokesperson would say only this:

“As part of its transition to closure, Hampshire College is working to sell its land in order to satisfy debt obligations and steward an orderly teach-out process. The college has retained Region as a broker, and the college’s board of trustees is preparing to review any and all offers that enable meeting Hampshire’s fiduciary obligations.”

Region is a West Springfield-based commercial real estate firm led by the father-son team of Mitch and Ben Bolotin (see related story on page 28). Region is preparing a listing for the property, and while it was not available at press time, it was to be available ‘soon,’ according to that college spokesperson.

When asked to speculate about the sale and what might happen with the property, Roberts, who has been involved in retail, housing, and office projects in Amherst, said there has been plenty of talk, and there will be more in the weeks and months to come.

“They would like to get some tax money out of the property, I know that. It will be interesting to see who comes forward and what kind of deal they can work out with Hampshire.”

He told BusinessWest that town officials have expressed interest in “putting the property back on the tax rolls.” Colleges like Hampshire do not pay property taxes, but generally make in-lieu-of-tax payments. Most other uses, other than education and nonprofit initiatives, do pay taxes.

“They would like to get some tax money out of the property, I know that,” he said. “It will be interesting to see who comes forward and what kind of deal they can work out with Hampshire.”

He said there should be ample interest in the property, as there was for a 20-acre strip of Hampshire College-owned land near Atkins Farms that came on the market late last year. Roberts noted that his company submitted a proposal for that property that was under consideration by the school when “the clock ran out,” as he put it, and the college announced it would be closing.

Roberts didn’t want to speculate on whether the campus would be sold as one block or whether it could be subdivided and sold that way. Overall, the site comprises 600 acres in Amherst and 200 in Hadley, he said, but only a few hundred acres are developable, with the rest being wetlands.

And while the development community waits for the listing on the property, there have already been a few proposals forwarded for potential reuse.

One is called Hampshire Next, a coalition comprising alumni, students, families, staff, and community members. Its goal is to raise $21 million by September to retire the college’s bonds and ensure its financial stability.

The initiative’s website explains its mission — “to organize and secure a future where a new expression of Hampshire’s mission can be nurtured under the direct guidance of its community” — and motivation.

“It either stays with the community, or it could become the next data center,” organizers wrote on the site. “If we don’t act, Hampshire’s campus may be used for purposes that have little connection to what Hampshire made possible. Hampshire taught us to think critically, act boldly, and build alternatives. Now we are applying those values to ensure the campus continues to serve Hampshire’s mission through a future that is not yet fixed, but firmly rooted in its purpose.”

“It either stays with the community, or it could become the next data center. If we don’t act, Hampshire’s campus may be used for purposes that have little connection to what Hampshire made possible.“

Another proposal forwarded by Jerome Segal, a philosopher and former candidate for president, calls for a plan to refinance the school’s debt while merging it with his newly created Peace Institute into something that would be called the Advanced Hampshire Institute for Peace, Plain Living, and Conflict Resolution Training.

Whether either of these proposals gains any traction remains to be seen. In the meantime, input from the public will be paramount in the discussions about future uses and what will be permitted there, said Jeff Bagg, Amherst’s director of Planning and Economic Development.

“It’s important for the community to submit their ideas, questions, and concerns,” he said. “Given the size and complexity of the news about Hampshire College closing, the town manager has begun a series of meetings with various stakeholders to understand immediate impacts to students, faculty and staff. We are also taking into consideration the needs of the existing nonprofit organizations and businesses on or adjacent to the college campus,” he noted. “After some of the immediate issues are addressed, the town of Amherst expects to facilitate and be part of broader discussions about future uses of the land.” 

As Roberts said, this should be fun. So stay tuned.

James Krupienski

By
Alumni Achievement Award

Partner at Meyers Brothers Kalicka, P.C

It’s called ‘Barrett’s Barracks.’

It’s named after the late Jim Barrett, long-time managing partner at Meyers Brothers Kalicka, P.C., and it’s actually his former office.

It’s where the tax interns hang out, and this past year, the space had even more meaning for James Krupienski, one of the firm’s partners, who works closely with those interns. That’s because his son, Jimmy, was one of those who called the space home this past year, following a stint as an audit and accounting internship.

“It was nice to have him here and work with him,” said Krupienski, adding that Jimmy, who graduated earlier this month from Westfield State University, worked with some of his clients and had the chance to offer feedback on the job. “Your family thinks they know what you do, but they really don’t, and he really got a chance to see what I do, and having him at home go to bat for me for me when my wife asks me why I was working so late … that was helpful.”

Jim Krupienski when he was named to the 40 Under Forty class of 2010, and today (top)

Jim Krupienski when he was named to the 40 Under Forty class of 2010, and today (top)

Jimmy’s tax internship is poignant for many reasons, starting with the old ‘how time flies’ adage. Indeed, Jimmy is front and center in his father’s 40 Under Forty photo from 2010, wearing his ‘Westfield T-ball’ T-shirt.

He’s come a long way since then, and so has his dad, who is making a return appearance as an Alumni Achievement Award finalist after first achieving that honor last year. The award is given to an individual has built upon their résumé — as a professional, a leader, and someone who gives back — and Krupienski has done that on those fronts and many others, as we’ll see.

At the firm, he has grown into a respected leader, a partner focused on areas such as marketing and professional development, including work with the interns, while also setting a tone for community involvement. He does this through his own work within his hometown of Westfield — he’s been involved with everything from Little League (as coach and treasurer) to the Greater Westfield Chamber of Commerce; from the YMCA of Greater Westfield, where his daughter, Hayley, will be working this summer, to the Westfield State Foundation, which he now chairs — but also through support of firm-wide initiatives to back causes and agencies ranging from A Bed for Every Child to Habitat for Humanity to the Food Bank of Western Massachusetts.

“Jim’s philosophy highlights that, while an individual’s contributions are great, developing a strategic plan for firm-wide involvement compounds those efforts, creating a multiplier effect,” wrote Howard Cheney, another of the partners at MBK, who nominated him for the Alumni Achievement Award.

“Beyond individual contributions, Jim has played a pivotal role in his firm’s community involvement, leading monthly initiatives that encourage team members to engage with local organizations,” Cheney added. “Through sponsorships, Jim and his firm have supported more than 75 local organizations per year, with personal donations to many of them, highlighting his dedication to making a lasting impact in his community.”

“Jim’s philosophy highlights that, while an individual’s contributions are great, developing a strategic plan for firm-wide involvement compounds those efforts, creating a multiplier effect.”

Meanwhile, Krupienski has also grown as a respected leader and the mentor at the firm, one whose best talent might be the ability to listen.

Fast Facts

Age: 47

40 Under Forty Class: 2010

Title Then: CPA Manager, Health Care and
Pension Audit Divisions,
Meyers Brothers Kalicka, P.C.

Title Now: Partner,
Meyers Brothers Kalicka, P.C.

Walk-up Song: “Dream On” by Aerosmith

Years an AAA Finalist: 2

“Jim leads from intention, rather than from ego,” wrote Sarah Rose Stack, a marketing consultant for MBK and formerly its director of Marketing and Recruitment, who wrote a letter to the AAA judges supporting Krupienski’s nomination. “He makes the final call, but only after thoughtfully considering professional input.
I never felt small or unimportant working for him. Not every idea I brought forward was the right one, but I always felt safe presenting it. We arrived at the best solutions together.

“At the end of the day, what defines a leader is whether people feel seen, respected, and empowered in their presence,” Stack went on. “Jim makes people feel important. He makes them feel capable. He makes them feel safe to stretch and grow.”

When asked what he likes most about what he does, Krupienski paused a moment before listing client work and how he can help individual business owners with their issues, challenges, and growth opportunities, but also professional development and helping others get to … well, where he is right now.

“I’d love to retire at some point — I don’t want to be doing this when Im 75,” he said. “And the only way that’s going to happen is if we have a great team behind us. To see people grow and develop and how I can help with that in different ways, that’s very rewarding.”

As for Jimmy, he’ll be wrapping up his internship soon and then starting another one at the Hartford-based accounting firm CohnReznik.

“I wanted him to spread his wings a little bit … they’re a competitor, but not really a competitor,” said Krupienski, adding that the experience with the larger firm will provide another layer of experience and perhaps guide the direction his career takes.

That step is another example of the way Krupienski balances work, family, and community, taking leadership roles in each case. And it’s yet another example of why he is again a finalist for the Alumni Achievement Award. 

—George O’Brien

Adam Quenneville

By
Alumni Achievement Award

President, Adam Quenneville Roofing & Siding

“Under Our Roof.”

That’s the name Adam Quenneville, president of Adam Quenneville Roofing & Siding, has affixed to a podcast he started a few months ago.

It features conversations with business leaders who are heavily involved in the community, said Quenneville, adding that he recently had Nate Costa, president of the Springfield Thunderbirds, on the show, and he was really looking forward to his next guest, Gary Rome, president and CEO of the Gary Rome Auto Group.

Adam Quenneville when he was named to the 40 Under Forty class of 2009

“He’s kind of my hero when it comes to involvement in the community, and I’ve told him that personally,” said Quenneville, noting that Rome, one of BusinessWest’s Difference Makers in 2022, has become a role model of sorts for him on the subject of giving back and getting involved. “That guy is a superstar.”

Without doubt. But Quenneville has become a hero to some, a role model to many others, and a superstar in his own right for the way he has created a culture of giving back at the roofing company he launched 31 years ago.

That’s especially true when it comes to the roofs the company donates to area nonprofits and others — an average of three to five a year now. The company has gifted roofs to Revitalize CDC, Lorraine’s Soup Kitchen, the YMCA of Greater Springfield for some of its properties, and, more recently, a 10,000-square-foot roof for the Ronald McDonald House in Springfield.

That was a project that hit home, said Quenneville, noting that the agency provides lodging and meal expenses for the parents of children enduring difficult healthcare journeys. Quenneville’s two children had extended stays in Baystate’s Children’s Hospital’s Neonatal Intensive Care Unit, which is why he’s such a strong supporter of that institution.

And he supports many others as well, as we’ll see, but first … back to those roofs.

Beyond nonprofits, the company, through its AQ Cares division, is now donating free roofs on an annual basis to a veteran, a first responder, and a teacher, with the public choosing winners among received nominations.

“He has made giving back a meaningful part of his company’s identity through charitable initiatives, sponsorships, and direct support of local causes.”

Overall, and like previous finalists for the Alumni Achievement Award, Quenneville is being recognized for building on an impressive résumé of both accomplishments in business and work within the community.

With the former, he has steadily grown his business, from a few crews to 10 on average, while also broadening the list of services to include siding, windows, gutters, roof repair, roof cleaning, and more. Annual revenues have grown from $4 million when he joined the 40 Under Forty club to nearly $20 million today.

In 2025, the company was named one of three national finalists for Roofing Contractor magazine’s Residential Roofing Contractor of the Year, eventually losing out to a company exponentially larger. 

His company has evolved with the times, said Quenneville, noting that, in addition to the podcast, he uses a YouTube channel to educate consumers who are more into research than past generations, with videos on a wide range of subjects, such as whether to repair or replace a roof. In many cases, it can be the former, he noted, adding that he often advocates for repair to keep roofing materials from filling up landfills.

“We’re releasing three long videos and two short videos per week along with blogs that match that content,” he said, adding that he works out of a studio in his office and creates the videos of another way of giving back.

Fast Facts

Age: 54

40 Under Forty Class: 2009

Title Then: President,
Adam Quenneville Roofing & Siding

Title Now: President,
Adam Quenneville Roofing & Siding

Walk-up Song: “Eye of the Tiger”
by Survivor

Years an AAA Finalist: 1

As noted earlier, beyond the donated roofs, Quenneville and his company have become involved with a wide array of area nonprofits, causes, and institutions, not only the YMCA of Greater Springfield and Lorraine’s Soup Kitchen, but also the Thunderbirds, UMass sports, and the Miracle League of Western Massachusetts.

As he talked with BusinessWest, he was lamenting recent headlines concerning budget cuts and the possible elimination of sports at South Hadley High School (he’s an alum), and how he intends to get involved and help the school continue those programs.

“I offered to put $1,000 up and then $100 for every roof we do between now and then,” he said, adding that the school will need hundreds of thousands of dollars to keep its sports, and efforts to help are in their early stages.

His planned involvement there is just example of how he has taken a leadership role when it comes to community involvement — and several giant steps toward emulating his role model, Rome.

“He has made giving back a meaningful part of his company’s identity through charitable initiatives, sponsorships, and direct support of local causes,” wrote Morgan Bennett, marketing director of Adam Quenneville Roofing & Siding. “His leadership has helped strengthen partnerships with youth organizations, nonprofits, and community events throughout the region.

“Adam’s example shows that true leadership is not only measured by growth and achievement,” she continued, “but also by how consistently someone shows up to support the people and communities around them.”

That’s what Quenneville celebrates with his new podcast, and it’s also the tone he sets at the company he started and has led to continued growth and impact within the community.

And that’s why he’s a finalist for another prestigious honor, the Alumni Achievement Award.

—George O’Brien

Region Real Estate Brings Together Father and Son Mitch and Ben Bolotin

By
Commercial Real Estate

It’s Now a Family Business

Ben Bolotin was working in Boston, handling office leases and coping with the many forms of turmoil that came with the pandemic, when his father, Mitch, called and said he was busy, in a mostly good way, and could use some help.

So Ben headed west — “back home,” as he put it — to provide that help to Mitch, then a principal with Colebrook Realty Services in Springfield. The two worked together at Colebrook for a few years before Ben decided to start his own firm, which he would call Region.

Mitch stayed at Colebrook, where he had been a fixture for more than 30 years, but came to miss the way he and Ben worked together, so he eventually decided to leave and join him at Region.

That’s the condensed version of the story of how the two are building this emerging company together, assembling a diverse portfolio that includes a wide array of industrial, retail, and office properties; former churches; and, most recently, the Hampshire College campus, which recently went on the market in one of the region’s most closely watched stories.

The client list is intriguing and includes the owners of Tandem Bagel, who continue to add locations across the region, including the most recent addition in South Hadley, as well as ServiceNet, PeoplesBank, and myriad others.

“I had such a positive impression of my dad’s work. He was selling and leasing commercial real estate, but I also enjoyed the people he worked with, the people who were making things happen for Western Massachusetts.”

Region is an intriguing business story, one that has a number of starting points, if you will, beginning with a young Ben growing up watching his father, learning, gaining an appreciation for the business, and eventually deciding he wanted to join it.

“I had such a positive impression of my dad’s work,” he recalled, adding that he attended many meetings and many showings with his father. “He was selling and leasing commercial real estate, but I also enjoyed the people he worked with, the people who were making things happen for Western Massachusetts. He was great about introducing me to that world and introducing me to his clients, and I grew up respecting a lot of his clients.”

These include Jeb Balise, president of the Balise Auto Group — Mitch has worked with him for more than 25 years and has handled the sale of property he owned in Chicopee, among other projects — as well as Tom Dennis and Bill Stotler, developers who own several properties across the region.

These business leaders helped instill in Ben both an interest in real estate and an entrepreneurial spirit, and both come together in Region, which didn’t start out as a family business, but it is now, with the two generations, boasting 50 years of combined experience, working together and making each other better at what they do, as we’ll see.

And experience is just one of the key ingredients the two are bringing to the table with this venture. Others include expertise with certain types of properties, such as churches, which are coming onto the market in growing numbers, and technology.

“In this day and age, what commercial property owners and commercial tenants are expecting is really timely, high-quality service, paired up with a lot of experience and a very digitally native approach,” Ben explained, adding that this is what the Bolotins and a growing team are committed to delivering.

For this issue and its focus on commercial estate, we take an in-depth look at Region and how this father-and-son team developed a fondness for working together — and didn’t want to work apart.

Developing Story

Both Ben and Mitch stressed that operating a business together, as they are now, was never really the plan.

“The plan was no plan,” joked Ben, who noted that he was always interested in real estate and actually interned one semester at Colebrook while he was in college. And early on after graduating, he explored different paths within the industry, including work for a firm based in Boston that handled properties across the country.

“I was assisting in managing malls in California, retail properties in Georgia, downtown office buildings in the Loop in Chicago, and I was helping negotiate leases from an office tower in Boston,” he said. “I decided I was not close enough to the action.”

So, after a few other career stops, including one with a startup — a nod to his interest in business and entrepreneurship — he got much closer to the action, albeit at a challenging time and in a challenged place.

“I was doing downtown office leasing in the financial district of Boston in 2020, and very quickly it became businesses talking about ‘how much space can we give back?’” he recalled. “There was a long year of that.”

Things were a little different in Western Mass., he recalled, adding that this market doesn’t see the huge swings that larger metropolitan areas do.

“Western Mass. has a way of humming along and doing its thing,” he told BusinessWest. “Whether it’s people having access to their cars and not relying on public transit … there were certain aspects of the Western Mass. economy that I found to be very resilient, and my father was very busy and needed another set of hands.

“COVID actually brought us back together in a great way and allowed me to come home,” he went on, noting that the two worked together for a few years at Colebrook.

“What we found is that Ben and I worked really, really well together,” Mitch added. “We rounded each other off in a way that made me better at my job, and I loved working with him; we were on that path together.” 

“I was assisting in managing malls in California, retail properties in Georgia, downtown office buildings in the Loop in Chicago, and I was helping negotiate leases from an office tower in Boston. I decided I was not close enough to the action.”

In late 2023, Ben launched what would be considered his own startup, Region. “I was really interested in investing in a business, and it became clear that, for me, it was the right thing to do,” he explained.

Meanwhile, Mitch was staying put at Colebrook — for a while, anyway.

“That was the plan — Ben was going to leave, and I was going to stay,” Mitch said. “But I missed working with him — we did a lot of good things together. I wanted to continue working with him.”

Mitch eventually transitioned to Region in mid-2024, and he and Ben have been building the company together since then, investing in technology and adding new team members, while also building the book of business in many ways.

Overall, while they say the 413 faces the same challenges as other parts of the country, the two are optimistic about this region and its prospects moving forward.

“People are having to be a lot more thoughtful about how they’re spending their money and how they’re choosing to invest,” Ben said. “But I think there’s a lot of drive and will to continue to invest in Western Massachusetts.”

Space Exploration

As noted earlier, Region has a diverse portfolio of clients and properties. The firm handles leasing for two Colebrook-managed properties — 1441 Main St. in downtown Springfield (co-owned by Jeb Balise) and the PeoplesBank building in Holyoke — and also does work for PeoplesBank, including the securing of office space in downtown Hartford and branches in Hartford and Avon, Conn., and the sale of a closed branch on Sumner Avenue in Springfield to Arrha Credit Union.

The company also handles 11 Interstate Dr. in West Springfield, where its own offices are located. Region has succeeded in retenanting the large office building, which was vacant only a few years ago, but is now more than 60% occupied, with a diverse array of tenants.

Region is now also handling some work for ServiceNet, the mental health and human services provider with facilities across the region.

“We’ve been working with them to source a number of different needs of theirs up and down I-91,” Mitch said, adding that the Region portfolio now includes a wide array of clients, some with ongoing needs and others with “one-off real estate deals,” as he described them.

And the portfolio of properties runs the gamut, from industrial properties in Springfield and Leicester to medical office space in West Springfield; from retail space in Belchertown, West Springfield, and Longmeadow to a former church in Littleton, as well as several parcels of land. Actually, the firm has developed a niche with former churches and has handled the sale of several of them.

“There are not of folks who have a lot of experience working with congregations, so we’ve gotten referred to many groups,” Ben said. “A lot of congregations are struggling post-COVID, and many of them are looking for guidance. It’s a very specific part of the marketplace, and there’s not a lot of folks that are finding ways to help those groups.

“They approach us oftentimes, asking for insight and advice on how to dispossess a property when they no longer have a congregation to support it,” he went on, adding that the company has sold churches in Acton, Lowell, and other communities well outside the region, evidence of how the company’s reputation in this realm is growing.

The Hampshire College sale represents another important opportunity for the company. Region, which has been doing some work for the college for a few years, is putting together an offering memorandum for the property, Mitch said, noting that the assignment represents an important assignment for Hampshire College and the town of Amherst.

“There hasn’t been a college sold in the Pioneer Valley,” he acknowledged. “That said, we have worked on larger and equally complex, multi-dimensional commercial and specialty properties. We combine deep local market knowledge with national reach, and we’re well-equipped to manage a transaction of this scope.

“We’ve also worked on behalf of Hampshire College for several years, so we know the property and the institution well,” Mitch went on. “We’re from here and have a strong vested interest in a successful outcome for Hampshire College and the community.”

“What we found is that Ben and I worked really, really well together. We rounded each other off in a way that made me better at my job, and I loved working with him; we were on that path together.”

Getting back to the business and the dynamic the two have created at Region, the two stressed, again, that there were never plans to work together — until they decided to do just that.

And Mitch believes Ben’s experiences with businesses of different sizes and in different markets helped create a positive family business environment, when tension generally rules in so many other cases of generations working together in the same space.

“Ben came to the party with his own work experiences and his own capabilities,” Mitch said, adding that he brought different perspectives to the company.

Ben agreed. “From those years working in Boston, I had a lot to bring to the Colebrook team right away and how we worked together,” he recalled. “There’re so many other experiences about how offices work and how Boston teams function. Immediately, I was able to add value from a different perspective.”

Added Mitch, “I tell people this: I think I’ve done a good job over the years, but Ben has made me a better broker with the things that we’ve have brought to the team in terms of client satisfaction, a technology base, systems, an efficiency base — from his business experience, he learned a lot of different things that have funneled and shaped our region in many ways.”

Bottom Line

As for returning to this market from Boston — something that rarely happens, and that area economic development leaders would certainly like to see more of — Ben said that, contrary to what might be popular opinion, there are opportunities for young people in the 413.

“A lot of my friends and young people have gotten sucked into the major cities,” he told BusinessWest. “I think there’s a lot of opportunity here for people my age because business owners are aging out.”

Amherst’s Mill District Continues to Evolve

By
Cover Story Special Coverage

Creating Community

Cinda Jones, architect of the Mill District

Amy McDonough was working in the renewable energy business when, in her words, she “picked up pinball again” after putting it down following graduate school at the University of Vermont.

“I couldn’t get pinball off my brain, and I started picking up pinball machines here and there,” she told BusinessWest, adding that she would eventually amass a collection of nearly 70 machines. “And then, I was thinking about pinball much more than I was renewable energy.”

This thinking soon became serious in nature, and it led to an entrepreneurial venture called the Tilted Orbit Arcade, with that name borrowing two terms from the pinball world — orbit, which refers to the path for the ball along the outer rim of the game, and tilt, of course is when the machine is tilted or shaken beyond an acceptable level and the game ends.

Amy McDonough with one of the more than 70 pinball machines she’s collected.

Due to open in the fall, the arcade will feature many machines from McDonough’s collection, as well as a golf simulator, a few vintage ’80s video games, a kitchen, and bar. It is being designed to attract many different constituencies, including families, area college students, teens, and the Boomers who discovered pinball in the ’60s and ‘70s, and then put it down.

And it is part of the ongoing evolution of the Mill District in North Amherst, a mixed-use facility that features housing, retail, art, and hospitality — a canvas that Cinda Jones, its architect owner, has been filling in over the past 15 years or so.

“We’ll still occasionally hear that people don’t know that the Mill District is here and how shocked they are when they find it.”

Indeed, Tilted Orbit will occupy what’s known as the Cow Barn, which was once home to Provisions, the wine and cheese emporium, which was moved to another building on the property (more on that later), and before that, Atkins, said Jones, adding that other additions and improvements include everything from a new pavilion taking shape on the site of another former barn, a new Herrell’s ice cream parlor (the company has been operating a small, pop-up facility the past few years); from recent additions such as Three Amigos, a restaurant that fuses the flavors of Chile, Mexico, and Puerto Rico and Carefree Cakery, and even some demolition  — of another former barn and a seven-car garage — that will improve visibility and allow travelers on Route 63 to see all that the site has to offer.

“We’ll still occasionally hear that people don’t know that the Mill District is here and how shocked they are when they find it,” said Jones, adding that the broad goal, as it has been from the beginning, has been to create what she called a ‘downtown’ in North Amherst, a mix of shops and amenities that deliver food, fashion, and fun — a true destination, attracting people from across Amherst and nearby Franklin County, but also a much wider circle.

Elaborating, she said current work involves creation of public open space, a ‘town common,’ leading from the highway to the shops. It will include the pavilion, which doesn’t have a formal name yet, although Jones calls it the ‘Manta Ray,’ because the architect has given it something approximating that shape.

It will include a catering kitchen and host a wide array of events, she said, adding that a tent has been erected on the site to hold gatherings such as a recent wine tasting staged by Provisions, with construction of the pavilion set to begin this spring, and due to be completed in time to host events this fall.

Judy Herrell stands in the almost-finished new location for Herrell’s in the Mill District.

The Tilted Orbit Arcade is one of many new developments at the Mill District, which has been in a seemingly constant state of change since it opened, and

Meanwhile, the location of the Mill District, and the diverse mix of tenants, eventually drew the attention of Judy Herrell, president of Herrell’s, who said the iconic, Northampton-based brand has been searching for a site for a second location, and zeroed in on North Amherst village.

“What we found out is that people didn’t want to venture over the bridge,” she said, referring to the Calvin Coolidge Bridge, which many in the Amherst/Hadley area simply don’t want to cross, even after significant infrastructure changes made it easier to do so. The new location, due to open in several weeks, will make Herrell’s more accessible, she said.

For this issue, BusinessWest talked with Jones and many doing business in the Mill District, or soon to do so, about this evolving concept and the diverse mix of ventures that are drawing visitors from across town and well beyond.

 

Flipping the Script

McDonough joked that her affection for pinball, developed while she was working toward her master’s degree at the UVM, probably put off her thesis by a year.

“I did a lot of procrastinating playing pinball,” she said, noting that one game in particular, The Addams Family, became especially addictive.

Just some of the local art to be found at the General Store.

It was among the first machines she acquired when she started building her collection, and it will be one of those on the floor at Tilted Orbit Arcade when it opens its doors, she said, adding that, before settling on the Mill District as home for her venture, she considered several other sites, including the Canal Lanes bowling alley in Southampton when it briefly came on the market.

The Mill District site offers what she was looking for, she said, meaning visibility and an opportunity to attract a diverse customer base, and also take advantage of a resurgence for pinball.

“It’s making a comeback; it started during COVID,” she noted. “Right now, pinball is serving mostly the male population, ages 40 to 65, but women are up and coming, and there’s a whole tournament world out there as well as leagues.”

McDonough said she’s looking to attract a wide audience that crosses all age groups, “families, seniors, teen-agers, college students, and adults.” And not just for pinball, but also the golf simulator, some arcade games, and other attractions she will offer, although the overriding goal is to inspire all those groups is to get them introduced to pinball and make them regulars.

“You can’t count on the weather in New England, and this will make it much easier to plan things.”

The Tilted Orbit Arcade is one of many new developments at the Mill District, which has been in a seemingly constant state of change since it opened, and the Cow Barn is where Jones began a detailed tour of the property.

Other stops included the town common area and spot for the new pavilion, which will provide larger, better space for the many types of events held there, and, especially, a roof, which will cut down on the rainouts and other weather problems that occurred with frequency last year or moving events to cramped indoor quarters.

“You can’t count on the weather in New England, and this will make it much easier to plan things,” said Jones, noting that the facility is being designed and built by Hardwick Post and Beam, and she is excited by the possibilities it presents.

“It will be a wonderful place where high school groups could perform, or you could have birthday parties,” she said, adding that performances could include seating in the pavilion and the lawn space outside, much like Tanglewood in Lenox.

And the pavilion is one of many steps being taken to attract more visitors and make the Mill District more of a destination.

“There are roughly 25,000 vehicle trips a day, including buses, that go within a block of the Mill District.”

Jones described the location as the ‘gateway to Franklin County,’ and on the route that many employees and students take to get from homes in communities like Greenfield, Montague, Conway, and Sunderland to jobs at UMass Amherst, nearby Northampton or points to the south. From the beginning, the goal has been to create a community, a village where people can shop, eat, see and buy art, and take in the many cultural events staged by tenants.

“There are roughly 25,000 vehicle trips a day, including buses, that go within a block of the Mill District,” she noted, adding that the goal is provide reasons to pull over and explore, while also creating a tenant mix and calendar of events that would prompt planned visits from across the region.

“My goal is to make this a place where community members, full-time, long-term community members, enjoy connecting with friends and enjoy the spaces and shops we’ve brought together,” she said.

The mix of tenants has changed over the years, said Jones, adding that she has always been looking to improve that mix and provide more to see and do. Most of the space is occupied, or soon to be occupied, she noted, adding that there is roughly 4,500 square feet — with high ceilings — available in the building currently home to Provisions.

“We’re listening to people, hearing what they like, and responding to what they’re saying,” she said, adding that this strategy applies to tenants and visitors alike.

Meanwhile, there are concerted efforts to make the Mill District more visible, literally and figuratively, said Jones, adding these include the creation of the common that will improve sight lines to the shops as well as new signage currently winding its way through the permitting process. 

 

Food for Thought

As they talked with BusinessWest, Jose Diaz and Matias Martinez, owners of Three Amigos, the next stop on the tour, were gearing up for Cinco de Mayo.

They were putting together a special menu for the occasion and were expecting a strong turnout for what has become a day of celebration for many in the region.

But most days have produced good crowds at this unique eatery, which, as noted earlier, blends dishes from Puerto Rico, Chile, and Mexico, with many offerings inspired by meals prepared by the owners’ mothers.

Matias Martinez, left, and Jose Diaz, co-owners of Three Amigos, share a moment with Cinda Jones and Shauna Wallace, project manager of Mill District General Store and Local Art Gallery.

“My mom has some really good recipes, and Jose’s mom has really good recipes from Puerto Rico; we take both and we put together a good menu,” said Martinez, a native of Chile, adding that Diaz also brings knowledge of Mexican cuisine to the table — literally and figuratively.

This knowledge and deep menus will have even more local flavor, said Diaz, adding that the partners are now committed to buying more locally produced vegetables, meats, eggs and more, and are further committed to bringing different kinds of experiences to the venue, such as karaoke nights.

“My mom has some really good recipes, and Jose’s mom has really good recipes from Puerto Rico; we take both and we put together a good menu.”

And, like other business owners in the Mill District, the two partners (there was a third, hence the name, but he is no longer involved) said the location brings a diverse mix of patrons across all age groups.

As Jones’ tour of the Mill District left Three Amigos, it made a quick stop in the vacant space adjacent to Provisions and below housing units. As noted earlier, it has high ceilings and what she considers enormous potential as home to a small grocery store, an indoor play space for kids, or similar that will be compatible with and complementary to everything else that exists on the property.

From there, the tour would continue to several existing and emerging businesses, such as Provisions, Futura Coffee Roasters, Carefree Cakery, Everbloom Salon, the Balanced Birch Studio, the Mill District General Store and the art gallery inside its walls, and the Herrell’s now taking shape.

Not on the tour, but technically part of the Mill District are businesses in a mall on Route 63, including Amherst House of Pizza, Big Guys Liquors, Mindy’s Barber Shop, and the Harp Irish Pub.

Collectively, these businesses provide ample reasons to get off the highway, whether one is heading home from work or planning a day trip, said Jones, adding that the Mill District comes as advertised, with that mix of food, fashion, and fun, including several play areas for children and families.

Herrell’s will make an intriguing addition to the mix, she said, adding that the pop-up facility has attracted solid numbers of visitors, and the larger, permanent space is expected to bring more.

Herrell told BusinessWest that the new location needs to be open by summer, for obvious reasons, and it is on track to do so.

She said the location in the Mill District brings the brand closer to other markets, such as Franklin County, and also closer to UMass Amherst, where she teaches a course — a lab on how to make ice cream “from a chemistry point of view” — and partners with the university on an ice cream competition, which is the final exam, if you will, for the that class, with Herrell’s featuring the winner’s flavors in its stores.

“We try to make all of them if we can, but we definitely make the four top finishers,” she said. “We’ve had some incredibly great, creative ideas from that group, and their lab is one mile from here.”

Beyond that partnership, Herrell’s is looking to tap into a broad base of loyal customers that know the Northampton store and now have something that for many will be more convenient.

And then, there’s the Tilted Orbit Arcade, which will present a novel new use for the Cow Barn, and an interesting addition to the mix.

For McDonough, it’s her first real entrepreneurial venture, which means there’s a mix of excitement and trepidation.

Overall, she’s optimistic that she can make something a little different work out in a big way. And in many respects, that’s been the goal at the Mill District from the very beginning. 

Southwick Thrives as a Recreational Community

By
Community Spotlight Features Special Coverage

They called it the Woods O’Cross.

That’s the name that was affixed to a recent event at Motocross 338 in Southwick, a.k.a. ‘the Wick.’ And as that name suggests, it’s a race that takes participants onto the vaunted track behind American Legion Post 338 on Powdermill Road, and also into the woods nearby.

“It was really well received; we were amazed at how many people came out for it; the feedback was phenomenal, so we’re going to another one this month and another at the end of the year,” said Rick Johnson, who, with his son, Keith, is now coordinating events at the Wick, which has, for most of the past 50 years, been a destination as well as a driving force, literally and figuratively, in the local economy.

The Ranch Golf Club has become a draw for players across the state and beyond.

The venue now hosts more than 40 events each year, capped by the Nationals, the three-day event that has become a tradition in Southwick, with dates that are circled by many business owners in town because the population of people in town swells from roughly 9,000 people to more than 30,000.

The nationals will be in July this year, said Johnson adding that, because Southwick doesn’t have any hotels, attendees must stay in surrounding communities. But many other types of businesses in town see and feel the surge, he said.

“You need to have a passion for it. If you handle it properly, you’ll pay the bills and make a few bucks. But you’re never going to retire in the Bahamas and drive a Lamborghini.”

The Wick is one of many recreation and hospitality-related businesses that give Southwick its unique flavor. People come here to eat — there are many restaurants and institutions such as Mrs. Murphy’s Donuts in town — and to play.

They do so at the Congamond Lakes (North, Middle, and South) which offer boating, fishing, swimming, and lakeside dining, and also at several parks, the Wick, and two golf courses (there used to be three), including The Ranch Golf Club.

Now celebrating its 25th year, the Ranch, on Sunnyside Road, is a higher-end course that was designed to be a destination layout that would draw players from across the state and beyond, and a sought-after venue for weddings and other events.

And it has become just that, said Nick Tamburini, the Ranch’s general manager and former golf professional. He told BusinessWest that the club has enjoyed a solid run on both sides of the ledger, with golf continuing to ride a COVID-induced wave of new interest and renewed interest, and events bouncing back from the turmoil prompted by COVID.

On the golf side, the course, among the best and most challenging in this part of New England, continues to draw players from well beyond Western Mass., while maintaining a steady local membership.

“We have a ton of non-local play,” said Tamburini. “Every Friday, Saturday, and Sunday, we’ll get players who say, ‘I drove an hour and a half,’ or ‘I drove two hours;’ ‘I’m coming from the Cape,’ ‘I’m coming from New London.’ Obviously, we get a lot of play from Hartford and from Worcester. Once the member play ends, there’s not a lot of play on Friday, Saturday, and Sunday from people in Southwick or Westfield; it’s people coming from all over.”

“You have to try things like this; you have to freshen things up and give people new things to do.”

Some of these players will make the Ranch part of a Western Mass. golf trip, with Crumpin Fox in Bernardson and Taconic in Williamstown among the other stops, he went on. But many are coming just to play the Ranch, which has received good reviews over the years, and continues to draw both first timers to the venue and repeat customers.

On the events side, the venue continues to draw a solid mix of gatherings, and its barn has become increasingly popular with couples planning weddings, as we’ll see.

For this, the latest installment of its Community Spotlight series, we take an in-depth look at Southwick and the some of the institutions that help create its recreational quality.

 

On the Right Track

When asked about the business of motocross, Johnson paused for a minute, searching for the right words.
“I’ve been in business all my life — I’ve been in the footwear business and was president of New Balance for Kids,” he explained as he set the tone. “Motocross is not kind of business that you get into thinking it’s going to lucrative to the point where you’re dancing naked in the streets.

“You need to have a passion for it,” he went on. “If you handle it properly, you’ll pay the bills and make a few bucks. But you’re never going to retire in the Bahamas and drive a Lamborghini.” 

Passion is something the Johnsons brought with them as they helped resurrect motocross in Southwick after a few years of decline more than a decade ago.

But they brought some other traits as well, including imagination and a willingness to try new things to keep the product fresh and bring more people to the track — meaning competitors and spectators alike.

Which brings us back to the Woods O’Cross.

“It brings in not just the motocrosser, but the trail rider as well — you get a good mix of people, and they had a great time,” Johnson explained, adding that this was the first new event that organizers have run, and it drew close to 600 participants. And it was followed up a few weeks later by another new offering — a Massachusetts state championship.

“We’ve been racing since the ’70s, and we never realized that Massachusetts never had a motocross state champion,” he said, adding that the Wick rectified this with an event that drew good crowds and hundreds of competitors to the track.

“You have to try things like this; you have to freshen things up and give people new things to do,” he explained, adding that the Wick has a full slate of events on tap for the year.

The Johnsons brought another trait to this venture — a willingness to re-invest in the facilities and continually upgrade the facility, known hills and overall stern challenge.

Indeed, over the years, they’re added a new scoring tower, a new starting line, new irrigation lines to water the track and make it safer for riders, and more.

“We’re the only national track in the Northeast, and we have a reputation, and we have a commitment to maintain the highest level that we can,” he explained. “When you are national caliber and you’re on NBC television (for the nationals), you can’t slack off, you have to make sure you do it the best you can.”

 

Round Numbers

“Barns are in … people want old, rustic, charm.”

With that, Tamburini started to explain why the Ranch has been doing well on the events side of the operation’s ledger, specifically weddings.

Indeed, couples are looking for different kinds of venues these days, and barns have become a popular choice. The Ranch has two of them — extensively renovated — that date back to the late 1800s; one houses the pro shop and restaurant/pub, and the other is used for functions.

“We’ve had the same number of rounds every year since COVID, which is good. COVID created a boom, and we were worried that we couldn’t maintain those numbers, but we have; it’s been really good.”

This trend, coupled with a resurgence in gatherings following COVID has helped the Ranch put more events on the calendar, he noted.

“We’re not the busiest venue in Western Mass., but we do between 40 and 50 weddings a year, on average, and probably the same number of other events, like retirement parties, baby showers, and bridal showers.” 

Tamburini said the Ranch benefits from strong, hands-on ownership — Pete and Korby Clark and a partner living in the Boston area — and a team that has remained intact for the past several years, a rarity in this business.

“We’ve had the same superintendent, the same event coordinator, the same front-of-house manager, the same chef,” he said, adding that this continuity helps the operation provide consistent, high-quality services, from the course to the event facilities. “At a golf course, that’s extremely rare; I’ve been around a little bit, and I know that’s hard to keep the same people for an extended period of time in our industry.”

As for the course itself, while it’s pricey — $125 for 18 holes and a cart, peak season, among the highest fares in this part of the state — it continues to be a strong draw, and because it’s semi-private (although Tamburini doesn’t like that phrase) it’s more playable that private venues such as GreatHorse and Longmeadow.

“We’re a public golf course,” he said, adding that players can book tee times all seven days of the week, although there are often tournaments on Mondays and early Saturday morning is reserved for members.

Overall, golf enjoyed a surge from COVID because so many other activities were put on ice, and the Ranch, like many venues, has been able to maintain the momentum generated by that unique moment in time.

“We’ve had the same number of rounds every year since COVID, which is good,” he noted. “COVID created a boom, and we were worried that we couldn’t maintain those numbers, but we have; it’s been really good.”

And many businesses in this recreational community can say the same thing. 

Maddy Gray

By
Healthcare News

Despite a Cancer Diagnosis, She Refused to Let the Dream Die

Maddy Gray

Maddy Gray

Maddy Gray decided to attend the nurse-pinning ceremony at Holyoke Community College a year ago. She described it as an attempt at finding some type of closure.

She should have been up on the stage getting her pin, but instead, she was in the audience looking up at her classmates and coping with a sea of emotions resulting from a cancer diagnosis and ongoing treatment that left her firm of the opinion that her decade-long dream of becoming a nurse had come to a bitter end one semester short of the finish line.

“At that point, I was so sure, so positive that this job wasn’t for me anymore,” said Gray, who told BusinessWest that it was a big hug from Johanna Kassidi, one of her professors, that night and her simple comment, ‘I hope that you’re coming back in the spring — we need more nurses like you in this field,’ that made her think that maybe, just maybe, the dream wasn’t dead after all.

Fast-forwarding through six months of chemotherapy, an eventual diagnosis that she was in remission, and that last semester at school, Gray will be back for another nurse-pinning ceremony in a few weeks, and this time she will be on stage, dealing with a completely different set of emotions that could not have been imagined a year ago.

When her name is called, it will mark the climactic end to a truly remarkable story of perseverance that began almost a decade before it was confirmed that she had cancer and, actually, long before that, when this foster child who was abandoned by her mother while her father was serving a life’s sentence, fought an ongoing battle with thoughts that she couldn’t achieve the goals that most others take for granted.

Gray spent many years not really knowing what to do with her life. Fighting through the stigma of foster childhood, she obtained her GED and began her college journey in 2012, not really knowing which direction it would take. She thought about early childhood education and other realms where she could work with children. But things changed when a friend talked enthusiastically about her nursing degree and the work she would be doing.

So, she decided to pursue a Nursing degree herself. But there would be life challenges to confront, including young children and the availability of childcare, forcing her to attend at night, a course or two at a time.

She was making her way toward her degree, when she was confronted with a challenge that was formidable as it was unforeseen.

Indeed, Gray told BusinessWest that she was driving to class when she felt a strange lump on her neck. It would take months before it was officially determined that she had a large mass in the center of her chest and it was cancer, specifically Hodgkins Lymphoma. She remembers telling a close friend that she would have to drop out of nursing school to battle the disease.

And it was early in the treatment stage that she ventured to the nurse-pinning ceremony, a time when she was not at all sure she would survive the cancer, let alone return to school and complete her degree program.

“I was so close … I was one semester away from graduating, I was crossing that finish line,” she recalled. “And I got hit with that. I was pretty depressed for a long time, and I was convinced that I was never going to be a nurse; I had worked toward something since 2016 that was my dream, and now it was ripped out of my hands and gone forever.”

Until it wasn’t, thanks to those words of encouragement from Kassidi and Gray’s own determination to move forward with her last semester of work, even as she was still waiting to find out conclusively if she was in remission.

As the 2026 nurse-pinning ceremony approaches, Gray has been doing some reflecting, while also getting on with the next stages of her journey.

Indeed, as she braces for the National Council Licensure Exam (NCLEX), she has been offered a job on the mental health unit at Baystate Franklin Hospital in Greenfield and is expected to start in August, if not sooner.

As for that pinning ceremony itself, she knows it will be an emotional time, one a world apart from what she was experiencing a year ago.

“I’ll be standing in the front getting pinned, looking out toward where was I was standing a year ago, feeling hopeless, that my dreams were unfairly ripped away from me,” she said. “This year, I’m going to be standing there, thinking about all the things I’ve endured in my life. Being able to get back up and do it … I’m grateful for that, so it will be a very emotional moment.”

Putting her long journey into perspective, she said there are lessons for others — about not giving up and not letting go of dreams, even when the obstacles seem insurmountable, but also about listening to those who provide encouragement and taking full advantage of the many resources available to those who want to pursue their own goals.

Her message to all is summed up in a scholarship essay she wrote and read at a ceremony for scholarship recipients in 2024, well before her cancer diagnosis. Here’s a passage:

“Thinking back to all I’ve survived, the common denominator is clear, it’s resilience. Life has thrown many curveballs my way and I’ve had to fight like hell to get back up each time. Some hit way harder than others, which made getting back up increasingly more difficult, but the alternative seemed worse. Staying down meant giving up on myself, and for a time, I did give up. … Thankfully, I woke up and decided that enough was enough. I had finally come to the realization that the only thing holding me back was myself.”

She stopped holding herself back long ago, and in the years to come she determined that nothing else would her hold her back. Not even cancer.

Dick Easton

By
Healthcare News

This Nurse Proves That Age Really Is Just a Number

Dick Easton

Dick Easton

Dick Easton attended nursing school at UMass Amherst with students roughly one-third his age.

He started work as a nurse at Cooley Dickinson Hospital in Northampton when he was 62, the age when many in this profession are retired or thinking seriously about it. He was nearly 70 when COVID hit, and while that ultra-challenging time prompted many in the field to head for the exits, it only deepened his passion for this second career.

“It brought even more meaning to my life — it just motivated me to stay at it,” he told BusinessWest. “It was a very trying time, but when you met the challenges, it was incredibly satisfying. There was a lot of heartache because of deaths in the hospital, but it had incredible meaning to me every single day, and never once did I say ‘God, I can’t take it, I’m going to quit.’”

Easton’s story is certainly an inspiring one, a saga that drives home the point that age really is just a number, and not a limitation or a boundary to anything that one might want to do.

It’s a story — well, this chapter, at least — that begins in late 1997, when Easton’s older son was severely injured in a skiing accident. It turns out that this would be the first of three incidents — Dick’s own heart attack a few months later and his younger son’s back injury while at work a few months after that being the other two — that enabled him to see all that nurses and other healthcare professionals did for patients and family members. And it compelled him to start thinking seriously about a later-in-life career change.

“I credit the nurses that took care of myself and my family with instilling in me the desire to help people through health crises; I started thinking, and I started assessing where I was in my life,” said Easton, who was in his late 40s when these health incidents changed the trajectory of his career and his life. “It made me realize that nurses did much more than take care of patients; they were also taking care of the surrounding family.”

So, Easton, a small-business owner — one of his ventures shipped shoring timbers to Boston for the Big Dig — started shadowing nurses in many different settings and departments, from private physicians’ offices to the ER, and after nearly two years of … let’s call it research, came away determined to join the profession. That’s what he told his wife in a far-reaching conversation that would prepare the ground for what was to come.

“I told her I wanted to become a registered nurse and explained to her why, and she said, ‘I think that would be great,’” he recalled. “But we had obligations to both our children, and we said we would see them through their college and graduate school if they so desired, and we had a mortgage on our house; we agreed that I could pursue a nursing career once we had paid off all our debt.

“And so, for the next nine years, we did nothing but pay down debt,” he went on, adding that when they reached the end of that road, he enrolled in what’s known as the Second Bachelor’s program at UMass Amherst, a nursing program for individuals who already have a four-year degree, in 2010. He was 60, and some of the students around him were still in their early 20s. But they made him fit right in.

“It was unbelievably satisfying,” he said of going back to the classroom and entering a taxing program at that age. “Was it challenging going back to school? Yes, but it was incredibly fun; I had a great group of students I was with, and they treated me as if I was their age — it was amazing, and I made really strong connections with people in that class.”

He started working the night shift at CDH on the med-surg unit in 2012 and took a job on the cardiac-telemetry unit three months later.

COVID arrived in late 2019 and certainly changed the landscape, he said, noting that days were challenging and very stressful.

“But I never came home from work any day I worked saying ‘that was a horrific day,’” he noted. “I would come home and say, ‘today was a real challenge, but it was a very good day.”

Now 76, Easton is semi-retired, working per-diem maybe eight days a month (he was full time until just a few months ago), and handling some nursing education “whenever they have a need.” He told BusinessWest he would still be at it full time if not for a compromised immune system that limits his time in the hospital.

Putting things in perspective, he said that his career change is about much more than someone merely joining the nursing profession around the same time as he starts qualifying for most senior discounts. It’s about getting a first-hand look at all that healthcare professionals do and the many rewards they receive and deciding to be a part of all that.

And it’s also about growing as a person and continuously learning.

“When I was younger, I was fairly intolerant, I would say,” he told BusinessWest. “If someone was a smoker and they got lung cancer, I would say, ‘they brought it on themselves, what can I do?’ That all changed when my kids and I became patients with serious injuries; the nurses supported you no matter what.

“That made a deep impression on me and completely changed my intolerance to total tolerance,” he went on. “I treated a lot of patients in the hospital who were there because of lifestyle choices they made, but that doesn’t mean they don’t need help. They need support, they need assistance to get back to the best possible outcome that be achieved. That’s what nursing is all about.

Whether you start your first shift at age 22 or 62.

Jolene Alexander

By
Healthcare News

‘Earn-and-Learn’ Initiative Has Helped Her Realize Her Dream

Jolene Alexander

Jolene Alexander

Jolene Alexander says her father suffered his first heart attack when she was 10 years old. He had another one a year later.

It was a scary time in many ways, she recalled, adding that it was made easier — for her father and the rest of her family — by the care and compassion provided by the team at Baystate Medical Center’s cardiac intensive care unit.

“I just remember how pleasant those nurses were to my family; they were very empathetic toward the situation, and they were very thorough, and he ended up pulling through, even though they weren’t sure what the outcome would be,” said Alexander, adding that the experience helped instill a desire to join the healthcare profession and serve in that environment.

And she did, eventually serving as a certified nursing assistant (CNA), and more recently as a cardiac monitor tech.

The dream, though, was to become a nurse — a dream that was put on hold for the better part of two decades by that thing we call life.

“I’ve always wanted to be a nurse — I did all the pre-requisites, but life just kept getting in the way,” said Alexander. “I left it at the pre-reqs, and I didn’t continue; I decided to just move forward with life as a mom.”

Things were further complicated by ongoing heart issues for her father, including several incidents in 2022, that compelled her to cut back on her hours and focus on family, including care for her father.

But the dream was resurrected — and put on a path to fruition by the Workforce Planning & Development team at Baystate Health and an ‘earn-and-learn’ initiative that blends education, hands-on experience, and paid employment, enabling individuals to enter and advance within healthcare careers without the traditional financial barriers.

In Alexander’s case, she was paid her salary as a cardiac monitor tech while attending the LPN program at Holyoke Community, from which she will graduate this June and then begin the next chapter in her career.

As she tells the story, when she was ready to come back to work full time in 2023, her unit supervisor encouraged her to attend a networking event off campus with someone involved with workforce development at Baystate.

I blindly went into it not knowing what it was all about,” she recalled. “Eventually, I learned it was about a grant they were trying to receive to help some employees get through LPN training.

“That was perfect for me, and it was perfect timing,” she went on, adding that the grant was secured, and she soon started in the LPN certificate program at HCC, thus becoming part of larger initiatives at Baystate and elsewhere to put more nurses in the pipeline at a time when many are retiring from the profession.

She noted that LPNs (licensed practical nurses) do not earn as much as registered nurses (RNs), who must complete a two- or four-year degree program to receive that designation, but the salary represents a significant step up from her present work. Meanwhile, LPNs handle most, but not all, of the same duties as RNs, she noted, adding that this change represents a significant step forward for her.

And she’ll take that step in a familiar setting, her current cardiac unit. There was an opening there, she applied for it, and was hired, she said, adding that she expects to start in mid-August.

“It’s exciting, but at the same time, I’m a little nervous about it, just knowing that now, I’m the one who’s going to have to make those critical decisions,” she said of her next challenge. “It’s more exciting than anything, but also a little intimidating.”

And while this has been a rewarding experience on many levels, it is certainly not without its challenges, said Alexander, adding that balancing life and school is difficult, and she could not have taken this step forward career-wise if Baystate didn’t pay her to learn.

“Every day I got up I said, “I’m not going today, I’m not going through this, it’s too stressful,’” she recalled, adding that she was balancing her classes with parenting responsibilities and helping to manage her father’s care. “It’s a lot, but it’s more manageable not having to work full time; that’s the biggest helpful piece in this program.”

While looking ahead, Alexander also did some looking back, noting that she got her start at Baystate nearly 20 years ago through something called the Baystate Springfield Educational Partnership, or BSEP, as it’s called. This is a health school career pathway program for high school students in Springfield. It includes exploration of health careers, a teen mini-medical school, and summer work employment opportunities to give students interested in healthcare careers direct access to people currently employed in the field and health careers training, which often leads to internships and employment.

That was the case with Alexander, who participated in the program as a springboard to her work as a CNA, and now, two decades later, her daughter is participating in the BSEP program.

“She had an introduction to many units within the hospital to see if she had interest in those,” Alexander explained, adding that she will be involved again next year as a senior, with the goal of landing an internship.

And then possibly taking one of many pathways into a career in healthcare, as her mother did.

This latest pathway has enabled her to take a dream that was delayed and turn it into a dream realized.

Events Will Capture the Landmark’s Place in Country’s Development

By
Alan Amelinckx stands by a map tracing the path of Col. Henry Knox’s Noble Train of Artillery.
Tourism & Hospitality

Springfield Armory

Alan Amelinckx stands by a map tracing the path of Col. Henry Knox’s Noble Train of Artillery.

Alan Amelinckx stands by a map tracing the path of Col. Henry Knox’s Noble Train of Artillery.

Alan Amelinckx says there is one overriding goal for the Springfield Armory National Historic Site and its many programs and events to commemorate the nation’s 250th birthday — to educate the public about the importance of that location, and this region, to the birth and development of the country.

Many people know the story of the Armory, which was closed in 1968, with many of its buildings becoming home to Springfield Technical Community College, said Amelinckx, program manager for Interpretation and Education at the Armory, adding quickly that too many do not. And a year’s worth of exhibits and programs will address that reality.

“We really wanted to focus on this site and its role in the American Revolution,” Amelinckx said, adding that not only was the site chosen for what became known as the Continental Arsenal of Springfield, and later the Springfield Armory, but it was also known for innovation and manufacturing milestones, such as the first real assembly line. It was a site through which Col. Henry Knox passed with his Noble Train of Artillery — it was Knox who suggested to Gen. George Washington that the property on a hill overlooking the growing city of Springfield would be the ideal site for an arsenal — and it was the site of Shays’s Rebellion in 1786.

“This site was on a hill, it was easily defensible, and Knox liked the fact that, while it was on the Connecticut River, British warships could not attack the site,” Amelinckx noted, citing the dam in Enfield as a barrier to those ships. “It was on the Boston Post Road, so that made it a convenient spot.

“Meanwhile, Shays’s Rebellion was one of the big turning points in American history,” he went on. “The founding fathers realized that the Articles of the Confederation weren’t working, and they needed a stronger central government.”

To educate and entertain the public about all this and more, the Armory, as noted, has a full year of exhibits and programs on tap for the 250th.

“We really wanted to focus on this site and its role in the American Revolution.”

These include a temporary exhibit at the Armory Museum which includes a map tracing the Knox Trail as well as information about how and why the Springfield site was chosen for the arsenal, said Amelinckx, adding that there is also a French cannon within the exhibit that is on display for the first time.

They also include programs late last year and earlier this year commemorating the Knox Trail, including a recreation of the trek through Springfield that drew more than 1,000 onlookers, as well as a lecture on the Battle of Saratoga and a discussion earlier this month titled “The Most Proper Spot in America.” Led by Armory Curator Alex MacKenzie, it focused on the Continental Arsenal, why the site in Springfield was chosen, and the arsenal’s contributions to American independence.

Other events include everything from an Independence Day celebration — visitors can watch the Springfield fireworks from the Armory grounds — to a Heritage Pops Concert on July 25 featuring a big band performance in front of the Springfield Armory Commandant’s House, to Forging Freedom on Aug. 29, a day of re-enactments and demonstrations celebrating American manufacturing.

Based on the strong turnouts for the Knox Trail recreation and program on the Battle of Saratoga, Amelinckx said there is keen interest on the events of the Revolutionary War period, and he expects this to translate into stronger visitation numbers for the Armory throughout the year and solid attendance at those upcoming events.

“The interest is palpable,” he told BusinessWest. “Our events are drawing people from across the region, but they’re also attracting people who live in the area and have never been to the Armory. There’s definitely a lot of interest in celebrating the 250th in this area.”

—George O’Brien

Exhibit Tells the Nation’s Story Through Illustration

By
Tourism & Hospitality

Norman Rockwell Museum

“American Stories, from Revolution to Rockwell” includes James Montgomery Flagg’s “I Want You for U.S. Army” (1917, chromolithograph on paper, private collection).

“American Stories, from Revolution to Rockwell” includes James Montgomery Flagg’s “I Want You for U.S. Army” (1917, chromolithograph on paper, private collection).

 

Russell Lord says planning for the nation’s 250th birthday at the Norman Rockwell Museum in Stockbridge began several years ago, and kicked into a higher gear when he arrived as chief of Curatorial Affairs in late 2024. Eventually, a mission emerged.

“As a museum devoted to not only Norman Rockwell, but also the history of illustration, we felt like we had something unique to offer at this moment in time,” Lord said. “Also, we understood that it might be somewhat expected of us to do something because Norman Rockwell is so closely associated with American identity and this vision of America.

“We wanted to both embrace what people expected of us and also add a little bit of the unexpected,” he went on, adding that both will come together in “American Stories, from Revolution to Rockwell,” which explores how artists from the Revolutionary era to the present “shared the ideals and evolving story of the United States in pictures and captured the American imagination in the process.”

Organized around a series of thematic chapters — including industry and innovation, immigration, the Civil Rights Movement, and civic life — that cut across time periods, the special exhibit, which runs from June 6 to Oct. 26, will bring together a wide range of works. These include illustrations, textiles, ceramics, paintings, prints, drawings, books, posters, advertisements, and digital media, from the nation’s founding to the present day, with each object telling a story.

“The United States is young enough to have its entire history extensively illustrated,” Lord said, noting that early works by engravers such as Paul Revere and Benjamin Franklin issue calls for unity against, and independence from, an oppressive monarchy.

“In the 19th century, artists served as visual journalists, entertainers, and advocates for reform,” he went on. “In the 20th century, illustrators captivated the public with idyllic scenes of American life, while also confronting the realities of racial injustice and political division. Today, in the 21st century, artists continue the legacy — engaging critically with the past and imagining possible futures — circulating images faster and more widely than ever through digital platforms.”

Among the items assembled from the museum’s extensive holdings (some 30,000 works representing 350 illustrators), as well as loans from institutions and private collections worldwide, are James Montgomery Flagg’s “Uncle Sam Wants You for the U.S. Army” and Howard Miller’s “We Can Do It!” posters, as well as Rockwell’s portrayals of American presidents and politicans such as Dwight Eisenhower, John F. Kennedy, Robert F. Kennedy, and Ronald Reagan, said Lord, adding that the goal is to blend some familiar works with others that visitors have likely not seen before.

“Two of the things I wanted to explore with this exhibit are history and myth, which is to say pictures that tell us about the actual history, and then pictures that are so famous — like ‘Uncle Sam Wants You’ — that they’ve taken on this kind of mythical status, and in some ways, that often means we don’t think about them as deeply as we might; we see them, and we say, ‘we’ve seen that, we recognize that.’”

Russell Lord

Russell Lord

“As a museum devoted to not only Norman Rockwell, but also the history of illustration, we felt like we had something unique to offer at this moment in time.”

And while the exhibit, which will occupy nearly all of the museum’s exhibition space, was created to celebrate the nation’s 250th birthday, there is another purpose as well, said Lord, adding that the times call for a collection of works that show that this complicated era in the nation’s history is not without precedent.

“American Stories, from Revolution to Rockwell”

“American Stories, from Revolution to Rockwell” includes, above, Norman Rockwell’s “Ben Franklin’s Sesquicentennial” (cover illustration for the Saturday Evening Post, May 29, 1926),

“When I put together an exhibit, I like to ask the question, ‘why this exhibit now?’” he told BusinessWest. “Obviously, there’s an anniversary, but that’s not the only reason for this to have relevance right now.

“No matter where you sit on the political spectrum, I think everyone would agree that this is a very complicated moment for our own identity in the world,” he went on. “I always like to think that it can be somewhat unsettling to think that this is an unprecedented moment, and I also like to think about how there might be a precedent for this. A lot of the conversations we have today about our own identity in the world — about how other countries view us and how we view ourselves — are not new discussions.”

Image makers have wrestled with many of these identity crises from the very beginning, he continued, adding that this is one of many things he expects visitors will take away from an exhibit that offers both a visual journey through American history and a timely reflection on the enduring power of pictures to shape national identity.

—George O’Brien

Paul Accorsi Jr.

By
40 Under 40 Class of 2026

Assistant Vice President, Business Banking Lender, PeoplesBank: Age 31

As he talked about his role as assistant vice president and business banking lender, Paul Accorsi said there are many rewards.

One of them, and he does this often, is pointing out businesses or properties while driving with his wife, Tara, and saying, “that’s my customer … I helped them finance a vehicle,” or “I helped them finance a piece of equipment,” or “I financed that building for that person as they were starting their journey as a landlord.”

He takes pride in helping mostly small to mid-sized businesses with loans that enable them to get started or, more often, take a critical next step, and says there’s satisfaction in creating success stories that those outside this line of work might not appreciate.

Accorsi started his own professional journey at the former Chicopee Savings Bank as a summer float teller. He later worked in nonprofit accounting roles and returned to banking as a commercial credit analyst at TD Bank. He joined PeoplesBank in 2021 and served in the same role before being promoted to business banking lender in 2023.

Active in the community, Accorsi is a member of the Springfield Kiwanis Club and former president of the group, helping to grow two of its major fundraisers — an annual grand raffle that supports six area Key Clubs and an annual cornhole tournament.

In addition, he serves on the board of the South End Community Center; participates in many charitable road races, including the Hot Chocolate Run to benefit Safe Passage, the Springfield Rescue Mission 10K Run to End Homelessness, the Holyoke St. Patrick’s Day 10K, and the Magic for Maddie 5K; and volunteers for many other causes and agencies, including Enfield’s Fourth of July celebration.

Whether helping clients at work or volunteering outside the office, “it’s nice to take the community I love and put a positive spin on it whenever I can,” said Accorsi, adding that his career — and his commitment to community — have, in many ways, been inspired by his father, who passed away in 2012 after battling ALS.

“He was a commercial banker for a long time, and as a kid, I saw him involved in the community, and he did a lot of good — he was on multiple boards, including the YMCA of Greater Springfield and Sunshine Village in Chicopee,” Accorsi recalled. “I like all the philanthropic work that he did, but he also made a lot of friends along the way, and I really liked that aspect of the job.”

—George O’Brien

Alexandra Balise

By
40 Under 40 Class of 2026

Director of Corporate Strategy, Balise Auto Group: Age 38

Alex Balise calls it her “happy place.”

This is the fishing camp in Quebec where she, her husband Trevor, and children Connor and Emma spend a week each summer around Connor’s birthday

“The phone doesn’t work … it’s quiet, it’s relaxing, it’s fun — even if you don’t catch anything,” said Balise, director of Corporate Strategy for Balise Auto Group, adding that she has a number of happy places. Others include Benjamin Swan School in Springfield, where she reads to students as a Link to Libraries volunteer and also leads efforts to donate coats to those students, continuing a tradition started by her uncle, Mike; Square One, where she serves as a board member but has also become heavily involved in programs and fundraising, especially for its new headquarters building; and the Big E, where they spend Emma’s birthday.

And then there’s 1441 Main St. in Springfield, Balise’s corporate headquarters. OK, maybe this place isn’t as ‘happy’ as the others, but it’s where she has emerged as a true leader at this 106-year-old family business started by her great-grandfather.

Since she came to Balise in 2015, Alex has taken on several roles and assumed ever-greater amounts of responsibility. She started as an analyst for the company’s then-emerging car wash business and later served as project manager for its new Kia franchise, before becoming director of Marketing.

As director of Corporate Strategy, she has a wide range of duties, including current work to oversee the company’s conversion to a new document management system. She also works on compliance and legal matters — “all the fun things that happen behind the scenes that are important to the business but not glamorous.”

While managing all those responsibilities, she remains very active in the community — with the aforementioned Square One, Benjamin Swan School, and Link to Libraries; the Zoo at Forest Park, where she played a lead role in facilitating the donation of a vehicle, enabling its education team to expand outreach programs; the West Springfield Boys & Girls Club; and the Balise company’s annual holiday giving and back-to-school backpack campaigns.

“Anyone who knows Alex knows of her soft-spoken demeanor,” Square One President and CEO Dawn DiStefano wrote in nominating Balise for this honor. “But behind her gentile smile is a powerhouse of community support and activism.”

A powerhouse indeed, both as a leader at Balise and a force for youth and families within the 413.

—George O’Brien

Alicia Brown

By
40 Under 40 Class of 2026

English Teacher, John J. Duggan Academy: Age 39

It’s called ‘the Royals.’

That’s the name Alicia Brown gave to a program she created to empower young women in middle and high school through mentorship, leadership development, and life skills education. It’s an after-school program that initially started in the basement of her church.

“We get together every two weeks, and we engage in meaningful conversations and activities,” said Brown, an English language arts teacher at Springfield’s John J. Duggan Academy, adding that the program is centered around mental health awareness in young women and “helping them build healthy coping mechanisms to navigate life.”

The Royals is just one example of how Brown is making a difference inside the classroom and beyond, and building on a passion for working with, and helping to guide, young people that goes back to the days when she was a summer camp counselor.

“I grew up in Springfield myself, and I love the fact that I can build these relationships with my students where they can see a teacher that they can relate to,” said Brown, a graduate of Springfield College, adding that she’s always focused on making an impact that goes beyond a day’s lessons in English. “Not only are we focusing on academics in the classroom, we’re also teaching them about the foundations of life and how to be successful outside these four walls.”

Elaborating, she said that much goes into being a Royal, and that designation, if you will, goes beyond participation in the twice-monthly meetings.

“You being a Royal … you wear that everywhere you go,” she explained. “It means we’re taking our academics seriously and we’re making sure we show up to school, and it’s important that we have healthy communication skills when we need to converse with one of our friends when we feel that something is a little off; it’s how you carry yourself outside of here.”

Brown’s impact inside and outside the classroom was summed up by Duggan Principal April Robinson, who nominated her for the 40 Under Forty award. “She’s my go-to teacher when a student needs extra support and uplifting,” she wrote. “This strong teacher-student rapport positively impacts student confidence, engagement, and overall achievement.”

When not teaching and guiding young people, Brown enjoys spending time with her 20-year-old daughter, Imani, and other family members. “I’m very family-oriented,” she said. “Spending time with my family is very important to me.”

—George O’Brien

Kate Caligaris

By
40 Under 40 Class of 2026

Vice President, Human Resources Program Management, Liberty Bank: Age 34

It’s called the Mirror Ball Trophy.

It’s awarded by the organizers of the Fancy Steps fundraiser, a dance competition of sorts for the Children’s Museum at Holyoke, not to the best dancer — “I would never have gotten it if that was the case,” Kate Caligaris joked — but instead to the one who raises the most money for the institution.

In this case, for the 2025 event, Caligaris raised more than $15,000 by “getting creative,” with initiatives that included everything from celebrity bartending to soliciting Holyoke businesses for donations.

The trophy (yes, its main feature is a mirror ball) now sits on Caligaris’s desk at Liberty Bank, where she serves as vice president of Human Resources Program Management. It will soon be joined by a 40 Under Forty plaque, which she has earned through a combination of excellence in her day job and a strong commitment to community, especially in her hometown, and now her current home — Holyoke.

Her role brings a diverse set of responsibilities, she said, listing everything from administering the intern program to system integration initiatives; from serving as HR business partner for several members of the bank’s C-suite to overseeing the change to a new 401(k) provider. “It’s a little bit of everything, and that’s what I like about it,” she said.

As for her work in the community, it includes years of work on the Holyoke St. Patrick’s Day Parade Committee, continuing a family tradition that started with her grandfather. In 2010, she was named Colleen, and today she serves as chair of the Colleen Pageant and oversees all that happens after that competition.

“I’m with the girls all through the green season — the school visits, the hospital visits, chamber breakfast … you name it,” she said, adding that she walks beside the Colleen float on parade day.

Caligaris is also a Board of Health commissioner in Holyoke, and served for many years on the board of the Children’s Museum and remains active with that institution. She is also co-chair of the American Cancer Society’s Massachusetts Golf Classic, which will be staged later this spring, and sits of the board of Magic for Maddie, a nonprofit created in honor of Madeline (Maddie) O’Hare Schmidt, who lost a courageous battle against pediatric brain cancer in 2022. Over the past four years, the agency has raised more than $1.3 million money for research, but also to assist families waging their own fight against the disease.

—George O’Brien

Lezlie Braxton Campbell

By
40 Under 40 Class of 2026

Deputy Director, Neighbor to Neighbor: Age 32

Lezlie Braxton Campbell is a big believer in the agency known as Neighbor to Neighbor.

Indeed, he first got involved as a board member and then as board chair before joining the staff of the organization two years ago.

He now serves as deputy director, a role that comes with a broad job description that essentially boils down to carrying out the agency’s broad mission — making democracy work for everyone.

“It’s an organization for community and political organizing,” he said of the agency now celebrating its 30th year, adding that Neighbor to Neighbor gets involved at the grassroots level on issues ranging from housing to criminal justice reform to climate and environmental work.

It’s currently involved in a letter-writing campaign to urge passage of the Clean Slate Act, which would automatically seal old criminal records, removing barriers to jobs, housing, and stability for thousands of state residents.

“I enjoy my work because we’re a multi-issue organization,” he told BusinessWest. “I can be talking about voter engagement, then get deep into other issues … and then, there could be a bill we’re pushing. So it does put you out in many different directions.”

A graduate of Westfield State University, where he earned a bachelor’s degree in business management, Campbell is currently working toward a master’s degree in politics & education at Columbia University. He brings a diverse résumé to his current role, including a 5-year stint in education (humanities and social studies) that included teaching at both the Springfield Public Schools and Springfield Technical Community College. He’s also been involved in a number of local, regional, and statewide political campaigns, and ran for City Council in Springfield himself.

He said his current job description includes a mix of administrative duties, work on specific issues, such as the Clean Slate bill, and getting to know the people and issues facing them in communities served by the chapter, including Springfield, Holyoke, Worcester, and Lynn.

Active in the community, Campbell is a part of the LUCE Immigrant Justice Network in the Bay State, executive vice president of Young Democrats of America, and a former mentor with the Academic Leadership Assoc. Last year, he received the Black Excellence on the Hill Award and the Ronn D. Johnson Servant of All Award.

And now, he has another plaque for his desk, one that identifies him as a member of 40 Under Forty.

—George O’Brien

 

Steven Costa

By
40 Under 40 Class of 2026

First Vice President, C&I Lending, Beacon Bank: Age 34

Steve Costa started his professional career in public accounting, with one of the Big Four firms. He enjoyed that work — but “didn’t love it” — and had no real intention to make a change until a friend, mentor, fellow churchgoer, and chief credit officer with a local bank gave him something to think about.

“He pulled my arm and said, ‘I think this is something you’d be really good at; you’re extroverted, you have a good personality for it, you’re relationship-driven, sales-oriented, and high-energy. I think you’d do well at this banking thing.’”

Turns out, he was right. Costa has done pretty well at this ‘banking thing,’ and because of all those attributes he listed.

He started at Country Bank and later moved to Berkshire Bank (now Beacon Bank), where he has been promoted several times and currently serves as first vice president, C&I Lending, managing a $150 million portfolio that has grown steadily over the years. He finds the work rewarding on many levels.

“I love the people, love the relationships, love making a difference,” he said. “The networking side of it is awesome. Being high-energy myself, I like getting out and meeting people, hearing about their life stories, learning about their businesses, knowing that a good banker can actually make a real big difference at a company.

“Every bank’s money is green,” he went on. “But that relationship side of the business is extremely important, and I enjoy working with people and helping them reach their goals. Seeing a business grow, hire new employees, and contribute to the local economy … it’s not just about the numbers; it’s about making a real impact.”

While doing that, he’s making an impact on other fronts as well. Indeed, Costa is active in the community, serving as a member of the Square One finance committee and as a member of the St. George Greek Orthodox Cathedral audit committee. And through his church, he serves various volunteer efforts, including Glendi, its annual Greek festival, and teaching Sunday school.

He also supports cancer fundraising efforts through his role on the executive leadership committee for the American Cancer Society’s Massachusetts golf tournament, and volunteers with agencies and causes ranging from Junior Achievement to the Zoo in Forest Park.

When not doing any of that, he’s spending time with his family — his wife Kerri and son Crew — which will get larger soon; a second child is due at the end of this month.

—George O’Brien

Giancarlo Crivelli

By
40 Under 40 Class of 2026

Executive Director, Fishing Friends: Age 24

For Giancarlo Crivelli, fishing has always been more than a pastime.

It’s been a passion, a way to connect the generations in his family, and a vehicle for bringing joy, and some valuable life lessons, to others.

Indeed, Crivelli has lasting memories of fishing with his father and grandfather when he was younger. They both passed away when he was 12, and since then, fishing has always been a way to remember them and bring him closer to them.

And in recent years, fishing has become even more — a way to honor his father’s legacy of using the activity to connect with young people in the community who didn’t have a father figure in their lives.

“He would take them fishing, too, and it soon became a regular thing,” Crivelli recalled. “He would become a friend to these kids, teaching them about the importance of getting back in touch with nature. Fishing, he would say, grounded us, helped us relax, and taught us the value of patience.”

All of this informs the mission of a nonprofit that Crivelli started called Fishing Friends. The 501(c)(3) provides fishing trips to local young people throughout Western Mass. — but it goes beyond baiting hooks and casting lines. Trips are designed to educate children on boat safety, water stewardship, fishing, patience, kindness, sharing, and more.

These are skills that can last a lifetime, said Crivelli, adding that Fishing Friends has several components, from the fishing trips to conservation cleanups, where participants gather to protect and preserve local waterways, to Harbor Hands, a youth boat repair program.

As for the best fishing spots … Crivelli didn’t reveal all of them or get too specific. But he gave a partial list, including Hampton Ponds in Westfield, Five Mile Pond in Springfield, the Oxbow in Northampton, and Red Bridge, a recreational area on the Chicopee River bordering Ludlow, Wilbraham, and Palmer.

“That’s just a few spots … we’re all about exploring new areas and teaching kids about all the different and unique places to go fishing,” he said.

And these places on the map are just a small part of the story, he went on, as he recited the Fishing Friends mission statement. “We teach youth about fishing so they can build character, connect with nature, develop meaningful relationships, and learn new life skills.”

That’s quite a mission, but he knows from experience, and all those coveted memories of times spent with his father and grandfather, that fishing can do all that.

—George O’Brien

April Doroski

By
40 Under 40 Class of 2026

Senior Wetland Scientist, Team Leader, Fuss & O’Neill: Age 35

It’s come to be known simply as the ‘mushroom calendar.’

That’s because it features photographs of mushrooms, taken and collected by April Doroski, who encounters numerous varieties of the fungi while out in the field serving as a team leader and senior wetland scientist for the Springfield-based engineering firm Fuss & O’Neill (F&O).

The calendar, which graces the cubes of many employees at the company, and several other settings as well, is offered as part of a fundraiser. Since 2020, Doroski has raised more than $6,500 for environmentally focused nonprofits including the Clean Air Task Force, Ecology Project International, Biobus, and Trees for the Future.

And such efforts comprise just a few of the ways Doroski has become … well, a standout in her field.

Indeed, as a senior wetland scientist and permitting specialist at F&O, she is a key member of its environmental permitting practice and the firm’s climate resilience work. She leads environmental permitting strategy and preparation for a wide array of climate adaptation, ecological restoration, transportation, energy, water, infrastructure, and development projects across the state. She has delineated wetlands across New England and has conducted compliance monitoring, as well as water quality and hydrologic assessments.

This is work she’s been drawn to since she was very young.

“As far back as I can remember, I always enjoyed spending time outdoors, camping with my family, and I knew I was interested either in microbiology or environmental science, and I ended up in environmental science,” Doroski said, adding that she enjoys many facets of this work but especially the places it brings her and the improvements she helps create.

“I drive by projects or sites or areas where I’ve performed wetlands delineation, and I always point them out to people,” she said, adding that she’s proud of the work she and other team members carry out across the region, such as the removal of obsolete dams that are no longer being used and repair of those that still serve a purpose.

“There are a lot of dams and infrastructure that are outdated and not needed,” she explained. “And the dam removals are exciting projects because we’re restoring the rivers to their natural flow and natural state.”

When not working or putting together the mushroom calendar, Doroski enjoys traveling — she has a trip to Spain planned for this summer — and snowboarding, two activities that provide her with more time outdoors, which is where she thrives.

—George O’Brien

Jack Dowd

By
40 Under 40 Class of 2026

Partner, Vice President, Sales & Marketing, The Dowd Agencies: Age 37

Jack Dowd says he never really thought about anything other than a career in insurance when he was young. This certainly differentiated him from most people his age, but for a good reason.

Indeed, he watched his father, John, and grandfather before him thrive in this business, with their name on what had become a Holyoke institution, and he liked what he saw.

“It all centered around my father — I held him in such high regard, and I just wanted to be like him,” recalled Dowd who represents the fifth generation involved in the family business, and worked his way from the ground up — literally. Indeed, he started as an intern working in the basement, converting paper to electronic files.

At his father’s advice, he started his career outside the family business, gaining experience at an agency in Boston and then for Quincy Mutual. He joined the Dowd Agencies in 2016 and has moved up the ladder to partner and vice president of Sales and Marketing.

He wears a lot of hats during this intriguing time for the company and industry, one marked by continued consolidation — and opportunities for companies like Dowd to grow and expand their footprint.

He’s a producer himself, but he also manages the sales team as well as the marketing team. And as a member of the senior leadership team, he’s involved with efforts to explore acquisition opportunities and, in many cases, make them happen.

“We’ve really started to push and grow beyond Western Massachusetts; we’ve realized there’s some opportunity to grow faster in Northern New England,” he said, adding that Dowd has purchased two agencies in Vermont over the past 18 months, among other acquisitions, and is looking at similar opportunities across the region. “We’ve tripled in size since I came to the agency.”

Dowd is also active in the local community, serving on the Swish Night committee for Make-A-Wish Massachusetts and Rhode Island and on the board of directors for the Holyoke Taxpayers Assoc. Previously, he served on the board of the Western Massachusetts Council of Boy Scouts of America, and on a committee supporting Brightside for Families and Children.

And when not working and volunteering, he’s spending time with his family — wife Vanessa and two children, John IV and Clara — especially at Lake Sunapee during the summer.

“They’re getting into sports now, and T-ball will be starting soon, so I’ll be coaching that,” he said — yet another hat for someone who already wears many.

—George O’Brien

Tom Dowling

By
40 Under 40 Class of 2026

Partner-in-Charge, Holyoke, Whittlesey: Age 39

Tom Dowling says he’s always been drawn by the variety of work offered by the broad realm of public accounting.

By that, he meant the wide range of business sectors as well as the diverse nature of individual companies and nonprofits he gets to work with — especially the latter.

Indeed, Dowling, partner-in-charge for Whittlesey’s Holyoke office, manages a large book of clients, many of them nonprofits, for which he has become a trusted advisor, providing services that go well beyond tax and audit work.

“He guides them through regulatory changes, funding changes, and leadership changes,” wrote Drew Andrews, Whittlesey’s CEO and managing partner, who nominated Dowling for the 40 Under Forty. “As Massachusetts nonprofits face more financial pressure, Tom’s advice goes beyond audits; he helps clients find new funding, improve internal controls, work more efficiently, and build long-term financial plans.”

These sentiments help explain why Dowling was drawn to public accounting, and why he is a rising star in this field. But there’s more to the story.

Indeed, he came to Whittlesey in 2017 and played a key role in its merger with the Holyoke-based firm Lester Halpern and then in strengthening the Hartford-based firm’s presence in Western Mass. and growing market share in this region. He was named partner in 2022 and now oversees the Holyoke office and its staff of 20.

His portfolio of clients is diverse, but, as he noted, one of the focal points — for him and the firm — is nonprofits, which are now facing ever-rising levels of uncertainty and challenge.

“This year has been busy with the current developments in the political landscape — it seems like every other day, there’s something that’s changing and impacting a nonprofit or creating some uncertainty in their funding,” Dowling said. “And we are constantly in discussions with all of our clients to make sure they’re aware of these issues and that they know how to assess and react if needed.”

Active within the industry — he’s a member of the American Institute of CPAs, the Massachusetts Society of CPAs, and the Assoc. of Certified Fraud Examiners, among other groups — he is also busy in the community, especially as a committee member for the Make-A-Wish Massachusetts and Rhode Island Swish Night event, but also as a youth basketball coach.

“I’ve been coaching my kids since they were able to play,” he said, referring to sons Carter, 14, and Wesley, 8. “It’s one of my favorite times of the year, and it’s nice to see the kids grow.”

—George O’Brien

Jill Foley

By
40 Under 40 Class of 2026

Director of Membership, Massachusetts Society of CPAs: Age 36

Jill Foley is not an accountant, and she doesn’t play one on TV.

But she’s essentially made a career out of promoting and supporting accountants from across the state.

Indeed, she’s been director of membership for the Massachusetts Society of CPAs for eight years now, playing a major role in growing membership, expanding networking events, and providing more opportunities for members to connect and develop professionally. It’s a role that brings rewards on many levels.

“Relationships, and connecting people with people, are a big part of what I do and what our team does,” she told BusinessWest, adding that this work takes many forms.

These include everything from the agency’s Small Firm Roundtables, created to provide firm owners and leaders with a collaborative, non-competitive space to share best practices, discuss operational challenges, and learn from one another, to an expanded Sip and Socialize, MassCPAs’ most lucrative and best-attended networking event, from a single annual gathering in Boston to a multi-region, three-event series with Boston and Springfield locations.

It also includes the launch of a new program to support entrepreneurial CPAs who have recently started or are planning to start their own business, surpassing year-one participation goals by more than 50%.

A graduate of Assumption College, Foley majored in accounting, drawn to the profession by the diversity of opportunities available to people in the accounting world — and the importance of those professionals to individuals, businesses and nonprofits of all sizes.

An entrepreneur herself, she also created Fed by Foley, a food service business serving the Pioneer Valley, which she operated until late last year.

In the venture’s second month, she created Charcuterie for Community, where she worked alongside other organizations to support general operations or special projects for organizations and causes ranging from the Food Bank of Western Massachusetts to Cancer Connection; from Cooley Dickinson Hospital to Nonotuck Community School.

“The business grew in ways I never imagined — over a thousand orders over those four years,” Foley said. “It’s so hard to open a small business, but so many people in this region want to support you.”

That’s one of many examples of how she makes giving back a priority. She’s a board member for the People’s Institute of Northampton, raises funds for the National Brain Tumor Assoc., and serves as a non-medical volunteer for the Medical Reserves Corps of Massachusetts.

Add it all up — that’s what they do in accounting — and it’s easy to see she’s a member of this year’s 40 Under Forty.

—George O’Brien

Sara Landaverde

By
40 Under 40 Class of 2026

Director of Survivor Advocacy & Outreach Programs, YWCA of Western Massachusetts: Age 31

Sara Landaverde has always had a passion for working with children.

“Growing up, I always wanted to work with kids who experienced trauma, who went through a hard time,” she said, adding that, while earning her undergraduate degree at American International College, a discussion with one of her professors left her convinced that social work would be the lane she would travel down.

“And I’ve been in that lane ever since,” said Landaverde, director of Survivor Advocacy & Outreach Programs for the YWCA of Western Massachusetts, where she started as a clinical intern while completing her master’s degree in social work at Boston College.

Early on, Landaverde displayed “something special that made her stand out,” said Elizabeth Dineen, the agency’s CEO, who nominated her for this award. “Sara distinguished herself because of her intelligence, empathy, and creativity. She had the drive and ability to figure out how to reach a child who had literally closed down due to profound trauma.”

After completing graduate school, Landaverde was hired as a child and family clinician. Four years later, she was named a director, and she now supervises more than 20 employees.

In this role, she oversees four programs — the domestic violence counseling program, the sexual assault counseling program, the 24/7 hotline, and the data program — and while doing so, she mentors younger employees and interns and conducts many different forms of outreach to inform the public, and potential partners, about the many programs and services provided by the YWCA. And while doing all that, she still manages a small case load herself.

Active in the community, she is a board member of Holyoke Children’s Museum and a member of the Elms College social work advisory board. She’s also a guest speaker at colleges and churches throughout Western Mass., educating others about sexual assault, domestic violence, and human trafficking. And when not working, volunteering, or public speaking, she’s a devoted dog mom who puts aside time to spend with family — her mother, five brothers, nieces, and nephews.

Although her work at the YWCA is challenging, Landaverde considers it rewarding on many different levels, especially the opportunity she and others have to change the course of survivors’ lives.

“My goal has always been to make some little change in someone’s life,” she explained, “so that they were able to change the paradigm and be able to change their family history with regard to any childhood event they may have gone through.”

—George O’Brien

Siobhan Matty

By
40 Under 40 Class of 2026

Assistant First Vice President, Financial Advisor, St. Germain Investment Management: Age 35

Siobhan Matty recalls her father’s commentary when Paul Marchese, director of Business Development for St. Germain Investment Management, suggested she join the firm her dad served as president.

“His response was, ‘you can hire her — I can’t,’” she said with a laugh, adding that, eventually, he did, suggesting that her strong social skills would translate well into work as a financial advisor — and work within the community as well.

Turns out, he was right about all that.

Indeed, Matty has established herself as an advisor with a strong ear, and also one with a big heart, volunteering her time, energy, and talent to several institutions and causes.

“Siobhan’s advancement in this field is a direct result of her earnest and compassionate nature,” wrote Mary Orr, media specialist for Trinity Health Of New England, who got to know Matty when she became friends with her daughter. “She gets to know her clients as people with needs, not only as the individual they are, but also with needs that may change as they age due to illness, divorce, or loss of a loved one.”

When asked what she liked about her work, Matty was direct. “I like helping people; it’s that simple — knowing what they have and what they need to do. It’s not about ‘what’s the hot stock?’ — and you do get asked that sometimes. I tell them, ‘that’s not what we’re doing.’”

While listening to her clients and helping them meet their financial goals, Matty is also involved in the community on many levels.

She currently serves as a board member and a development committee member for Glenmeadow Retirement Community and as a board member and marketing committee member for the Springfield Public Forum. She has previously served on boards for the Ronald McDonald House in Springfield and New Haven, Conn., the United Way of Pioneer Valley, and Link to Libraries.

She also volunteers with Junior Achievement of Western Massachusetts, most recently participating in the organization’s 20th annual Stock Market Challenge, and as a celebrity bartender at the agency’s recent fundraiser.

Giving back has been a pattern throughout her life and career. Indeed, following the suicide death of a high school friend, she worked with that friend’s mother to organize the Kayla Rae Clark Walk to raise money to support the addiction recovery program at the former Providence Behavioral Hospital in Holyoke.

That’s just more example of how Matty has always focused on making a difference in the lives of others.

—George O’Brien

Jesse McMillan

By
40 Under 40 Class of 2026

Principal, Westfield Middle School: Age 33

Jesse McMillan comes from a family of educators, and he counts himself lucky to have had teachers who made a big impact on his life — and inspired him to want to do the same.

So, it’s natural that he would find his way into that field.

But the path he’s taken has been anything but typical.

Indeed, he was named principal of New Hingham Regional Elementary School when he was just 24, making him the youngest principal in the Bay State at that time.

“I had people around me who really believed in me and gave me opportunities to grow; that made all the difference,” he said of his quick ascension to a top administrative role. “I loved being in the classroom, but I realized I wanted to have an impact beyond just my own students. Becoming a principal gave me the opportunity to support teachers and improve the experience for an entire building of kids at once.”
This mindset has propelled him to reach higher and seek new challenges, including his current position as principal of Westfield Middle School, where he leads a staff of 100 and provides direction and motivation to 700 students.

And as he goes about his work, he draws inspiration from his own middle school principal. “Every morning he’d greet me with ‘Hey, Jess!’ and it made me feel seen,” he recalled. “That stayed with me. It showed me the kind of impact a principal can have on a student.
“At the end of the day, it’s about people,” he went on. “If students feel safe and supported, and teachers feel valued, everything else starts to fall into place. That’s what I try to build every day.”

He said that he loves all aspects of this job, but especially the fact that no two days are the same, and every day provides a new opportunity for him to learn and build on those experiences.

“That process of continuous learning and refining my approach is what’s helped me grow as a leader,” he said. “And I hope it creates a culture where staff and students feel comfortable taking risks and learning from mistakes as well.”
“I have always seen myself as a learner first,” he continued, adding that this applies to everything from his teaching as an adjunct at Massachusetts College of Liberal Arts to learning something completely new like beekeeping. “It all comes back to that same curiosity. I think that mindset makes me a better educator and leader.”

It also makes him a 40 Under Forty honoree.

—George O’Brien

 

Jamillah Joy Medina Nova

By
40 Under 40 Class of 2026

Community Relations Coordinator, Springfield City Library: Age 35

Hers is a career built “at the intersection of public service, entrepreneurship, and community-centered storytelling.”

That’s how Ellen Williams, director of Community Engagement and Education at the Springfield-based nonprofit Learning for Better, summed up Jamillah Joy Medina Nova, as she nominated her for the 40 Under Forty award.

And she’s right on every score.

Indeed, as Community Relations coordinator at the Springfield City Library, Medina Nova leads marketing and community relations efforts that strengthen the library’s visibility, relevance, and partnerships across the city. She also supports outreach and relationship building across neighborhood events and community touch points, helping residents connect with library services and resources.

It’s a job that blends what she calls her ‘favorite things.’

“That includes community involvement, helping young people, and my marketing background, so it’s a perfect fit,” said Medina Nova, who joined the library staff in 2019 and has led initiatives such as the recent drive to secure 10,000 library card signups.

But she’s also an entrepreneur — the founder of LMN Creative, a marketing and branding consulting firm, and the owner of Jamillah Joy Designs, which provides graphic design services, especially to women-owned and BIPOC-owned small businesses.

With LMN Creative, she specializes in helping clients show up on social media — and generate revenue on those platforms.

“I have big plans for a studio in the future, but right now, I’m doing mostly consulting, working behind the scenes to help clients,” said Medina Nova, a graduate of EforAll’s cohort program and the Sphere Northampton’s accelerator program, adding that her portfolio includes several hair salons, wellness studios, and other small businesses.

All this means she’s quite busy, but she finds time to get involved in the community, especially with efforts to support young people, women, and the arts. She is co-troop leader with Girl Scouts of the USA and serves as a board member of the Drama Studio, supporting access to theater and arts education for area children and families. She also volunteers with agencies such as Girls Inc. of the Valley, the YWCA, and Give Kids the World Village.

She also enjoys spending time with her 4-year-old daughter, Luna, “the light of my life,” and serving as an inspiration to her and many others.

“I want to teach my daughter that there are many buckets that can be filled — you just have to appropriate your time properly,” she explained. “This is the city that raised me, so I want to give back in any way I can.”

—George O’Brien

John Page

By
40 Under 40 Class of 2026

Executive Director, Amherst Business Improvement District: Age 29

It’s called Amherst Restaurant Week.

As that name suggests, it’s a week (in June) designed to promote, celebrate, and introduce people to Amherst’s eclectic mix of dining establishments.

And it’s just one of many initiatives created or enhanced by John Page, executive director of the Amherst Business Improvement District (BID) as he carries out the agency’s mission to support local businesses and cultivate a dynamic and vibrant downtown Amherst. Others include everything from the fall Downtown Block Party and summer concerts on the Common to the holiday-season Sip and Shop Stroll, which encourages holiday shopping.

Expanding that list is among the priorities for Page, a UMass Amherst grad who formerly worked for the Amherst Area Chamber of Commerce, which shares space with the BID, and came to understand and respect the latter’s mission. After a stint working on events at his alma mater, he eventually decided to seek the BID director’s job after the departure of Gabrielle Gould.

That’s eventually.

“I was reluctant at first because I didn’t know if I was ready,” he said, adding that the BID’s board asked him to help with some projects, such as the Block Party and summer concerts, in the interim, and while doing that, he became convinced he was ready.

And over the past two years, he has become a force in efforts to bring people downtown and create more vibrancy there.

“It’s an interesting time to be in the downtown because there’s a little bit of a renaissance, but there are also some really big challenges,” he said, adding that there’s been a changing of the guard, with the owners of some long-standing businesses retiring, and new ventures taking their places. “We’ve been very lucky to have several new businesses open up, expand, or move into the downtown over the past few years, and there’s still room for more.”

While being active in the community is part of Page’s job description, such work takes many forms and extends well beyond Amherst’s downtown, including service on the board of the Amherst Education Foundation. He also serves as co-chair of the Pelham Cultural Council and has been a lead organizer of Amherst’s LGBTQ+ Pride events in downtown Amherst, including the first-ever Amherst Pride Parade.

And when not doing all that, he loves to travel — including trips to Barcelona, Costa Rica, and Mexico — while always looking forward to returning home to a community where he plays a key role in setting the tone.

—George O’Brien

Corrine Ryan

By
40 Under 40 Class of 2026

Managing Attorney – Hampden County, Community Legal Aid: Age 37

Corrine Ryan wasn’t sure what she would do with the law degree she was earning at Georgetown University Law Center. But she knew it would be in the broad realm of public interest law, which is dedicated to representing and advocating for the rights and interests of individuals or groups that are typically underrepresented or marginalized in society.

And that is exactly the path she has followed, rising to the role of managing attorney at Community Legal Aid (CLA), which provides free civil legal help to low-income and elderly residents in Central and Western Mass. across several practice areas, ranging from eviction defense to education law; immigration to Social Security.

Ryan doesn’t handle many cases in this role; instead, her multi-faceted work is focused on staff development, professional development, grant writing, meeting with legislators to secure adequate funding, community engagement to build awareness of what CLA does, and direct oversight of its many operations, from the more than 100 calls the office receives each day to implementation of new programs.

Since becoming managing attorney, she has led several new initiatives, including the Commonwealth Care Alliance (CCA) Medical Legal Partnership, a collaboration between CLA attorneys and CCA medical staff that gave critical legal help in 350 cases to poor and elderly patients presenting with health-harming legal needs between 2022 and 2025, as well as the Family Preservation Project, a first-of-its-kind interdisciplinary team that helps families with open child welfare investigations, with the goal of keeping families intact.

“It’s an access-to-justice gap, really, and we try to fill that gap by providing representation to people who can’t afford attorneys,” Ryan said, adding that one of her biggest challenges is coping with the reality that CLA must turn away half the people who apply for help because it simply doesn’t have the capacity.

Active in the community, she serves on the board at Square One, an agency she’s passionate about, most recently as board chair. In addition, she is a board member with the Hampden County Bar Assoc.

Meanwhile, in her day job, she finds all aspects of the work — and fighting those legal battles — immensely rewarding.

“You can really move the needle in a huge way and change people’s lives,” she explained. “Whether it’s defending against a conviction or helping people get services in schools … we win a lot of the time, but even when we don’t, it’s that dignity and representation; they had their fair shake at due process.”

—George O’Brien

Brandon Towle

By
40 Under 40 Class of 2026

Executive Director, Camp Words Unspoken: Age 29

Brandon Towle says he’s never let his stutter get in the way of anything he wanted to do, be it earning a degree in business administration at Holyoke Community College or his current work as manager of Rolling Meadows Country Club in Ellington, Conn., or his multiple passions, including golf and collecting sports memorabilia.

“I started to stutter when I was 5, and throughout my schooling, I worked with several speech therapists to live with my stutter,” he said, adding that, with help from those therapists and others, he was able to gain the confidence and courage (both are necessary) to move past his stutter.

And today, he is helping others do the same through a Pittsfield-based nonprofit he founded called Camp Words Unspoken, the first facility of its kind in New England — its name chosen because, with stutterers, many of their words indeed go unspoken.

There, attendees ages 7 to 17 stay for four nights and, through speech therapy, recreational activities, and interaction with others who stutter, gain both self-confidence and self-awareness.

“Many of them feel alone many months of the year, but when they attend Camp Words Outspoken, they feel like a star,” said Towle, adding that attendees gather in ‘speech groups’ to talk about their stutter — and their lives.

“We do so many different activities at camp that make these children and teens feel welcome, but also feel like a shining star, so when they do leave camp, they gain more self-confidence, so they can now do something they’ve never done before,” such as ordering from a restaurant menu, he went on.

Inspired by a camp he attended in the Midwest for teens who stutter, Camp Words Unspoken has become a passion for Towle. Applying lessons learned in an entrepreneurship class at HCC, he handles all aspects of the operation, including marketing, fundraising, recruitment, program and leadership development, special events, and building donor relationships.

And to help families that cannot pay the full camp tuition, he created a fundraising golf tournament. Now approaching its seventh edition, the tournament draws more than 100 players and 36 hole sponsors to support this worthy cause.

As noted, the camp is a passion, but only one of many for Towle, who puts golf in that category, as well as collecting sports memorabilia (he counts a rare Tom Brady signed helmet among his prized possessions) and rooting for Boston’s sports teams.

It’s all part of a packed life — one unimpeded by his stuttering.

—George O’Brien

Yeselie Tulloch

By
40 Under 40 Class of 2026

Co-founder, Academic Leadership Assoc.: Age 37

Yeselie Tulloch has a lot on common with her husband, Vilenti — everything from entrepreneurial drive and a passion for helping young people to a deep commitment to family.

And now, they share something else — the designation of 40 Under Forty honoree. Vilenti secured his place in 2024, and now Yeselie is not only a member of the class of 2026, but the highest scorer among more than 120 nominees.

They owe their membership in this club primarily to the efforts to launch (in the middle of COVID) and expand the Academic Leadership Assoc. (ALA), a business and nonprofit organization dedicated to empowering young people through school-based mentoring, literacy, support, social-emotional development, and self-advocacy programming.

In her role, Yeselie, who earned an MBA from Bay Path University with a concentration in entrepreneurial and small business operations, manages business operations — she helped develop the business plan — and plays a central role in overseeing organizational activities and strategic scaling efforts.

She said ALA has grown steadily and now has contracts with several area communities, including Springfield, East Longmeadow, Holyoke, and East Windsor, Conn. The agency recently launched a program involving Colonial Estates, a housing project in Springfield; the agency is piloting youth programs for the 500 families living there.

As she carries out her work and advances the agency’s mission, Tulloch draws on her own personal experiences for inspiration — and a drive to succeed.

“As a child growing up in Springfield, I come from a teen parent,” she explained, adding that she can relate to the challenges facing those served by the agency. “We’re providing student services to students that go underneath the radar. We’re mentoring and empowering youth — basically, being the adult I wish I had.

“Education is something that’s really important to me — that was instilled by my grandmother as a child,” she went on. “That’s why it’s so important to me to work with children and just be that adult that some kids might not have.”

Tulloch was recently honored by the Mason Square C3 Committee in Springfield in Springfield for her community service and her role in supporting young people throughout the region. This recognition highlights her strong leadership in youth empowerment, mentorship, and building partnerships within the community.

And for all those reasons and more, she is now not only a member of the 40 Under Forty class of 2026 — she sits at the top of that class.

—George O’Brien

Isaac Weiner

By
40 Under 40 Class of 2026

Owner, Familiars Coffee & Tea and Florence Pie Bar: Age 37

It’s called the Great Northampton Haunt.

This is an ambitious, 31-day, city-wide event designed to drive tourism, activate public spaces, and extend economic activity during October. And it’s just one example of how Isaac Weiner, co-founder of the Haunt, has become much more than a restaurateur doing business in Emerald City.

Indeed, he has become a force in economic developments within the city, efforts to promote its base of restaurants and retail establishments, and activities that increase foot traffic downtown, as we’ll see.

But first … he’s not just a restaurateur, but a successful one. He’s the co-owner, with his partner, Danny McColgan, of two popular eateries in Northampton — Familiars Coffee & Tea on Strong Street, and Florence Pie Bar on Main Street. Both establishments have become celebrated for their offerings, distinctive character, and ability to create welcoming experiences for their guests.

Success with these eateries helps explain why Weiner is a member of the 40 Under Forty class of 2026, but perhaps a bigger part of the story is his growing involvement in efforts to promote and bring more vibrancy to Northampton.

In addition to the Haunt, this involvement includes work with Summer on Strong, a transformative outdoor dining and social experience that has grown into a premier seasonal destination, and the Market Street Market, a seasonal marketplace created to amplify visibility for businesses in that section of the city.

Launched during the pandemic, Summer on Strong has become an institution in the city and the region, a summer-long block party, bringing together live music and food from several restaurants in a festive atmosphere — a section of Strong Street closed to vehicular traffic.

“That first year we closed down the street, we had live music, we had a ton of outdoor dining, and I think at that time we all knew we had just done something spectacular,” he said, adding that the celebration has been back each year by popular demand and through the support of the city and the hard work of organizers.

Meanwhile, Weiner currently serves as vice chair of the board of the Downtown Northampton Assoc., and he was recently appointed to the board of the Greater Northampton Chamber of Commerce.

Add it all up, and Weiner is much more than someone doing business in Northampton, He’s someone committed to the economic vitality and long-term sustainability of the city’s vibrant and ever-evolving downtown.

—George O’Brien

Retailers, Consumers Adjust to Decline of the Penny

By
Karen Randall says Randall’s Farm is resisting when it comes to retiring the penny, but she’s not sure how long it can keep doing that.
Features

Making Cents of It

Karen Randall says Randall’s Farm is resisting when it comes to retiring the penny, but she’s not sure how long it can keep doing that.

Karen Randall says Randall’s Farm is resisting when it comes to retiring the penny, but she’s not sure how long it can keep doing that.

 

 

Gerald Friedman says he’s been advocating, quietly, for the death of the penny for more than 30 years now.

Indeed, while he’s certainly not a fan of the Trump administration, he believes this is one thing it got right.

“It just makes sense; they’ve done the right thing,” said Friedman, a professor of Economics at UMass Amherst, adding that, if he was in charge, he wouldn’t stop there, and would also phase out the nickel and convert to a dollar coin, which he believes would be far more convenient than bills.

But for now, let’s focus on the penny, which is no longer being produced and is being phased out of use. Consumers are coping, said th ose we spoke with, and so are retailers, many of which have implemented systems of rounding sales up or down so that no pennies need to be exchanged.

Springfield-based Rocky’s Ace Hardware implemented such a system a few months ago, said Johnny Falcone, director of growth for the company and the fourth generation of the Falcone family to lead the business, started almost exactly 100 years ago.

“We tried to prolong it as long as we could, but our local banks started running out of pennies,” he explained, adding that the chain worked with its software company to implement a rounding system.

He acknowledged that rounding doesn’t permit a totally accurate account of total sales, something businesses prefer to have, but assuming a roughly equal amount of rounding up and down, it’s basically a wash.

“Our accounting team likes to refer to it as ‘an immaterial amount,’” he went on. “That said, from an overall sales perspective, we’ve seen a very minor decline because, when in doubt and to take care of the customer, we’ll err on the side of rounding up the customer’s change or rounding down the sale.”

When asked to quantify this impact, he said it might be a few dollars a day, a figure that reflects the downward trend in the use of cash.

GERALD FRIEDMAN

Gerald Friedman

“It just makes sense; they’ve done the right thing.”

Meanwhile, Ludlow-based Randall’s Farm is “resisting for the moment,” said owner Karen Randall, noting that the company is still dispensing pennies, though she’s not sure for how much longer. The banks have stopped supplying pennies, she noted, adding that she has been encouraging employees to roll what pennies they have, and the store holds on tight to the few pennies that come in from customers during the day.

“I think we might be able to hold out a few more weeks — it depends on how many pennies people bring us,” she said, adding that the company, which dispenses maybe 500 to 600 of them a day, has a system in place for rounding cash transactions up or down and will put it to use when it can no longer meet demand.

There are fewer pennies seemingly every month, she noted, adding that cash is involved in fewer than 20% of transactions. Falcone put the number at closer to 10% to 15%, adding that the number has continued on a downward trajectory for years now, with most consumers using debit and credit cards, Apple Pay, Venmo, and other methods of payment that don’t involve cash.

And those we spoke with expect that trend to continue and even accelerate as members of all generations move away from cash. But retail establishments need to meet consumers where they are when it comes to how they pay, and that means continuing to handle cash.

As for the penny … they don’t make it anymore, so its days are numbered, said Friedman, adding that he’s not sure how many days.

“On the outer edge, it will be until pennies wear out, and most pennies will wear out in a decade,” he explained, adding that most consumers and businesses will stop dealing with them long before then.

 

Much Ado About … Very Little

Friedman said he doesn’t believe many people are bemoaning the demise of the penny.

“It only hurts the people who make them,” he said with recognizable cynicism in his voice, listing zinc mine owners whom he suspects have been behind successful efforts to lobby for continued production of the coin for years now, even as inflation has rendered it all but worthless. “It helps everyone else.”

By that, he meant retailers who will no longer have to devote a cash register drawer to the coin or count them at the end of the day, as well as banks, which will no longer have to supply them, and consumers, who will no longer have to carry them around or figure out what to do with those they’ve accumulated.

Indeed, he said the penny is not worth the aggravation it creates — figuratively and quite literally.

“From an overall sales perspective, we’ve seen a very minor decline because, when in doubt and to take care of the customer, we’ll err on the side of rounding up the customer’s change or rounding down the sale.”

“We produced 3.5 billion pennies in 2024; they were worth $35 million, and they cost $100 million to make,” he said, adding that this simple math explains why the penny should have been discontinued long ago. “We’re going to save money, and that’s a good thing. Businesses will save because who wants to deal with pennies — you have to sort them, you have to count them … it’s an expense for business.

“And consumers … I used to have quart containers filled with pennies; I used to put them in wrappers and bring them to banks, but it’s not worth it to do that anymore,” he went on. “It costs the Treasury money, it’s a hassle to business, and most cash registers have a limited number of drawers. If we got rid of the penny, we could use that drawer for dollar coins.”

Drawing on what he’s seen when other countries, such as Canada and France, have discontinued their lowest-value coin, Friedman said the phasing out of the money should be a relatively painless exercise, and there is little impact on consumers, although he acknowledged that rounding generally favors business.

“The Federal Reserve had a paper on this a while back, and their expectation was that doing away with the penny would lead to a small increase in prices paid by consumers,” he said, adding that the overall impact will be mitigated by the continued downward spiral in the use of cash.

That trend brings conveniences for businesses — fewer trips to the bank and fewer change orders, for example — but also expenses, in the form of the fees charged on debit card purchases (just under 1% on average) and credit card transactions, generally 2% of each sale, with American Express charging closer to 3%.

“It’s the reality of the digital world we live in, and we need to make sure that we’re ready to accept payment however the customer is most comfortable making it,” Friedman said, adding that this will always include cash.

Randall agreed, adding that, for some younger employees, this means training that would not have been necessary a decade or so ago. Indeed, she said many younger employees simply don’t know how to use cash because they’ve never had to. Many don’t know how to write a check, either, but that’s another story.

“We’ve sent people home to learn how to count money before we’d hire them,” she noted. “We tell them, ‘talk to your parents and learn how to count cash and understand money,’ because they don’t have any conception — because they’ve just sent the money. It’s a little scary, but it’s reality.”

Penny for Your Thoughts

Speaking for most retailers, Randall said that, when it comes to the phasing out the penny, “the consumer will get used to it.”

Speaking from what certainly appears to be the minority perspective, she added quickly, “I don’t like it — I don’t mind the penny, and I still use cash.”

Most probably don’t mind the penny, but they also don’t give it much thought. And soon — how soon no one really knows — they won’t have to give it any thought.

Because, in most respects, as Friedman said, it’s just not worth it.

Area Landscapers Say Business Is in a Growth Mode

By
Brian Campedelli says the harsh winter benefited landscapers in a few ways; it gave a solid start to those that plow snow, and it created great anticipation for spring.
Construction Special Coverage

Spring in Their Step

Brian Campedelli says the harsh winter benefited landscapers in a few ways; it gave a solid start to those that plow snow, and it created great anticipation for spring.

Brian Campedelli says the harsh winter benefited landscapers in a few ways; it gave a solid start to those that plow snow, and it created great anticipation for spring.

 

After the long, hard winter of 2025-26, Brian Campedelli notes, “people are saying, ‘get me outside — I don’t want to be in my house anymore.’”

And not just get out there, but enhance their outdoor spaces and make it so they can spend more quality time there.

He knows this because of the number and nature of the phone calls to his Easthampton-based business, Pioneer Landscapes, and also because of the turnout at the company’s booth at the recent Home & Garden Show at the Eastern States Exposition and the eagerness of many visitors to do something with their backyards.

“We got a lot of quality leads,” he said. “And these are people who came prepared; we saw people who came in with sketches, photos on their phones, and the ones who didn’t have photos were bringing up their ring cameras and showing us their yard. They knew the sizes of the patios they wanted, the water features … everyone was driven this year; they were ready to go.”

An overwhelming desire to move on from this past winter is just one of the many factors likely to contribute to a good year for businesses in the broad landscaping category in 2026. Another factor is that winter itself; indeed, many companies in this realm, like Pioneer, also handle commercial and residential snow removal, and Campedelli counted 14 plowable events and dozens more salting events over the past four months, helping the bottom line in 2025 and getting 2026 off to a solid start, much better than many recent winters.

“Everything that takes your weekend away from you throughout the summer … we can handle that for you.”

Other factors include a still-strong market for everything from patios and retaining walls to waterfalls and koi ponds, the need for many residents to put a fresh face on work done years ago, and an improved labor market generated by slower times in other sectors. The landscape professionals we spoke with also describe a growing reluctance among homeowners to give up quality time to mowing, fertilizing, and trimming, and a growing desire to let someone else do all that.

“Everything that takes your weekend away from you throughout the summer … we can handle that for you,” said Campedelli, noting that, while a segment of the population has always been willing to pay to let professionals tend to their lawn and gardens, that constituency is growing, based on interest in the different packages offered by the company (more on them later).

Jacob Hall, an enterprising 17-year-old Minnechaug High School student who started his own landscaping business with two friends two years ago, agreed.

“They just don’t have the time to it, and they don’t want to get dirty,” he said, adding that this trend has helped him grow the mowing client list at Caesar’s Lawn & Landscape to more than 50. “In many cases, it can be cheaper in the long run to hire someone, and people are really busy; it just takes one thing off their plate.”

As for those backyard elements, everything from pavilions to firepits to waterfalls large and small, Stephen Roberts says they are part of an ongoing trend toward making these spaces entertainment centers that meld technology with comfort. And the list of what goes into backyards today continues to grow and evolve.

“There’s a lot that goes into creating a nice backyard with all the amenities,” the owner of Springfield-based Stephen A. Roberts Landscaping told BusinessWest. “There’s the shed, the pool house, fencing, retaining walls, paving, lighting, sound systems, and structures that can protect furniture from the elements.”

Roberts said his firm has a full slate of projects for the months to come — all of them booked last fall — and he’s spending his time now scheduling projects for later in the summer and fall, while also managing the expectations of those who thought they could call in March and get a pool put in by the start of summer.

 

Overall, he said the volume of work has declined from the boom times during the COVID years, when seemingly everyone was investing in their backyard. But it has picked up from a few years ago, when he was in “downsize mode” and doing more of the work himself.

If there is a concern heading into the meat of the landscaping season, it involves whether residents and businesses will continue to spend on their outdoor spaces amid rising prices for many items and general uncertainty about the economy and global conflicts, said Dan Ziomek, general manager of Sugarloaf Gardens in Sunderland, the retail arm of Snow & Sons Landscaping, which sells to the general public as well.

“People are investing more in their yards and gardens, but given the price of gas and the price of groceries, are people going to spend their disposable income with us?” he asked rhetorically. “We’re just going to have to see as we go along.”

But, overall, he and others we spoke with were generally optimistic that 2026 will be a year to grow — literally and figuratively.

 

A Cut Above

As he talked with BusinessWest, Roberts was working with a repeat customer — a Holyoke resident who was replacing a pool put in 20 years ago while also putting in a new backyard complete with retaining walls — and coping with a tight deadline.

“It’s a big project, and a lot goes into it because he wants to be swimming by May, and there’s a lot of pressure to get it done,” said Roberts, adding that this project typifies the opportunities and challenges facing those in this business.

“People are investing more in their yards and gardens, but given the price of gas and the price of groceries, are people going to spend their disposable income with us? We’re just going to have to see as we go along.”

There are many homeowners putting in new installations or upgrading old ones, he said, adding that managing expectations for many of these customers is now a big part of the job.

“A lot of people call and want miracles done in the spring,” he explained. “They need to realize that we’re booked up with projects that were signed up in the fall.”

Overall, business is good across the broad spectrum of the landscape business, from mowing lawns to designing and building those backyard elements.

Pioneer Landscapes does all of that, Campedelli said, adding that, on the design side, much of the project work involves designing and building what the industry calls outdoor rooms.

“They give you a space that makes you feel relaxed and cozy, between using all the elements such as lighting and music, waterfalls, and fire rocks — if you can dream it, we can do it.”

And what people are dreaming about are spaces where they can entertain, but that are also easy to maintain and protect from the elements, said Roberts, adding that many homeowners are moving from gazebos to pavilions.

“We’re seeing the outdoor rooms, the covered space outside, more than just a gazebo, which was a quick fix — those were mostly underutilized because there’s only so much you can do under a gazebo,” he explained. “People are putting in outdoor entertainment systems — maybe a drop-down TV, a fireplace, some nice couches that don’t get wet, sound systems, and outdoor lighting systems that are controlled by Wi-Fi so they can change colors and dim the lights.”

And, by and large, there remains strong interest in these big investments, said those we spoke with. While demand is not as strong as it was at the height of the pandemic, when the backyard was the only place people could go for vacation, it remains solid.

The Home & Garden Show provided ample evidence of this, said Campedelli, adding that most visitors to the Pioneer booth were driven and ready to move forward with projects.

“They were saying, ‘I want a fence,’ or ‘I want irrigation,’ or ‘I want a backyard makeover’ … there was a lot of that,” he said, adding that, while there is some uncertainty with the economy and concern over recent events globally, many consumers still have the requisite confidence to move forward with what can be a big-ticket item.

Roberts agreed, but said there is certainly some lingering angst concerning inflation and tensions overseas.

As for the businesses handling this work, the hard winter of 2025-26 was the best in years when it came to plowing, generating solid cash flow, and creating momentum for the seasons to follow.

“We’re rolling right now, and I hope it just keeps on going,” Campedelli said, adding that he expects it will, given all those factors he listed earlier.

 

Mow of the Same

These include that trend toward letting someone else mow the lawn and trim the hedges, he told BusinessWest, adding that, in addition to their backyards, people also value the time they spend in them.

And this has translated into growing interest in the company’s maintenance programs, which range in price from $130 to $995 a month, such as the ‘carefree weekend package,’ which includes mowing and trimming around beds, fences, and walkways, and blowing off driveways, sidewalks, and patios; the ‘outdoor living protection package,’ which includes a fertilization plan and mosquito and tick control services; and the ‘complete outdoor care and seasonal maintenance bundle,’ which includes spring and fall cleanups, aeration and overseeding, irrigation maintenance, and much more.

“These programs are becoming more popular,” he explained. “We just started offering the packages, and so far, they’re a hit.”

This trend helps explain the fast, steady growth of Caesar’s Lawn & Landscape, a company that, like many in this sector, started with a young person mowing lawns for family, friends, and neighbors, and eventually turning it into a business.

And like most entrepreneurs, Hall has been involved in all aspects of this endeavor, from naming it — Caesar is his middle name, and “I thought it had a nice ring to it” — to taking calls and giving estimates; from mowing lawns himself to doing the legwork on forming an LLC.

He started in 2024 with a small portfolio of 10 to 12 lawns and has since worked with partners Trevor Plante and Jonathon Knight to grow the venture and its list of services to include hardscape work such as patios and retaining walls, tree trimming, brush removal and land clearing, lawn maintenance, and, starting a few months ago, snow removal, using snow throwers and a salter on his truck.

“Those two big storms really helped us get that side of the business going, and we’re going to get more into that next year,” said Hall, a junior at Minnechaug, who works after school and on weekends, with his Ford F-250 serving as his workhorse vehicle and office.

Long-term, he and his partners plan to continue growing the venture, build on the momentum they’ve generated, and, for the short term, at least, find ways to balance school and work.

“It’s definitely fun, but also challenging to have your own business,” he said, noting that most high-schoolers work for someone else. “It’s rewarding to work hard and build something like this.”

The same can be said of homeowners and their gardens, said Ziomek, adding that gardening has always been a release for people, and he expects this will continue amid the economic uncertainty and global tensions of the moment.

“We’re hopeful that gardening remains an outlet for people to get away from all the noise happening the world,” he said. “And they’ll garden more because of that.”

Elaborating, he said that, in tough or uncertain times, people will grow more of their own vegetables and fruits as a hedge against higher prices, and he expects to see more of that this year.

“The other thing we notice is people just wanting to build a small oasis, if that’s the right word, to escape from all the stuff that’s going on in the world,” he went on. “It might just be a small perennial garden, or a few flowers in a spot where they see them all the time — just something to make them smile as they go in or out of the house.”

If these trends and the others mentioned above continue into 2026 and beyond, it will be all those in the broad landscape sector who will be smiling.

Amherst Strives to Take Advantage of Its Many Assets

By
Jeff Bagg says Amherst is well-stocked with assets as it goes about competing with other area communities for the dollars spent by visitors.
Community Spotlight Special Coverage

Community Spotlight

Jeff Bagg says Amherst is well-stocked with assets as it goes about competing with other area communities for the dollars spent by visitors.

Jeff Bagg says Amherst is well-stocked with assets as it goes about competing with other area communities for the dollars spent by visitors.

Jeff Bagg says he’s come full circle. Sort of.

He graduated from UMass Amherst back in 2002 and then worked for the town of Amherst as senior planner from 2008 to 2016. But now, after gaining different types of experience in various settings, he’s back in Town Hall, serving as director of Planning & Economic Development, a melding of two roles.

He started in December and has spent the past four months getting reacquainted with a community that is in a seemingly constant state of motion, but with challenges and opportunities that have been present for decades.

“I knew a lot about the town of Amherst, but it had been 10 years since I last worked there, so there was a learning curve,” said Bagg, who is involved in several initiatives at present, from a project to set new design standards for the downtown to a study of the East Amherst area with an eye toward creating core commercial development opportunities, to the collection of data to be used in creation of the town’s first economic development plan in several years.

“What we have available is pre-pandemic, and there have been really big shifts in the way people spend their money,” he said of that last initiative. “Knowing that businesses need a strong customer base and foot traffic, we really need to figure out ways to bring more residents out and visitors in, and the data drives a lot of that.”

“Knowing that businesses need a strong customer base and foot traffic, we really need to figure out ways to bring more residents out and visitors in, and the data drives a lot of that.”

These are just some of the many converging storylines in Amherst, a community that those we spoke with said is a college town, but so much more. Others include:

• Amherst Area Chamber of Commerce, which continues to grow membership and become ever more diverse — Executive Director Jacob Robinson said the chamber added 57 new members in 2025, roughly double the number welcomed in 2023 and the years prior — and build new events into the schedule, including a revitalized business expo;

• A Business Improvement District (BID) that is working with the chamber and individual businesses to make the community a true destination year round;

• The ongoing success story that is the Drake, a downtown live-performance venue that is planning 200 nights of performances for 2026 involving 500 artists from both the 413 and around the globe and more than 33,000 audience members, many of whom will support other hospitality-related businesses before and after those shows;

• The ongoing saga of Hampshire College, which has been fighting for survival in recent years amid declining enrollment and continuing fiscal hardship. That fight took a new twist recently when the New England Commission of Higher Education announced late last month that it will require the school to show cause in June as to why it shouldn’t be placed on probation or have its accreditation withdrawn over concerns the college may no longer be meeting the organization’s institutional resources standard; and

• Continued evolution of the community’s downtown, including several new businesses, the owners of which told BusinessWest there is a rhythm to the downtown, one dictated by the calendar, which takes some getting used to (much more on this later).

For this latest installment of its Community Spotlight series, we take an in-depth look at one of the more intriguing communities in the region — one marked by learning of all types.

 

Developing Story

Bagg brings a diverse résumé to his new position in Amherst. Indeed, after his stint as senior planner there, he served as project manager for the Central Massachusetts Regional Planning Commission before beginning what would become a six-year stint as director of Planning and Economic Development in Easthampton and then serving as senior planner for the BSC Group in Worcester.

He described his new role as a “good fit” and an opportunity to return to the public sector — in a community where change is a constant.

“I’ve been working in many different communities in Massachusetts, and more and more towns have increased their efforts to attract visitors; it’s an intense competition for people’s time and limited disposable income.”

Like others we spoke with, he said Amherst has both a number of assets and … let’s call them liabilities.

In that first category, he started with the obvious, the three colleges that provide the community with its distinct flavor — Amherst College, UMass Amherst, and Hampshire College — but also its many cultural attractions, ranging from the Emily Dickinson Museum and the Eric Carle Museum to the Drake and Amherst Cinema, which make it more than your typical college down.

John Page says downtown Amherst is in a seemingly constant state of change and is always welcoming new businesses.

John Page says downtown Amherst is in a seemingly constant state of change and is always welcoming new businesses.

On the downside, this can be a difficult town to do business in, and Bagg acknowledged this with a comment intended to be diplomatic.

“We have a very engaged community, but there is some lack of agreement on where new growth should happen. Amherst struggles with its vision for the future and an identity that we can get most people to agree to,” he said, adding that town officials are making it a priority to make it easier to do business in town, such as with the hiring of a permit administrator to facilitate the process of setting up shop there.

Which brings him back to the economic development plan, and the collection of data that will help drive it.

“What we don’t have a good handle on is where people are spending their money — we don’t know where residents are spending their money, we don’t know where visitors spend their money when they come here, and how all that relates to demographics — population changes, the age of people coming and going, those are factors for what’s going to drive new businesses in Amherst, and we don’t really have a handle on that.

“I’ve been working in many different communities in Massachusetts, and more and more towns have increased their efforts to attract visitors; it’s an intense competition for people’s time and limited disposable income,” he went on, adding that this competition is one of myriad factors that will go into the development of an economic development plan over the next year or so.

Overall, the community is well-suited to succeed in this competition to attract visitors, said John Page, executive director of the Amherst BID, adding that there is already plenty to do in town — such as the recent Fire and Ice Winter Festival, which drew more than 2,000 people — and plans to provide more good reasons to make the trip.

That list includes the Amherst Literary Walk on April 11, a day of literary events throughout the downtown, including readings, workshops, literary trivia, and more, said Page, adding that one of the BID’s broad goals is to get people out and have them experience Amherst.

Another is to help bring new businesses to town and create an environment that will enable them to succeed year-round. Like others we spoke with, Page said Amherst has some unique assets, but especially the colleges and the people who go there to learn and to work.

“We have to keep showing up for these businesses that give this place its identity. These are not just storefronts — they create jobs, they build relationships, and they shape the character of the community.”

“There is this youthfulness,” he said, speaking to the environment created by the melding of the higher learning institutions and the omnipresent arts and culture. “You’ve got bands, you have artists of all ages, and a college town both because of the students and the faculty. There’s this appreciation for arts and culture — we have a lot of museums and a lot of live music going on, and that goes hand-in-hand with a college community, and that helps us out even when the students aren’t here because that reputation is great in the summer, when we want to invite other people to join us from across Massachusetts, across New England, and across the world.”

Robinson agreed, noting that the chamber is committed to promoting and supporting the downtown, but other ‘villages’ in the community as well, such as the Mill District in North Amherst and the South Amherst section of town.

“We have to keep showing up for these businesses that give this place its identity,” he said, summing up the chamber’s mission. “These are not just storefronts — they create jobs, they build relationships, and they shape the character of the community.”

 

What’s in Store

As she spoke with BusinessWest, Becky Guyer was gearing up for Easter, but also a very busy three-month stretch that includes Mother’s Day, college and high school graduations, some weddings, and other events that require flowers.

She can speak from experience about what this time means for her Floral Affairs shop in downtown Greenfield. But the one she opened last July on North Pleasant Street in Amherst … not so much.

Indeed, Guyer said she is still experiencing a learning curve when it comes to doing business in downtown Amherst. She was invited to look at the North Pleasant location, long a flower shop, at the behest of the building’s owner, who thought she might be interested in opening a second location there.

Amherst at a Glance

Year Incorporated: 1759
Population: 39,263
Area: 27.7 square miles
County: Hampshire
Residential Tax Rate: $16.91
Commercial Tax Rate: $16.91
Median Household Income: $48,059
Median Family Income: $96,005
Type of Government: Town Council, Town Manager
Largest Employers: UMass Amherst; Amherst College; Hampshire College
* Latest information available

After some due diligence, she determined that she was.

“I thought that this could be a good opportunity — this is a college town, there are some venues in town, some that we already do weddings with, as well as UMass events and Amherst College events,” she said, adding that the location was also across the street from a funeral home, which, in the floral world, is a real benefit.

“There were a lot of positives,” she went on, adding that the storefront, which had to be completely gutted, wasn’t one of them. But she moved forward with confidence, has found the move worthwhile, and has high praise for the chamber and the BID. But there has been a learning curve as she adapts to life in a college town.

“When the college kids leave … it was the worst Christmas I’ve ever seen in my life — so much so that it’s made us completely restructure our game plan,” she told BusinessWest. “I don’t necessarily have a designer in Amherst — it’s meant for convenience; all orders get run out of Greenfield, and we’ve made this location more of a convenience store.”

Overall, the downtown Amherst location is a work in progress, she said, adding that she is learning the cadence, if you will, of this college town, and the nuances of the calendar. Christmas was a letdown, and she’s not sure what to expect this summer, but she is optimistic about the upcoming few months and what they could bring, and the location itself.

“The walk-up traffic is fantastic — there’s a young, growing community there that comes in quite a bit,” she said. “There are a lot of $10, $15, and $20 sales, which is great.”

Andrea Marion is also getting used to the rhythm of Amherst’s downtown. She moved the Closet from a location in the Mill District to a storefront (a former restaurant) on Main Street last fall. She enjoyed the Mill District atmosphere but said there is more foot traffic in the downtown, and that suits her operation.

She described her business as a “curated resale boutique,” and herself as a “fashion concierge.”

“I hand-pick every piece that comes into the store — I don’t do consignment, generally, and I try to make sure I have something for everyone … I sell for all genders and all sizes,” said Marion, a nonprofit manager before she went into business for herself, adding that, while many items would be described as high-end (Fendi, Givenchy, and Prada handbags, for example), she has items at all price points.

Like Guyer, Marion said it takes some time to get used to the patterns of the downtown, especially when it comes to the students’ schedules, but overall, she says the area is becoming ever more vibrant and remains a good place to do business.

“There’s a lot of energy and activity,” she said, adding that she is accessible to more people now, which has broadened the customer base and made it more diverse, especially age-wise. “Amherst’s downtown has so much potential, and I’m really happy to be here.”

Challenges Remain, but the Golf Business Is Healthy

By
Ed Twohig Jr.
Sports & Leisure

Steady Course

Ed Twohig Jr.

Ed Twohig Jr. says the game — and business — of golf are in relatively good health, although for many, it has become a nine-hole proposition.

 

Ed Twohig Jr. has been in and around the game of golf for more than 60 years now.

So he speaks from experience when he says that, while he’s seen the game healthier, it is, at the moment, in a comparatively good place.

By that, he meant people are getting into the game and, by and large, staying with it, despite its cost, degree of difficulty, and demands on time. Therefore, he said, the business of golf is relatively good, with courses faring well, but also related ventures, everything from the growing number of simulation facilities to retail outlets to the remaining practice and learning facilities, such as the Western Mass Family Golf Center in Hadley, where he provides lessons to a diverse mix of students, from middle schoolers to those pushing 80.

“Over the past few years, I’ve taught a lot of college and high school kids, both men and women, who want to get into the game.”

“Overall, the game is very, very healthy,” said Twohig, who grew up around the game as his father, Ed Sr., served as the pro at Amherst Golf Club, and Ed Jr. would later serve as the pro at the Orchards Golf Club and Springfield Country Club. “Over the past few years, I’ve taught a lot of college and high school kids, both men and women, who want to get into the game.”

Jesse Menachem, executive director and CEO of the Massachusetts Golf Assoc., agrees on the general state of the game and the business of golf. He said maybe the best measure of health and vitality of the game — the number of rounds played at courses across the Commonwealth — has continued to rise since a COVID-triggered surge in 2000, but there are other barometers as well.

“Rounds played, golfer engagement, wait lists at many of the private clubs, tee times that are still in high demand … these are all indicators that the health of the game is strong,” he told BusinessWest, adding that, while the total number of rounds is up only a few percentage points, the upward trend continues.

One of the best examples of the strong health of the game is the stunning turnaround at the Ledges Golf Club in South Hadley, which this year will mark its 25th anniversary. Once a losing proposition for the town and its taxpayers and an example of overreach when golf was booming in the late ’90s, it is now turning a profit and putting these proceeds back into the course, with effective results.

Mike Fontaine says the Ledges continued its growth trajectory in 2025 and is eyeing more of the same for the season ahead.

Mike Fontaine says the Ledges continued its growth trajectory in 2025 and is eyeing more of the same for the season ahead.

“We had another fantastic year in 2025 — we probably made $1.7 million, more than covering operating expenses for the town,” General Manager Michael Fontaine said. “And our goal is to do it again.”

Elaborating, he said ookings of outings is ahead of the solid pace set last year, and the course can afford to pick and choose which events it wants to host, another departure from the rough times years ago.

Still, there are challenges for those in the business, especially those who own and manage its courses, including a winter that has been unlike anything the region has seen in some time.

Indeed, despite some closures in recent years — Southwick Country Club, Hickory Ridge Golf Club in Amherst, and Elmcrest Country Club in East Longmeadow, for example — there is still considerable competition at a time of rising costs for everything from fertilizer to labor to gasoline for the carts.

“Rounds played, golfer engagement, wait lists at many of the private clubs, tee times that are still in high demand … these are all indicators that the health of the game is strong.”

Fontaine said he’s been getting some calls and visits from those managing other courses in the area essentially asking how the Ledges is doing all this. He said there’s no real secret, other than to provide a good product and essentially count revenue, not rounds — and price the product appropriately.

Elaborating, he said he believes many courses keep their prices lower than they should — probably a nod to all the competition in the area — and could go higher and still be competitive, not just with courses in this area, but in other markets as well.

 

Winter of Their Discontent

As he talked with BusinessWest by phone on March 13, Ted Perez Jr., the long-time pro at East Mountain Country Club in Westfield, paused on a few occasions to take calls to the pro shop. They pretty much told the story of a winter the likes of which the region hasn’t seen in maybe a decade or more.

“Yes … we’re open,” he told one caller, who then moved on to finding out just how playable the course was. “I just talked to a guy who made the turn … he said it’s … not bad out there.”

Not many courses in Massachusetts were open that day, but most of them were getting calls about when they would be, said Fontaine, who fielded a few himself. Like others we spoke to, he said this long, harsh winter should create substantial amounts of pent-up demand, which will help override what will likely be a later-than-usual start, probably the first or second week of April.

“That’s what we’re hoping for; it’s been a long, brutal winter,” he said, adding that some of the calls he’s getting are from people in the eastern part of the state, including the Cape, where courses can generally open earlier. But not this year.

Overall, he said the Ledges logs a good number of rounds involving people outside this area code, including the Hartford and Worcester areas, where golf is somewhat more expensive.

“We draw from everywhere — Albany, Worcester, Boston … our biggest is probably Connecticut, and I think it’s mostly because we’re a little cheaper,” he said, adding that the course’s rate of $75 with a cart on weekend mornings (the price drops later in the day) is better than what can be found in those other markets.

He’s not sure what impact rising gas prices might have on all this, but for now, golfers are willing to travel to save a few bucks — if the product and experience are good.

“I don’t think they figure the gas bill into the equation — it’s just grab your three buddies, get in the car, and go have a good round of golf in South Hadley, have a burger, and head home,” he said, adding that this equation could work for others as well if they maintain the quality of the product and market it effectively.

Overall, many courses did well in 2025, said Menachem, adding that they were helped by generally good weather — there was a stretch where it rained at least one weekend day for 10 straight weeks in the spring — as well the opportunity to open early and stay open into December.

They won’t have that luxury this year, he went on, adding that, despite considerable melting in early March, snow still covered many tracks. Meanwhile, the large amounts of snow will leave courses wet and in need of time to dry out, firm up, and clean up.

But he expects this late start to be overcome by pent-up demand.

“Given the climate of golf and the demand we’ve seen and continue to see, players are going to be ready and willing,” he said. “It might be a shock to the system for these courses to get prepared on short notice, but once they open, they should do well.”

Meanwhile, other aspects of the golf business are reporting growth as well, especially the simulation facilities, which provide a hedge against New England winter weather and provide opportunities to practice year-round.

“Anecdotally, it seems like more facilities are opening by the week,” he said, adding that there have been several new additions in and around Boston, including facilities that are focused on food and beverage as much as they are on golf. “And it’s serving as a nice complement — keeping clubs in people’s hands throughout the year.”

 

Going for the Green

It was the spring of 1983 when Perez took over the pro shop register from his father, Ted Perez Sr., who essentially designed and built East Mountain Country Club himself in 1963. With 43 years under his belt, he’s seen all kinds of winters — or ‘non-winters,’ as he calls what the region has seen more of in recent years — and he’s seen the game ebb and flow as well.

He remembers the halcyon days in the late ’90s and early 2000s after Tiger Woods arrived on the scene, when East Mountain was averaging roughly 50,000 rounds a year. He also remembers 2008 and the years that followed, when the course averaged about half that number, and the overall outlook was quite bleak.

“These days, it’s nowhere near 50,000 rounds, but it’s much better than it was,” he said, adding that it was during those down times that East Mountain started diversifying, if you will, using its banquet facilities for everything from comedy nights to bands to pro wrestling matches to bring in revenue and help pay the bills.

“We get 150 people in here for the wrestling — they have some food and some drink and watch some wrestling,” he said, adding that there is another such event scheduled for later this spring.

The venue is still used for a variety of revenue-producing purposes, he said, but, overall, golf is doing better than it was, and the outlook remains bright.

Twohig agreed, but noted that, despite healthy interest in the game, challenges such as its cost and time demands remain. So he’s seeing some fundamental changes.

“I believe that, for the majority of players, it’s going to be a nine-hole sport because of the time element,” he explained. “If you look at the clubs and the leagues … it’s all nine holes. People get their golf in, but they’re not spending their whole day there; there are too many options in the world now.”

Meanwhile, golf doesn’t have to mean nine or 18 holes on a course, he said, adding that many now enjoy practicing or playing courses on a simulator or simply hitting balls at the few remaining driving ranges in the area.

Drew Michael says golf has maintained the momentum generated during the pandemic, drawing new players of all ages.

Drew Michael says golf has maintained the momentum generated during the pandemic, drawing new players of all ages.

Drew Michael, store manager at Dave DiRico’s Golf in West Springfield, which features several simulators, agreed, adding that the surge in interest in the game since COVID is reflected in many aspects of his business.

That includes equipment sales, he said, adding that, in some respects, technology has helped make the game easier for many, and the winter and early spring months are generally the time to check out what’s new, whether it’s clubs, balls, shoes, or training aids.

And, like Twohig and others we spoke with, he said the sport — and the many businesses related to it — are maintaining the momentum gained during COVID.

“We’re seeing a lot of younger players, 25 to 35, and we’re seeing an uptick in women playing as well — those are the two fastest-growing categories,” he said. “It’s not quite like the book during COVID, but there’s still a lot of momentum with golf retail.”

He attributes this to the game gaining more exposure through everything from YouTube to TGL (Tomorrow’s Golf League), a high-tech, indoor, team golf competition that has succeeded in capturing the attention of many younger fans.

“You don’t have to tune in to CBS on a Sunday afternoon to watch a golf tournament,” Michael said. “YouTube is really big, TGL is gaining viewers, and you can watch any way you want — on your phone, computer, TV … all this is creating a wider audience.”

And it’s translating into more people getting into the game — and, in many cases, staying with it. Challenges remain, but golf seems to be a good place regionally, and on a steady course.

Callaway Uses Technology, Experience to Build a Better Golf Ball

By
The growing popularity of golf is a boon to manufacturers, as the average player uses about three balls per round.
Features Special Coverage

Getting a Bounce

Algis Norkevicius says Callaway is the world’s second-largest golf ball manufacturer, and has its sights set on number one.

Algis Norkevicius says Callaway is the world’s second-largest golf ball manufacturer

 

Algis Norkevicius says it’s difficult to effectively quantify and qualify the overall impact from all those close-up shots of Callaway golf balls during television broadcasts as the professional golf tournaments wind to their climax on Sunday afternoons.

But he knows it certainly helps when ‘Callaway players’ such Akshay Bhatia storm from behind and win the Arnold Palmer Invitational, as he did earlier this month, or when Xander Schauffle is in contention at the Players Championship — and also at the Arnold Palmer Invitational. Or when Sam Burns is near the top of the leaderboard at the AT&T Pebble Beach Pro-Am.

“It’s great exposure for our products, and it’s fun to watch and follow these players,” said Norkevicius, senior director of Global Golf Ball Manufacturing for Callaway, which has facilities in different corners of the globe, but makes most of its balls in a sprawling facility on Meadow Street in Chicopee that was once home to Spalding.

He said these strong performances from those Callaway players comprise just one of many factors contributing to the company’s rise to number two among golf ball manufacturers, behind Acushnet, maker of Titleist, and on a path to steady growth — in sales, and in the number of balls produced at the Chicopee facility.

Another factor is the continued strong health of the game, which enjoyed a surge during COVID and has, by and large, been able to maintain that momentum since.

“Rounds of play and golf ball sales are directly correlated; statistics show that the average person uses around three golf balls a round,” Norkevicius said. “As rounds of play increase, so do golf ball sales. Last year, the National Golf Foundation released its annual report — golf grew again by 1% over the previous year, which was a record year.”

Then there are new products, such as the company’s recently introduced second generation of the Chrome Tour line, balls that tout greater speed, more consistency, and tighter dispersion, and are expected to be popular with players at all levels.

“We’ve grown our workforce, and we’ve increased our technical staff — all in pursuit of making a better golf ball.”

Norkevicius calls what’s going on at Callaway a “transformation,” one marked by everything from new products and the growing popularity of those products to new efficiencies in the manufacturing processes and, overall, more than $130 million in capital investments inside the facility.

“We took a look at each process and upgraded the equipment,” he said. “It started with our mixing line, and then core molding and injection molding; our printing equipment has been upgraded; and the last thing we’re upgrading is our packaging line, and we’re in the middle of that now.

“We’ve grown our workforce, and we’ve increased our technical staff — all in pursuit of making a better golf ball,” he noted, adding that recent results have shown that these substantial investments are certainly paying off.

Looking forward, he said the company is looking to continually grow its market share — the new Chrome Tour products are certainly expected to help improve those numbers — and eventually become the number-one golf ball maker in the world.

To get there, the company will look to make ever-greater use of technology, including artificial intelligence (AI) to not only produce a better golf gall, but achieve the most important quality in the manufacturing of these products: consistency.

The growing popularity of golf is a boon to manufacturers, as the average player uses about three balls per round.

The growing popularity of golf is a boon to manufacturers, as the average player uses about three balls per round.

For this issue, BusinessWest talked at length with Norkevicius about the golf ball business, the manufacturing of those products, and how Callaway continues on a strong growth trajectory.

 

Positive Spin

Norkevicius has been involved with golf ball manufacturing for nearly 30 years now. He started at Acushnet, which is both a company and a town in Bristol County where the golf balls are made.

He came to Callaway in 2019 to lead worldwide golf ball manufacturing operations, meaning the facility in Chicopee, but also other plants in Thailand, Taiwan, and Vietnam that produce mostly value and range products. He’ll visit those facilities once a quarter, on average, spending the bulk of his time in Chicopee.

“That knowledge base in how to make a golf ball is one of the key assets we have here.”

Over his time at Callaway, the company’s share of the overall golf ball market has risen from roughly 14% to 22% (Achusnet remains on top, with nearly 50% of the market). He attributes this to products that have captured the attention of players at all levels, such as those within what’s now known as the ‘Chrome family’ — the Chrome Tour, Chrome Tour X, Chrome Tour Triple Diamond, and Chrome Soft — but also other offerings, such as the popular Supersoft, Superfast, and Warbird.

Many of these balls are made in Chicopee, including the Chrome Tour products, as well as the Supersoft and the ERC Soft, he said, adding that the facility will churn out 5 million dozen golf balls a year, or 25,000 dozen a day, with three shifts operating five days a week (there are roughly 450 employees), with overtime on weekends during busy seasons — like this one.

Indeed, the months leading up the start of the golf season in the Sun Belt (March) and then the rest of the country (early- to mid-April) are among the busiest times for the Chicopee facility.

“There’s a seasonality to the business,” Norkevicius explained. “Typically, the summer months are one of the slowest times, and then it will ramp up in September and October in advance of the holidays, and then plateau — and then, around Memorial Day, it starts to get a little lighter.”

Overall, 2025 was another sold year for both the company and the Chicopee plant, he told BusinessWest, adding that the game continues to grow a percentage point or two a year in terms of the number of rounds played; as noted, this translates directly into more balls being used.

“We’ve created what I’d call a quantum data universe; on any given day, we’ll take 150 million data points from our processes, equipment, and our testing, and we load this data into the cloud. And from there, our engineers will use AI to help predict outcomes or potentially get ahead of failures before they occur.”

And this growth pattern is expected to continue in 2026, especially as the company releases the next generation of its Chrome Tour products, first introduced in 2024.

“We changed the ball so significantly that we separated Chrome Tour from Chrome Soft,” he explained. “That marked a leap in technology and performance. And over the past two years, we’ve continually refined the golf ball, working with R&D on some material changes as construction changes to optimize it even more, adding more speed and more distance, and then we were able to decrease our dispersion along the fairway; the ball lands in a tighter spot compared with previous models.”

The Chicopee plant started producing the new Chrome Soft balls last summer, he went on, adding that production has ramped up as the new season draws closer.

 

Drive to Improve

As he gave BusinessWest a tour of the Chicopee plant, Norkevicius said its best asset is its workforce, which boasts many team members who have been making golf balls for decades — some for a half-century.

“That knowledge base in how to make a golf ball is one of the key assets we have here,” he said, adding that the company has been working to blend this experience with new technology and improved processes to take golf ball manufacturing to the proverbial next level.

This includes the use of AI, which Norkevicius called one of the plant’s more significant advancements over the past several years.

“We’ve created what I’d call a quantum data universe; on any given day, we’ll take 150 million data points from our processes, equipment, and our testing, and we load this data into the cloud,” he explained. “And from there, our engineers will use AI to help predict outcomes or potentially get ahead of failures before they occur.

“They can monitor our processes, and as soon as there’s an indication that a process may be going out of control, they will alert a technician or engineer, and they can address that before we make a bad product,” he went on, adding that, with golf balls, the most important quality — even above distance, which is still important — is consistency.

“With every golf ball you use, you want it to perform the same … and we want to ensure that each ball goes the same distance, has the same dispersion, same flight, same spin,” he said. “And to do that, it’s difficult. Making golf balls is hard, and if we can understand and control all these parameters, we can make it a little easier.”

Elaborating, he said there is much that goes into the making of a golf ball, from its core to its cover; from rubber chemistry to injection molding, and maintaining quality through the many stages of the complex process is as difficult as it is essential.

“It’s not an easy process — it’s very challenging, especially to make things consistent,” Norkevicius told BusinessWest. “We need to have those controls in place, we need to have the knowledge of our processes, and we need to have those tools to help us identify when those processes go out of control — or start to go out of control.”

AI also helps the R&D teams create better products, he added.

“They can create virtual models based on what’s going on here, and then come up with an even better model for the next generation,” he explained. “They can basically do this analysis and future trials, utilizing AI to do that — they can then predict outcomes. Things that would take weeks to do, to test and compile … we can do that in minutes today.”

With this focus on quality and the use of technology to not only make better products but produce them more efficiently and more consistently, Norkevicius believes Callaway is well-positioned to not only continue on its strong growth trajectory, but achieve that ambitious goal of rising to the top among golf ball manufacturers.

“With the investments we’ve made here and the continued improvements to our products and processes, we know we have the foundation in place to increase our market share,” he said, adding that Callaway shares a goal common with golfers of all handicap levels — continuous improvement.