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Exercise Caution with Data Centers

By Contributor
Opinion

When a massive, $4 billion data center was first proposed for a mostly forested site in the north end of Westfield five years ago, it was a far different world when it came to data centers and how people viewed them.

Back then, there were concerns about electricity and water use, noise, and the development of large tracts of land for comparatively few jobs. But much of the focus was on tax revenue for individual cities and towns, and how data centers might be a boon for communities in Western Mass. with the requisite large tracts of land, and especially municipalities like Westfield and Holyoke, with comparatively cheap power, and lots of it.

But much has changed, especially in the past few years, and the potential benefits of data centers have been lost in a sea of surging public opposition to such facilities, locally and across the country. Indeed, such opposition — from citizens and local governments alike — is blocking or delaying at least 75 projects worth approximately $130 billion. U.S. Sen. Bernie Sanders of Vermont has called for a nationwide pause on data center construction, citing environmental and even ethical concerns about AI.

In Westfield, a project that has been dormant — some have gone so far as to say it’s been abandoned — has come under new scrutiny even as the developer, Servistar Data Center Campus, has been meeting with Mayor Michael McCabe and others to address concerns about local power, water, and environmental impacts. A moratorium is being considered.

It’s the same in Holyoke, home to the Massachusetts Green High Performance Computing Center, where the City Council is currently considering legislation to restrict data centers in the wake of a proposed $200 million project at the former Hampden Paper complex that has sparked controversy. The council is advancing a proposed moratorium on data centers while the city establishes new environmental and zoning regulations, a tactic being deployed across the country in cities like New Orleans, Tulsa, and Birmingham, and one of many designed to delay or block such developments.

In Lowell, a city in the eastern part of the state which is already home to one data center, officials recently voted to enact a one-year moratorium on data center development (and planned expansion of the existing facility) amid concern from residents.

While we are generally pro-development, especially at a time when this region needs new sources of jobs and all municipalities could use the tax revenue that such facilities can generate, we understand the calls for moratoriums and support their passage.

We need to better understand all the risks from construction of such massive facilities, not only to water and electricity supplies, but to the health of those in the cities and towns where they are proposed.

These centers have the potential to benefit the local economy in some ways, but in many locations across the country, they have proven to be very unpopular neighbors. So these communities would be wise to take a step back before taking some big steps forward.

There Is No Easy Answer

By Contributor
Opinion

Boston Globe business columnist Larry Edelman took a lot of heat — as in a LOT of heat — recently for suggesting that people working remote and hybrid schedules should get back to the office full time to support those businesses that, well, depend on the business crowd.

That’s because he’s worked remotely since the pandemic, and rarely comes to the office.

This stunning display of hypocrisy aside, asking people to return to the office five days a week — as Fidelity Investments has done, a move that helped inspired the column — seems a little like asking why there isn’t a Friendly’s around the corner anymore or a video store down the block. 

Those days are gone, and they are not coming back, even if people will still suggest that, to help out those downtown businesses, it would be good if people came to the office. Springfield Mayor Domenic Sarno did it for a while (not so much recently) to very lukewarm responses.

“Where and how people work, and how we simultaneously keep cities and their downtowns viable, is a very complicated matter, one that can’t be addressed by simplistic statements like ‘bring everyone back to work five days a week.’”

The reason for such responses was made clear in the days-long retort to Edelman’s suggestion, much of it coming in the form of reasons why working remotely works, why it makes sense, and why people are going to keep doing it.

These included everything from the price of gas and the sky-high cost of daycare to the amount of time saved by people who have long commutes, which have become more common as people struggle to find housing they can afford in and near the cities where they work.

But mostly, the comments noted that a one-size-fits-all, five-day-a-week work schedule, like the fax machine, is a relic of the past. The present and future call for flexibility and schedules that are far more likely to meet the needs of the employee, and not necessarily the employer or the downtown coffee shop or deli.

Which brings home the point that where and how people work, and how we simultaneously keep cities and their downtowns viable, is a very complicated matter, one that can’t be addressed by simplistic statements like ‘bring everyone back to work five days a week.’

It’s especially complicated in cities like Boston — where full, thriving office towers subsidize residential property taxes and city services — but also in municipalities like Springfield.

The downtown office towers there are very quiet, especially on Fridays, and even more so on Fridays in the summer. Meanwhile, a few restaurants have closed, and many others are struggling, in part because there are fewer workers getting morning coffee, going to lunch, or grabbing a beer after work.

It’s easy to say, ‘bring everyone back to the office.’ But that just isn’t going to happen. As we said, this is now a societal problem for which there is no easy answer.

Mental Health Requires More Than AI

By Contributor
Opinion

By Elaine Campbell, PsyD

When it comes to seeking mental health information, online searches and chats with artificial intelligence (AI) can help us sift through data, read about others’ experiences and opinions, and begin to make sense of what we’ve been feeling. It can also lead us to local resources, reviews of clinics and clinicians, and to info on who has the shortest and longest wait times.

All of this is good to know. Having AI at our fingertips is like having a compass in our backpack — a valuable tool to give us initial direction in our quest to feel better.

For the journey ahead, however, we’ll need more — because, while AI is impressive, and becoming more so every day, it will never be human. And when we’re struggling with whatever it is we’re struggling with, there’s nothing like sharing that with someone who knows the human condition from the inside out: who helps us better understand ourselves by bringing their compassion and empathy to the discussion. This is the most healing quality professional therapists offer to the people they work with. 

Professional therapists are also knowledgeable about brain science, including the link between mental health and genetic factors. That’s why they pay careful attention to a person’s family history when they first meet with them, just as medical providers do. And family history can explain a lot. 

When people start experiencing psychological symptoms that are uncomfortable or upsetting, they may feel that this is unique to them, or think that they somehow caused it. Yet, nothing could be farther from the truth. And when encouraged to look back through their family tree, they frequently discover a parent, grandparent, or other relation who also had bouts of the blues, or who stayed close to home for fear of panicking in public, or who never graduated high school because they had too much trouble sitting still. 

In the same way that our family medical history can make us more prone to developing arthritis, high blood pressure, or diabetes, so may it increase the likelihood of our experiencing depression, anxiety, or other mental health challenges. Knowing more about the impact of brain science and genetics on our mental health can speed up the time it takes to get the help we need and equip us with strategies to help maintain our health over time. 

Sometimes, these genetic links are clear. Other times — especially with regard to mental health — they’re harder to pinpoint because people may have been reluctant to admit they needed help to address the symptoms they were having. Fortunately, we now have more treatment options to offer than ever before, given our increased understanding of how the brain works and the impact this can have on our thoughts. 

While professional therapists are pulling together science, family history, and facts to help someone better understand what they’re going through, they may also call on the expertise of their medical colleagues to explore medication and/or other treatment options. Listening with full attention and care, therapists and providers work together to create space for people to view their present situation with greater clarity and envision the positive potential ahead. 

Face-to-face therapeutic relationships are not something that can ever be branded, packaged, or measured by algorithms alone; they are deeply human and unique to each person and their specific life circumstances. As a therapist myself, I believe that every one of us can benefit from therapy at various points in our lives, when physical and/or psychological symptoms show up, to let us know that it’s time to pay attention. It’s the human condition, after all. And when this happens, how fortunate we are to have support available.  

Dr. Elaine Campbell is senior vice president of Clinical Services for ServiceNet and River Valley Counseling Center.

Time to Inspect Workplace Policies

By Contributor
Opinion

By Michael Lewis, Esq.

Federal workplace enforcement has picked up speed. The EEOC continues to pursue discrimination, accommodation, and retaliation claims. OSHA has renewed its focus on heat hazards. The NLRB has adjusted charge-handling guidance in ways that can shape how workplace disputes start, spread, and settle. For employers, the point is simple: now is the right time to inspect your policies, your records, and the choices your managers make every day.

The risk rarely begins in court. It usually begins earlier, with a charge, an inspection, or a demand for records. At that stage, agencies tend to look for the same things: a written policy, a clear paper trail, and proof that the company followed both. When the file tells a scattered story, the problem grows. When the handbook says one thing and supervisors do another, the gap invites scrutiny.

The EEOC’s recent activity reflects a steady push toward disability issues, retaliation claims, and broader workplace practices, not just one-off incidents. That should force a hard question. If an employee requests an accommodation tomorrow, would your managers know the next step? If an employee reports bias, would your team respond and document the response in a way that holds up under scrutiny? A policy alone will not carry the day. Your records, training, and follow-through will do that work.

OSHA’s renewed attention to heat hazards carries the same lesson. Employers with outdoor crews or hot indoor worksites should not treat heat as a seasonal annoyance. They should treat it as a safety issue that requires a concrete plan. Water, rest, training, supervisor awareness, and site-level judgment all count. So does documentation. If an inspector arrives after a stretch of high heat, you will want more than a binder on a shelf. You will want records that show what your company actually did.

Labor enforcement also remains active, even for non-union employers. Many business owners still assume labor law concerns only union shops. That assumption can create avoidable risk. Employee complaints about pay, schedules, staffing, safety, or workplace rules can raise labor issues in an ordinary workplace. When a manager reacts too quickly or writes a rule too broadly, a routine personnel issue can turn into a charge.

Prevention carries real value. A sound handbook, current policies, manager training, and disciplined recordkeeping can stop problems before they spread. They can also put an employer in a far stronger position when an agency comes calling. Early review usually costs far less than late repair.

Now is a smart time to ask a few blunt questions. Do your accommodation procedures work in practice? Do your wage-and-hour records hold together? Do your safety policies match conditions on the ground? Do your managers document facts, or do they leave gaps for someone else to fill?

Business owners do not need more paper for paper’s sake. They need policies that fit the workplace, records that tell a clear story, and guidance that catches trouble early. A focused review now can spare a great deal of cost, distraction, and strain later. Early attention often marks the difference between a contained problem and a long, expensive fight.

Attorney Michael Lewis is an associate in the Springfield office of Halloran Sage. His practice areas include litigation and dispute resolution, labor and employment, discrimination claims, non-competes and restrictive covenants, and labor disputes.

Celebrating Four Class Acts

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Alumni Achievement Award Opinion

BusinessWest launched its 40 Under Forty program in 2007 to recognize the rising stars in the 413. It’s become an immensely popular initiative that has created a somewhat exclusive club, if you will, one that now boasts 800 members.

That’s a big number, and something to bear in mind when considering a spinoff from that original program, something we call the Alumni Achievement Award, which, as that name suggests, recognizes 40 Under Forty winners who have continued to build on their résumés, both professionally and with their work in the community.

This is a far more exclusive club and, in many ways, a more notable achievement, just because of those numbers.

Which brings us to our latest AAA competition, presented by Baystate Health/Health New England. There can be only one winner — and he or she will be announced at the 40 Under Forty gala on June 11. But we celebrate our finalists because it’s an honor just to be in that group. And their accomplishments provide us with a great opportunity to tell more stories about individuals who continue to excel and find new ways to give back and make a difference.

Each of our finalists has a unique story, but there are common denominators, especially a commitment to this region and using their talents to improve quality of life here. Each story is compelling, and each finalist is certainly worthy of being the next AAA winner:

• Jim Krupienski, part of the 40 Under Forty class of 2010 and a finalist for the AAA in 2025, has risen to the rank of partner at the accounting firm Meyers Brothers Kalicka, where he is a real leader and mentor to many young people entering the field. And he gives back to the community in many ways, whether it’s through his own work with the Westfield State Foundation or the Westfield YMCA, or the way he encourages the firm to support agencies ranging from the Food Bank of Western Massachusetts to Habitat for Humanity.

• When Modesto Montero-Forman entered the 40 Under Forty class of 2020, he had been leading the middle school he founded for three years. Now, Libertas Academy serves grades 6-12 — around 600 students in all — and graduated its first class of high-school seniors last year. He has also shepherded the school to a new, larger location, where it has been able to expand its educational and enrichment offerings, while overseeing some of the most impressive math and language arts performances in the state.

• Adam Quenneville launched his roofing enterprise, known today as Adam Quenneville Roofing & Siding, 31 years ago, and he was honored for that success with inclusion in the 40 Under Forty class of 2009. But not only has he continued to expand his client base — growing revenues by 500% over the past 17 years — but the company has also become well-known for its philanthropic endeavors, gifting roofs to numerous area nonprofits and donating free roofs annually to veterans, first responders, and teachers.

• It took Ciara Speller only three years since being honored in the 40 Under Forty class of 2023 for her success as evening anchor at WWLP-22 News. And it’s not hard to see why. Since that time, she has turned a personal tragedy — the death of her father to a rare form of cancer — into the Jeffrey Speller Foundation ‘4 Change,’ which raises tens of thousands of dollars every year to help young people participate in golf. Ciara’s father believed in the power of the sport to connect people and improve lives, and she is certainly seeing his vision to fruition.

As noted earlier, all four are worthy of the AAA award, and all four should be celebrated for all they’ve done, and all they continue to do in — and for — this region. 

Twenty Years of Celebrating Excellence

By
Opinion

Editorial

An even 800.

That’s how many people are now members of ‘the club.’

That would the 40 Under Forty club, which BusinessWest launched back in the spring of 2007. It is comprised of rising stars in this region, people who are making a difference in their business, nonprofit, school, or seat in government — and also in the community.

This is the 20th class of honorees to be chosen by independent panels of judges. Members of the class of 2026 are officially in the club, but they will get their plaques at the annual gala on June 11 at the MassMutual Center in downtown Springfield.

Like the 19 classes that came before, this one is diverse in every respect, but especially with regard to what earned individual honorees a spot among the 40. For some, it’s professional accomplishments. For others, it’s primarily their work within the community. For most, it’s a combination of both, as the stories that begin on page A6 clearly relate.

Here are some snapshots that convey the depth of this class and the many ways its members stand out.

• Inspired by his father, a commercial banker who passed away in 2012 after battling ALS, Paul Accorsi Jr. has followed in his footsteps, not merely as an assistant vice president and business banking lender for PeoplesBank, but as a leader in the community, getting involved with groups and causes ranging from the Springfield Kiwanis Club to the South End Community Center to a wide range of charitable road races.

• Alexandra Balise ultimately decided to join the family business — a growing collection of auto dealerships and related ventures that bears her family’s name — but while she has made her mark there, now as director of Corporate Strategy, she has been a force in the community as well, especially with the early childhood education provider Square One, but also Benjamin Swan School, Link to Libraries, the Zoo in Forest Park, and other instititions and causes.

• Alicia Brown is an English teacher at Springfield’s John J. Duggan Academy who created ‘the Royals,’ an after-school program to empower young women through mentorship, leadership development, and life skills education — “helping them build healthy coping mechanisms to navigate life,” as she put it.

• Shannon O’Connell turned a lifelong heart for animals into a long-running stint as facility manager at the Good Dog Spot in Chicopee — but, more impressively, a role as foster mom to more than 250 animals (and counting) over the years, creating a calm, nurturing environment where they can safely grow, heal, and learn to trust.

• Almost two decades ago, Aimee Salmon launched Positively Africana by Aimee, a thriving retail, online, and fitness enterprise that works directly with women entrepreneurs and artists across Africa, creating economic opportunties for them while bringing authentic African gifts and experiences to Western Mass.

• Brandon Towle is the manager of Rolling Meadows Country Club in Ellington, Conn. And while he excels in that role, he’s an honoree for the manner in which he has gained the confidence and courage to move past a severe stutter and, even more importantly, create Camp Words Unspoken in Pittsfield, where young people are provided with the tools to do the same.

• Yeselie Tulloch, this year’s top scorer among the five independent judges, co-founded the Academic Leadership Assoc., a nonprofit organization dedicated to empowering youth through school-based mentoring, literacy support, social-emotional development, and self-advocacy programming. “It’s so important to me to work with children and just be that adult that some kids might not have,” she said.

That last quote speaks to another thread that runs throughout this year’s 40 Under Forty class: impact. Real impact that goes well beyond personal success. We’re once again honored to share their stories with you in the 20th edition of BusinessWest’s 40 Under Forty. Here’s to 20 more years, and so many more stories waiting to be told.

A Heartbreaking Reality on Many Levels

By
Opinion

Editorial

 

The news that came out of Hampshire College on April 14 — that the nearly 60-year-old, unconventional liberal arts institution will be closing — was hardly a surprise.

The news came maybe a little sooner than many expected, but the handwriting has been on the wall for some time now. Indeed, this quirky school had fought a brave fight to keep the doors open over the past decade or so, but in the end, it simply could not overcome a powerful mix of forces, everything from a sharp drop in enrollment to an inability to refinance its bond debt to a waning unrestricted endowment.

“Despite this herculean effort, the financial pressures on the college’s operations have become increasingly complex, compounded by shifting external factors,” according to a public letter released by the board and college President Jennifer Chrisler, noting that attempts were made to increase enrollment, refinance existing debt, and realize new revenue via the sale of a portion of land.

“We have long known that addressing these issues is essential to establishing a stable financial foundation, supporting long-term operations, and meeting regulatory requirements,” the letter noted. “We are faced with the clear, heartbreaking reality that progress on each of these three key factors has fallen far short of what we had hoped.”

Another reality is that, while Hampshire’s situation was dire and certainly magnified by the fact that it became increasingly difficult to attract students to a college with a seriously uncertain future, many private colleges are struggling and may soon face hard choices themselves.

Indeed, a new forecast by the Huron Consulting Group projects that nearly one-quarter of the nation’s 1,700 private, nonprofit four-year colleges and universities are at risk of closing or having to merge within the next 10 years.

To survive, these schools must find ways to increase enrollment at a time when the number of high school graduates continues to fall, and convince enough families of the value of a four-year college degree.

If current trends continue, this will become an increasingly tall order, and the higher education landscape in this region and this country could change considerably.

That, too, is a heartbreaking reality.

An Inspiring Story of Business Survival

By
Opinion

Editorial

 

There are many positive aspects to the story (on page 4) about how Rick’s Auto Body will live on after the death of its founder and inspiration, Rick Recor, and remain part of the local landscape.

Indeed, the passing of a company’s founder often means the passing of a company because that founder was the business, and there was not a plan in place for succession. In this case, there was.

And that plan entailed the very best aspect of this story — that Rick’s will not only live on, but it will be local, and it will be independent — still family-owned and operated, to be more specific.

This, at a time when so many businesses, many of them small to mid-sized, are being snatched up by venture capital-backed companies and private equity firms as part of comprehensive roll-up strategies that are changing the face of business communities across the country.

We’ve seen it with a wide range of sectors, from insurance agencies to IT; from legal services to, yes, auto body repair shops. The strategy is simple: buy up as many of these companies as you can, take full advantage of the economies of scale, make a lot of money, and then, when the time is right, cash out.

These companies are throwing what some would call ‘stupid money’ at small business owners, many of them nearing retirement age, making it very difficult for them to say no.

But they when they say yes — and who can blame them, really — they’re doing more than selling their business to an interested party. They’re changing the dynamic of the local business community by taking more local businesses out of the equation.

And, as we all know, locally owned businesses usually … care more.

They care more about the customer, and they care more about the community than regional and national interests who are out to maximize profits by becoming ever larger.

We’ve seen this across the broad spectrum of business, from funeral home operators to banks (generally, the larger, more national they are, the less they are involved with area causes and nonprofits) to convenience store chains; indeed, the Pride chain was a powerful force in the region when it was locally owned. Now, it’s much less so.

All of this brings us back to Rick’s.

Recor’s widow, Mari Tarpinian, told BusinessWest that, over the years, the company received countless calls from larger entities making super attractive offers to make Rick’s part of their fold.

Had Recor or Tarpinian said yes to any these offers, there’s a good chance the ‘Rick’s’ name would have stayed over the door, but it would not have been the same company. It would have been part of a larger entity that, in all likelihood, would have cared less about local customers and local causes than the company Recor started more than 50 years ago.

Rick’s will remain local because there was a plan in place. And there’s a lesson there. Area businesses, especially smaller entities, need to have similar succession plans in place. Creating such a plan isn’t easy — it involves sometimes difficult discussions and hard decisions — but the lack of a plan often leads to more chaotic endings when founders retire or pass away, and this often leads to more … let’s call it panic selling.

That didn’t happen with Rick’s, and we’re glad it didn’t. This region needs more stories of succession, stories of survival, like this one.

Onboarding Gen Z with Purpose

By Contributor
Opinion

Opinion

By Sam Borsari

HR professionals understand how critical the first 90 days are for a new hire. A thoughtful onboarding experience can make a significant impact on retention and long-term success. This is especially true for Gen Z employees.

To better understand how employers can improve their onboarding approach, I turned to LinkedIn and my own personal network. Going straight to the source, I asked current Gen Z workers to share their onboarding experiences thus far: what worked, what didn’t, and what helped them get up to speed quickly.

Here’s what they think are the key components of a successful onboarding process for Gen Z new hires.

Intentional introductions. Gen Z values having relationships with their teams and colleagues. However, this can be intimidating for someone who is new to the workforce and doesn’t yet understand workplace dynamics, especially when interacting with more senior employees. Having scheduled sit-downs with people across departments (built into the onboarding schedule) can ease that tension, support introductions, and help the new hire feel valued and welcomed right off the bat. It also gives Gen Z employees a clearer understanding of the organizational structure and key players.

Open door policy. For many Gen Z new hires, you may be their first full-time employer out of college. They are going to have questions, especially if they care about doing the job well and growing in their career. Knowing that the company has an open door policy gives them a safe space to learn, make mistakes, bring new ideas to the table, and adjust more quickly. It also helps them feel less isolated if they are struggling because they know they have a support system. Encouraging them to come to you with questions, concerns, or even just to talk things through can make a big difference.

Mentorships and shadowing. Having dedicated one-on-one time with a seasoned employee (particularly someone in their department or role) was also mentioned as a major factor in onboarding success. Starting a new role comes with a lot of information. You are learning the job functions, culture dynamics, daily processes, etc. It can be overwhelming, especially for someone new to the workforce. Having someone to shadow during the first few weeks helps ease that transition and gets them up to speed faster. Shadowing allows the new hire to see the role in action. They can observe how situations are handled, ask questions in real time, and better understand decision making.

Constant feedback and check-ins. This goes without saying, but Gen Z strongly values frequent feedback. Regular check-ins help them understand where they are doing well and where they can improve. This is especially important early on, when they are still in the learning process. Ongoing feedback provides direction, builds confidence, and reinforces that they are on the right track. It also shows that there is support behind them as they learn the role.

No assumptions. Gen Z, like any emerging generation, faces numerous stereotypes and assumptions on things like presumed work habits. It’s important not to lean into those. Instead, ask your new hires how they learn best. If you want them to adapt quickly, think about how you can provide the right tools and support during their onboarding process. Do they learn best hands-on, through shadowing, or through more structured training?

While you don’t need to completely change your onboarding process for your Gen Z hires, it’s important to recognize that even small adjustments can make a meaningful difference in how quickly they adapt, build confidence, and adjust to your organization.

 

Sam Borsari is a member experience specialist at the Employers Assoc. of the NorthEast. This article first appeared on the EANE blog; eane.org

Restaurants Need Our Support

By
Opinion

Editorial

 

The restaurant business has never been an easy one.

In fact, it’s always been among the most challenging sectors within our economy, one of the first to feel the impact when times turn challenging, and among the last to fully recover when things get better, Meanwhile, tastes change, habits change, and downtowns change. And consumers are fickle.

We see some restaurants that are part of the local landscape for decades, but the truth is that many struggle to survive for even a few years.

And these days, the challenges for restaurants are mounting, and the number of vacant storefronts is growing at a similar clip. In this region, and across the state, it seems, restaurant closures are rising as the owners of such establishments grapple with a laundry list of challenges, some age-old, some much more recent.

Indeed, costs are rising for just about everything, and this is a business where it’s difficult to pass along those increases to consumers. Meanwhile, habits are changing again: people are eating earlier, eating out less often, and drinking less when they do go out, adding more challenges to those trying to keep a restaurant’s doors open.

But maybe the biggest challenge to this industry has been the rise of remote work and its impact on what we’ll call central business districts. With fewer people in the office towers in downtown Springfield — and there are far fewer people in those towers — and in the office buildings in Amherst, Northampton, and other communities, the restaurants that rely on those workers for breakfast, lunch, and often after-work gatherings are suffering greatly.

While area elected leaders, especially Springfield Mayor Domenic Sarno, have made repeated calls to bring people back to work because of the boost they provide, these calls have mostly fallen on deaf ears. Remote work, or at least the hybrid work schedule, is here to stay, and the impact on the retail sector, and especially restaurants, is tangible.

Area communities understand these challenges, and they have responded in various ways, from programs helping entrepreneurs and property owners work collaboratively to fill vacant storefronts to efforts — such as those in Amherst, Northampton, and elsewhere — to promote those community’s restaurant sectors, to initiatives to bring people downtown for entertainment, retail, and also dining.

And these efforts need to continue because restaurants do a lot more than fill spaces on Main Streets across our region. They add to the vibrancy — and the vibe — of our cities and towns. And they help create memories for families, groups, and individuals gathering for special occasions, from a 50th wedding anniversary to the Wednesday before Thanksgiving at the Student Prince in downtown Springfield.

That’s one eatery that has managed to survive the decades, most recently with the help of a group of area business leaders committed to seeing it live on. But many haven’t, and memories are all that’s left.

Local communities need to continue their efforts to encourage and support this vital sector of our economy, and those who call this area home or do business here must understand the challenges they face and do what they can to help keep the doors open and the memories coming.

Reducing Energy Costs Is Crucial

By Contributor
Opinion

Opinion

By Brooke Thomson

 

The 3,400 member businesses — large and small — of Associated Industries of Massachusetts are uniquely aware that we need more energy to moderate energy prices and keep our companies and our economy competitive.

For businesses, energy costs are part of everyday economic reality. That’s why AIM supports initiatives to develop new energy resources, improve interconnections, and reduce the cost of energy for customers.

Massachusetts employers pay some of the highest commercial and industrial rates in the country. These high energy costs act as a hidden tax on economic growth and prosperity.

Employers pay that tax every time they run a centrifuge in a research lab in Cambridge, turn on a computer-controlled manufacturing cell in Worcester, admit a patient for surgery in Springfield, drive a truck down the Turnpike, or welcome guests into a hotel or restaurant on Cape Cod.

It’s no secret that, when other states attempt to recruit Massachusetts companies, the cost and reliability of energy is at the top of their reasons for leaving. And at a time when competition is at an all-time high, Massachusetts literally cannot afford to have high energy costs, making our key industries less competitive.

At AIM, we understand that our geography in New England creates embedded obstacles to energy competitiveness. But that is why we know that one energy solution or source alone is not going to solve these reliability or cost problems.

To stay competitive, keep the lights on, and keep costs moderated, Massachusetts needs, as the governor stated, an “all-of-the-above” approach that enlists a range of energy generation assets, including natural gas, infrastructure and storage options, and technologies that make more efficient use of the system we have.

The development of these energy assets is particularly pressing at a moment when the industries of tomorrow — AI, quantum, electrified transportation systems, and innovative power storage solutions — are placing unprecedented demands on our electric grids.

AIM has long supported the development of new, clean sources of energy alongside the existing power generation facilities. Both are essential to keeping the lights on in our homes and to keeping our businesses humming.

The governor is right to address the full portfolio of generation options — solar, wind, nuclear, geothermal — as well as demand-side management to generate savings of $10 billion.

That $10 billion represents a significant potential benefit for companies struggling to manage surging bills for electricity and natural gas. It also represents real benefit for the people working for our companies, skilled employees who wonder whether they can afford to continue to live, work, and raise a family in Massachusetts.

The business community remains committed to working with Gov. Healey and other elected officials to find solutions to cost issues like energy and housing. We appreciate the Healey-Driscoll administration’s willingness to include the business community in the joint effort to make Massachusetts more affordable and competitive.

 

Brooke Thomson is president and CEO of Associated Industries of Massachusetts (AIM). This is a speech she delivered at a March 16 press conference with Gov. Maura Healey, Lt. Gov. Kim Driscoll, and other officials announcing an initiative to bring new sources of energy to Massachusetts.

Introducing the StratAI Series

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Opinion

Editorial

 

Last week, a new international study, called “Firm Data on AI,” reported that artificial intelligence (AI) adoption is now widespread across the U.S. and other countries with advanced economies — but measurable impact remains limited, or at least elusive.

The study, which surveyed nearly 6,000 CFOs, CEOs, and senior executives across the U.S., U.K., Germany, and Australia found that about 70% of firms are actively using some form of AI; in the U.S., that figure is 78%.

However, more than 80% of the surveyed firms say AI has had no impact on employment or productivity over the past three years.

Something has to give — and it’s probably not going to be the advance of AI, which seems here to stay.

“The total impact of AI … I don’t think anyone knows what it is,” said Scott Longley, a manufacturing expert in residence for FORGE, one of the companies partnering with BusinessWest on a new workshop series centered on putting AI to the most productive uses (see story on page 4).

Our new StratAI Series aims to demystify the potential of AI in several different sectors, starting with manufacturing on Thursday, March 26 at the STCC Technology Park. Future workshops will address the impact of AI in professional services such as law, accounting, and financial services; nonprofits; the service sector; and others.

Considering the statistics above — the idea that almost everyone is using AI, but few companies truly grasp it — this series is especially timely, and we are excited to partner with a number of smart, forward-thinking business leaders to bring it to you.

“Manufacturers, especially Western Mass. manufacturers, have had their hands so full dealing with the regular chaos of the economy that taking time for new technology has never been at the top of the priority stack, and understandably so,” said Paul Silva of Innovate413, one of the partners on StratAI. “It needs to be a conservative industry. You spend a lot of money for capital assets, so you can’t afford to really screw up; they have to be very careful.”

But that’s also true of other sectors, and so are the feelings of general uncertainty around how best to incorporate AI — and why. We are confident, and excited, that this StratAI Series is an important step in the right direction.

Opinion

By Contributor
Opinion

Redefining Resilience as a Strategy

By Allison Ebner

Let’s be honest. If you’ve sat through more than one team meeting where someone says “we just need to be more resilient,” you’re not alone in resisting the urge to roll your eyes. Resilience has become the business world’s favorite buzzword: a catch-all response to every challenge, disruption, and crisis that lands on our desks. Yet, despite all the talk, burnout is rising, turnover remains stubbornly high, and leaders everywhere are quietly exhausted. So, if resilience is the answer, why aren’t we feeling it?

The truth is, we’ve been thinking about resilience all wrong.

Today’s business landscape isn’t just hectic; it’s relentless. Employers are navigating workforce shortages, economic uncertainty, rapid technological change, and a compliance environment that seems to grow more complex by the day. Asking your people to simply “be resilient” in the face of all that isn’t leadership — it’s avoidance. And your employees know the difference.

For years, resilience has been framed as a personal trait: something you either have or you don’t. The message, often unspoken but always present, is that, if you’re struggling, you simply need to toughen up, dig deeper, and push through. It’s a narrative that puts the entire burden of survival squarely on the individual, and it’s doing more harm than good. Real, lasting resilience is more like a muscle that you have to keep training for it to keep working.

Here’s the reframe that changes everything: resilience isn’t a personality trait. It’s an organizational design strategy.

The most resilient companies aren’t filled with people who never struggle. They’re built with systems, cultures, and teams that are deliberately designed to bend without breaking. They communicate with transparency when things get hard. They create psychological safety so people can raise concerns before small problems become big ones. They invest in their people not just when times are good, but especially when times are uncertain.

This kind of resilience doesn’t happen by accident. It’s built intentionally, one leadership decision at a time.

So, what does a truly resilient organization look like in practice? It looks like a leadership team that communicates early and often, even when they don’t have all the answers. It looks like managers who are trained to have hard conversations with care and directness rather than avoiding them until it’s too late. It looks like HR professionals who are empowered to shape culture proactively rather than simply respond to crises reactively.

It also looks like scenario planning — not because you can predict the future, but because organizations that have thought through the what-ifs are far better equipped to respond decisively when the unexpected happens. Resilient leaders don’t just absorb disruption; they anticipate it, prepare for it, and build teams that can navigate it together.

And perhaps most importantly, it looks like knowing the difference between when to hold the line and when to pivot. Stubbornness is not resilience. The willingness to adapt — to let go of what’s no longer working and move toward what is — is one of the most underrated leadership skills in today’s environment. This can be very scary stuff! But it’s time to take a few calculated risks.

Here’s a hard truth for the leaders reading this: you cannot be your organization’s sole source of resilience. If you are absorbing every disruption, shielding your team from every difficulty, and carrying the weight of uncertainty alone, you are not building a resilient organization — you are building a dependent one.

Real resilience must be distributed. That means developing your people leaders so they can navigate hard conversations, uncertainty, and change without coming to you for every answer. It means creating a culture where challenges are surfaced early, discussed openly, and solved collaboratively. It means trusting your team enough to let them struggle productively and supporting them through it rather than rescuing them from it.

So, is unshakable resilience real? Yes, but not in the way we’ve been sold. It’s not about being unaffected by the chaos. It’s about building something strong enough that the chaos becomes manageable, maybe even predictable. It’s about leading with transparency, investing in your people, designing systems that support rather than drain, and refusing to mistake busyness for strength.

The antidote to resilience theater isn’t toughness. It’s intentionality. And that’s something every organization — regardless of size, industry, or budget — can build starting today.

 

Allison Ebner is president of the Employers Assoc. of New England. This article first appeared on the EANE blog; eane.org

The Appeal of Careers in the Trades

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Opinion

Editorial

 

It’s a refrain we hear all the time: the construction trades are facing a shortage of workers as retirements continue to outpace young talent entering the pipeline. Sure, jobs in carpentry, roofing, electrical, plumbing, HVAC, and more are hard work, but they also pay well and are (probably) resistant to the AI trend that many folks in the white-collar world worry could threaten their jobs.

As Sam Pomeroy, an HVAC professional and president of Climates by Pomeroy, told us in this issue, “robots won’t be doing our job anytime soon.”

But at the same time, what do surveys tell us Generation Z values in the workplace? Purpose-driven work. Communication. Opportunities for advancement. The idea that employers have their goals at heart.

And that’s where a few of the business leaders we spoke with for this month’s home improvement focus are doing things the right way.

Pomeroy has been working in his field for almost 40 years, and said he still feels like a “hero” when he can return heat to a family’s home or restore power to a business storing perishable food. That’s purpose.

Tim Drost, CEO of Window World of Western Massachusetts, talks about the robust array of apprenticeship programs his company has developed, ensuring that young people can get a foot in the door. That’s opportunity.

Both Drost and Scott Cernak, president of Western Mass Heating, Cooling & Plumbing, talk about their investments in continuing education and training, helping employees, even long-time ones, advance their careers. That’s understanding — and advancing — career goals.

The fact is, during a time of economic uncertainty, with the long-term impact of AI and automation on many jobs still very much up in the air, there is a real appeal to be made to young people that careers in the trades can be satisfying, well-paying, purposeful, and — importantly — stable. And demand for their talent is only rising.

“It’s a rewarding career,” Pomeroy told us. And companies in the trades that aren’t making an effort to apprentice, train, and mentor potential workers are missing out on an opportunity to create another form of stability: in their own workforce.

Gen Z at Work: the AI Paradox

By Contributor
Opinion

Opinion

By Samantha Borsari

Generation Z is often coined the generation of ‘digital natives’ — quick to adapt, drawn to smart devices, and thriving in a world of new technology. In many ways, this reputation holds true. Today, Gen Z is leading the way in AI workplace adoption, with 47% reporting they use it weekly to assist with their workload.

However, a strange paradox is beginning to emerge.

Beneath the surface of this technological fluency lies a quieter truth — a growing sense of unease and uncertainty. While Gen Z is known to be one of the most adaptable generations, many are sharing feelings of discomfort and even anxiety at the speed and scale at which technology (specifically AI) is evolving, especially in the workplace. In a recent Forbes report, a survey of nearly 3,500 Gen Z workers showed that 41% reported feeling anxious about emerging technologies like AI. This reveals that, while Gen Z is highly engaged with AI, they are equally concerned about its impact.

Why is this happening? There are several factors that could be driving this apprehension.

• Assumed Expertise. It’s often assumed that Gen Z employees will instinctively know how to use new technology. However, quick adaptability does not equal instant mastery. This assumption often builds unspoken pressure and overlooks the reality that Gen Z-ers, much like any other generation, also require training and time to build confidence with a new tool like AI.

• Critical Thinking Concerns. As early career professionals, many in Gen Z are concerned that an overreliance on AI could interfere with their core developmental skills like critical thinking, problem solving, and professional judgment. They’re asking themselves, ‘will AI support or harm my professional growth in the long run?’

• Job Security Anxiety. Gen Z currently makes up a large percentage of entry-level roles, which has instilled a new fear that AI is coming for their position next. If AI replaces all ‘starter’ jobs, how will Gen Z be expected to find opportunities to establish themselves and their career?

• Technology Fatigue. Seventy percent of Gen Z workers have reported feeling overwhelmed by the amount of new technology that is rotating through their organization. The pace of change is taking a toll, especially when there is no clear strategy or training from upper management.

This goes to show that high adoption does not mean high confidence. More importantly, it shows that comfort with technology does not mean immediate mastery or even high sentiment with the product itself.

There is no clear-cut solution to resolve all of these concerns. Let’s face it: every generation is dealing with their own conflicting thoughts on AI and the future of technology. It seems to be a love-hate relationship. That said, there are several ways employers can help mitigate the apprehension and negative sentiment Gen Z is experiencing toward AI.

Organizations should avoid assuming that being a ‘Gen Z digital native’ means they can figure it out on their own when it comes to new technology. Instead, organizations should be prepared to offer support and structured training to all employees, regardless of their age and presumed tech fluency.

To address concerns around AI’s impact on core developmental skills, organizations can work to strategically design workflows where AI supports work functions without replacing key decision-making processes. Managers and supervisors can also reinforce learning by engaging in more frequent coaching sessions, asking Gen Z employees to walk through certain problems or explain how they arrived at a conclusion.

At the same time, employers can ease Gen Z anxiety around job security by building greater transparency around the role AI will play within their organization’s long-term plans and talent strategy. Lastly, to limit technology fatigue, organizations should conduct regular evaluations of their technology stack to ensure all employees receive proper training on existing platforms and to reduce overlapping tools.

Taken together, these approaches can help turn AI from a source of anxiety and discomfort into a tool designed for positive growth. Gen Z has the skills needed to adapt quickly to new and emerging technologies; they simply need the support to feel more confident in using it.

 

Samantha Borsari is a member experience specialist at the Employers Assoc. of the NorthEast. This article first appeared on the EANE blog; eane.org

Celebrating Entrepreneurship

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Opinion

Editorial

Thirty years ago this month, BusinessWest launched a new recognition program.

We called it Top Entrepreneur, and from the beginning, this award has been about paying homage to this region’s long history of entrepreneurship — more than 300 years of it — and recognizing those who continue that tradition today. 

And for 30 years, we’ve enjoyed telling the stories of people who follow in the footsteps of Horace Smith and Daniel Wesson, Milton Bradley, Everett Barney, inventor of the ice skate, the Picknelly family, William Skinner, and so many others. Entrepreneurship played a huge role in the development of this region and communities like Springfield, Holyoke, Westfield, Lee, and North Adams, and it continues to shape our region today, in ways large and small.

As the list on page 9 reveals, this award has been given to individuals, families, and institutions across the broad spectrum of business — from car dealers (the Balise family) to hardware (the Falcone family) to technology, healthcare, energy, education, and the nonprofit realm.

This year, there is a new twist, sort of. We’ve chosen to recognize Dan Dziuban and Frank Langone, founders and owners of Theory Skate Shop. It’s a different kind of story, but one with many of the same threads as the ones we’ve told starting in 1996.

Only this one lends itself to some poetic analogies between business and the sports of skateboarding and snowboarding — the twists and turns, ups and downs, thrills and spills, and the need to keep getting right back up when you’ve fallen.

Dziuban and Langone, like all entrepreneurs, have experienced all of this on a journey that will soon mark 30 years itself. They started with a small shop in West Springfield and gradually set up headquarters in the Holyoke Mall, with a second location in Northampton and a large presence at the Big E. They sell a broad range of items and have created their own line of clothing.

But they’re being honored not just because of their success in the challenging, ever-changing, ever-fickle world of retail, but also because of the way they have changed the landscape in the region — literally, by helping several area communities create skateboard parks — and also changed the lives of countless young people by introducing them to a new sport, and, in some cases, providing them with a new passion.

They’ve done this through the skateparks, summer skate camps, and through countless other efforts to promote a sport they discovered themselves in the late ’80s.

As for being entrepreneurs, like skateboarding, it’s something you get better at over time, and they’ve done that, applying lessons they’ve learned over nearly three decades to continue on their growth trajectory and grab some air, as they say in the skateboarding world.

We started this program to recognize the very important role entrepreneurship has played in this region, and how it continues to not only provide jobs and fill spaces on Main Street and in industrial parks, but shape our cities and towns.

Dziuban and Langone continue that proud tradition, and they are quite worthy of the title Top Entrepreneurs.

Why Proper Recycling Matters

By Contributor
Opinion

Opinion

By Sean Hogan

In the fast paced world of IT, cybersecurity often brings to mind firewalls, encryption, and phishing scams. But one of the biggest threats to your data security could be sitting in plain sight, stacked in a dusty corner of your office.

Whenever we onboard a new client at Hogan Technology, we find it almost every time: a room or closet overflowing with obsolete equipment. It becomes a tech graveyard filled with old desktops, servers, printers, copiers, battery backups, fax machines, label makers, access points, and firewalls.

Technology changes fast. A typical desktop or file server lasts about six years, but best practices call for a refresh every five years to maintain performance and security. Many manufacturers limit warranties on equipment older than that, which leaves you exposed when hardware fails.

We churn through a lot of gear in this industry, and it is not just computers. Printers, access points, and other peripherals pile up as businesses upgrade. That mound might look harmless, just junk taking up space, but it poses a serious physical cybersecurity risk.

Cyberthreats are not limited to software. Physical access to hardware can be just as damaging, especially when devices contain stored data. Nearly every piece of equipment in that forgotten pile has local storage of some sort, whether a hard drive, SSD, or embedded memory. Obsolete tech poses risks in numerous ways:

• Data remains long after use. Old devices retain confidential information ranging from employee records and finances to emails and proprietary files. If these devices are not handled correctly, that data can be recovered and exploited.

• Dumpster diving and theft. Discarded or unsecured tech can be scavenged. Cybercriminals know that unscrubbed drives hold valuable data. One overlooked hard drive can expose your network.

• Supply chain weakness. Even when not in use, equipment stored on site creates opportunities for insider threats or break-ins. Outdated hardware may also have unpatched vulnerabilities if someone reconnects it by mistake.

That pile is not just clutter. It is a potential entry point for data loss. Ignoring it is like leaving your front door unlocked.

We take a holistic approach to cybersecurity that includes the physical side of protection. Our recycling program manages your end-of-life equipment with strict security and environmental responsibility.

Specifically, we inventory obsolete devices during onboarding or routine audits. Our team collects everything securely with minimal disruption. After data scrubbing, drives and storage media are physically shredded by certified partners. Scrub plus shred removes any chance of data recovery.

Remaining components are recycled through certified e-waste programs that reclaim valuable materials and keep harmful substances out of landfills. The client then receive certificates of destruction and recycling reports to support compliance requirements and audit needs.

By recycling in this way, you clear space, strengthen your security posture, and support a cleaner environment.

With data breaches in the news daily, ignoring the physical side of cybersecurity is a risk you cannot afford. That forgotten pile of equipment could be the weak point that leads to expensive consequences.

 

Sean Hogan is president of Hogan Technology Inc.

Enfield Development Projects Remain on Track

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Aaron Marcavitch says Enfield residents tend to take a wait-and-see approach to development, but they’ll soon be seeing some shovels in the ground.
Opinion

Community Spotlight

Aaron Marcavitch says Enfield residents tend to take a wait-and-see approach to development, but they’ll soon be seeing some shovels in the ground.

Aaron Marcavitch says Enfield residents tend to take a wait-and-see approach to development, but they’ll soon be seeing some shovels in the ground.

Development projects — whether for much-needed housing, a transportation hub, or the reimagining of a long-dormant retail center — aren’t done in a day, or a year. That’s certainly true in Enfield, Conn., which is looking forward to all of that and more. The good news is, progress in evident across the board.

“Enfield is kind of ‘we’ll believe it when we see it.’ There’s always a little bit of hesitancy to celebrate something until they see a shovel in the ground,” said Aaron Marcavitch, the city’s Economic & Community Development director.

“These projects are either in their permit process, or they’re moving through different gyrations. But the redevelopment of the mall is still moving ahead, the North River Street project is still moving ahead, and the MassMutual site is still moving ahead,” he added, referring to three projects that all involve new residential units. “They’ve not stopped for any reason — they’re just moving through their process.”

“The redevelopment of the mall is still moving ahead, the North River Street project is still moving ahead, and the MassMutual site is still moving ahead.”

In 2024, most of the Enfield Square property — one of the region’s most notable dead malls — was purchased by Woodsonia Acquisitions, which proposed a $250 million project that will feature retail and restaurant businesses and 465 residential units. Site work on what will be called Enfield Marketplace could begin this spring.

Woodsonia will serve as the project’s master developer and seek other developers for the various components. “There’s a set design to the overall layout, and they’ll come in with each piece — the housing piece, the retail piece, the outparcel pieces — over time. So that will take some time,” Marcavitch explained.

“The overall concept has not changed dramatically,” he added. “They did a market study and found that a hotel really wasn’t going to work. So that’s the biggest dropout from the plan. And then they ran into a few issues with agreements that already existed on the property between other tenants that are staying, so that caused them to move the design around a little bit. But the overall concept of a housing component, a retail component, and an outparcel component still remains the same.”

The former MassMutual site on Bright Meadow Road is being redeveloped for hundreds of residential units along with some commercial space.

The former MassMutual site on Bright Meadow Road is being redeveloped for hundreds of residential units along with some commercial space.

For this issue’s Community Spotlight, we update not just that project, but several others in various phases of progress, most emphasizing a key priority for many towns these days: new housing.

 

Home Sweet Home

The wait-and-see mindset of many in Enfield is why Marcavitch is especially excited about a project on North River Street that will add 140 units of housing, perhaps with more to come.

“They’re expecting to put shovels into the ground in quarter one — soon. So people will say, ‘oh, there is actually something happening in Thompsonville right now. People have shovels in the ground.’”

The project is being developed by HGRE Ventures, a partnership between Avon-based Honeycomb Real Estate Partners and GRAVA Properties of West Hartford. HGRE plans a $100 million, two-phase project that could eventually bring more than 300 units to the riverfront section of Thompsonville, near the much larger Bigelow Commons apartment complex.

Meanwhile, South River Realty, which owns a series of parcels on South River Street, has proposed a 160-unit residential building there, while MB Financial Group is looking to develop a 464-unit housing project, with some commercial space, at the former MassMutual site on Bright Meadow Road.

The housing element is especially intriguing at a time when most cities and towns in the region need more of it. At the same time, Enfield officials are eager to see more progress at the train stop project taking shape in the Thompsonville neighborhood, not far from the North River Street development.

The Enfield train station aims to connect the town to Springfield, Hartford, New Haven, and beyond. The $45 million project includes Main Street bridge work and new track, and ties into broader revitalization efforts for the riverfront and other areas of town. The station is expected to be more than a metro stop, bringing locals to work; it will also be a larger Amtrak hub for more distant destinations, while a planned spur off the Windsor Locks stop will bring people to and from Bradley International Airport.

Late in 2023, the Connecticut Department of Transportation attached dates to the project, including the summer of 2024 for the final design to be completed, the winter of 2025 for the construction bid to be awarded, the spring of 2027 for accompanying rail and bridge work to be completed, and the fall of 2027 for completion of the station and platform. But those dates have shifted — more than once.

“We had some recent meetings with the folks at DOT. And the train station is still on track — those are the only words that ever come to my head when I think of it,” Marcavitch said with a laugh. “They were saying maybe the end of ’28, but now they’re somewhere in ’29 for being finished.

Enfield at a Glance

Year Incorporated: 1683
Population: 42,141
Area: 34.2 square miles
County: Hartford
Residential Tax Rate: $31.50
Commercial Tax Rate: $31.50
Median Household Income: $67,402
Median Family Income: $77,554
Type of Government: Town Council, Town Manager
Largest Employers: Empower Retirement LLC, Town of Enfield, Advance Auto Parts Distribution Center, Eppendorf Manufacturing
* Latest information available

“I don’t think we were surprised by that in any way; that’s sort of standard for these types of projects,” he added. “Seeing how long it’s taken to finish the Windsor Locks station, I have a feeling it may even shift another couple of months, but that’s just the way it goes.”

A few components have added to the complexity, including creating a service road from Route 5 to the station, determining a new spot for commuter bus service, and altering an undersized Main Street underpass at the train station, Marcavitch explained.

“But it’s continued to move. They’re done with their design process, and they hope to go out to bid sometime soon for the construction part of this. So in theory, we’re going to see shovels in the ground sometime in 2026.”

He said the combination of more public transit and more housing should create more mobility and economic opportunities for people in town. “People who may be working in Hartford, or working in Springfield, and taking the train to those locations — they’re not going to need a vehicle as much. Maybe they only need one car; maybe one person is working from home, and the other person is taking the train.

“So it’s going to be important for us to not only have that, but then also have our own local bus connections that somebody could pick up at the train station and take to the mall, take to Costco. And we have to work on our bike connections so that people can use their bikes to do that. We want to try to reduce car dependency for folks who live in that area,” he added. “It really is going to be beneficial in that way. Once we start to get some momentum, that’ll be really good.”

 

Setting Down Roots

The town has been making progress on other fronts as well, from an Amazon distribution facility moving ahead on Bacon Road to continued streetscaping in North Thompsonville.

Efforts like the latter, Marcavitch said, “aren’t huge projects, but they’re really going to impact how people perceive Enfield as a place they want to bring their business to. And we’re going to continue to work with commercial retail and food options in town to make sure we’re bringing in stuff that people in the town want.

“We’re very driven, in many ways, by the traffic on 91, where people are coming off the highway, grab food quickly, and jump back on the highway and head off to Vermont or wherever they’re going,” he noted. “We tend to be a very good rest stop in that way, but we also want to make sure we’ve got diverse retail and diverse food options for people in town.”

He said town officials appreciate that travelers and residents of local communities are coming to Enfield to use its services and enjoy its restaurant and shopping offerings. But he wants it to be seen as more than a drive-through community; after all, more than 42,000 people live there.

“If we’re going to have businesses moving in, we need to make sure that they’ve got the services and the experiences they need to stay. We want to keep them here. We’re going have new people moving into the community with these apartments. What kind of activities are there for them? So I think the natural next step is a big conversation about that. We’ve got to make sure we’ve got community amenities.”

Does Massachusetts Still Want a Legal Cannabis Industry?

By Contributor
Opinion

Opinion

By Meg Sanders

 

A few weeks ago, a community member out in the Berkshires was speaking with a staffer of ours at Canna Provisions. She had just heard that the petition to end adult use cannabis had potentially gathered enough signatures to move forward toward the 2026 ballot. “Well … that’ll never pass,” she said, waving her hand as if brushing away a fruit fly. “People love your store.” I wish that were enough.

In Massachusetts, we are now facing the most serious threat to the legal cannabis industry since voters approved it in 2016, and the most dangerous reaction I’m seeing is dismissal or the belief that progress is permanent. Or, worse, the assumption that someone else will handle it, that voters won’t move backward, that adult use is simply too big to fail. But let me be very clear as someone who has spent nearly 15 years in legal cannabis across multiple states: nothing in this industry is too big to fail. Not even legalization itself.

The Massachusetts Elections Division recently certified 78,301 signatures for a measure laughably called “An Act to Restore a Sensible Marijuana Policy,” which seeks to end all recreational cannabis sales and the ability for citizens to grow at home in Massachusetts, while preserving medical-only access. It is now officially moving to the Legislature, which has until this May to act. And if they decline a portion of the signatures collected, causing the initiative to fall under the required threshold, the proponents would need 12,429 more signatures to ensure the question gets on the November 2026 ballot.

That means the future of every retailer, cultivator, manufacturer, brand, and tens of thousands of direct jobs across the Commonwealth is officially on the line. Additionally, thousands of indirect jobs the industry supports will be lost. This means plumbers, landlords, snow plowers and landscapers, marketing professionals, electricians, accountants, lawyers, and more will all take a hard hit.

This is the beginning of a coordinated effort to unwind the very industry so many of us have spent years building — legally, transparently, and in partnership with our communities in Western Mass., as well as the state as a whole. And here’s the part that should alarm every business leader reading this: public opinion alone does not stop ballot initiatives. Organization does. Funding does. Showing up does.

We’ve already seen reporting that some of the signatures gathered may have been collected through deceptive or misleading tactics. But even if every signature were suspect, the measure is currently alive in the eyes of the state. That is what matters now. So the question before every operator comes down to a point of view. If someone is coming for your business, your staff, your customers, and your community partnerships, are you really going to sit this one out? If yes, how can you square that up with everyone mentioned in the previous sentence? Moreover, why would you want to?

“This is the beginning of a coordinated effort to unwind the very industry so many of us have spent years building — legally, transparently, and in partnership with our communities in Western Mass., as well as the state as a whole.”

At Canna Provisions, we’ve made our position crystal clear. We have long believed that every dollar spent is a vote for or against something. It’s why we stopped using Uline two years ago after learning about their aggressive anti-cannabis advocacy. And starting Jan. 1, 2026, we no longer accept deliveries in Uline packaging at all (and have encouraged partners to use a local service provider like W.B. Mason instead). If a partner still has stock, we will work with them, but we expect written assurances that they are transitioning vendors.

This is one example of a position showcasing voting with one’s dollars — because if you’re taking cannabis money while directly supporting anti-cannabis efforts, you are funding your own downfall. And if this rollback effort advances and a statewide campaign becomes necessary, we will not carry products or use vendors who refuse to financially support the fight to protect this industry, even if that support comes in the form of inaction and apathy to the threat level we are facing in 2026. That includes brands. Cultivators. Tech partners. Professional services. HVAC installers. Electricians. Plumbers. Everyone.

If that sounds harsh, ask yourself: what, exactly, is the alternative? What will the impact be, from tourism in the Berkshires (which we know has directly benefited from cannabis) to municipal revenue streams to the thousands of workers who rely on this economy? What happens to the local businesses we support, the charities we donate to, and the community partnerships we’ve built?

We are not talking about a minor regulatory adjustment. It would be the end of a business sector that has generated billions for the state, brought life into struggling towns, created pathways for equity and entrepreneurship, and, let’s not forget, delivered a safer, regulated alternative to the illicit market. Additional measures are now underway in both Maine and Arizona, making this an effort that may be beginning in the Commonwealth but is rapidly expanding across the country. If Massachusetts falls (or if the vote is precariously close), you can bet this will have ripple effects on cannabis freedom across the U.S.

Ending adult-use cannabis does not eliminate cannabis. It eliminates safe, regulated, legal cannabis, as it’s been embraced since voters passed Question 4 in 2016. This is the moment when our industry has to grow up. We cannot keep treating existential threats like spectator events. Operators cannot assume that the big companies will handle it. Equity operators cannot assume someone else will protect their hard-earned licenses. Vendors cannot assume their cannabis clients will still exist in two years if they stay on the sidelines now.

Everyone in the industry, including consumers, has skin in this game, and everyone has a responsibility to defend it. So here is my call to the business community, cannabis and non-cannabis alike. Pay attention. Ask your partners where their money goes. Support the organizations preparing to fight this ballot initiative. Refuse to fund vendors or suppliers who work against your interests. Stop assuming someone else will do the hard work — because they won’t. And because the people trying to end this industry are counting on your complacency.

I’ve said for years that trust and sustainability are the foundation of this industry. Today, I’ll add one more: vigilance. The rights we earned in 2016 can still be taken away, and if that happens, it will be because too many people thought their silence was harmless.

The next year will determine whether Massachusetts remains a leader in legal cannabis or becomes the first state in history to voluntarily dismantle its adult-use market. I know which future I’m fighting for. I hope the rest of the industry joins us.

The clock has already started.

 

Meg Sanders is CEO and co-founder of Canna Provisions.

The Importance of Teen Employment

By
Opinion

Editorial

 

Tim Paciorek, president of Paciorek Electric in Hatfield — whose story we share starting on page 4 — always had a desire to own his own business someday, even as a child.

What fueled that desire — and, in many ways, was fueled by it — was a work ethic that came from simply … well, working. He had lots of jobs throughout his youth, from a paper route to farm labor; from reconditioning cars to woodcrafting; from raking leaves to mowing lawns. It’s a path he believes would benefit many young people today — only, it’s not as easy to find those jobs for teenagers.

The past 30 years has seen a dramatic decline in youth labor force participation. In the 1990s, most U.S. teenagers had at least some connection to work. But according to Bureau of Labor Statistics data, the labor force participation rate for teenagers dropped from well above 50% in the mid-1990s to just 36% today. The steepest declines came between the late 1990s and early 2010s, after which participation stabilized at much lower levels.

There are many reasons for that. Fewer jobs for teens exist today due to automation replacing entry-level tasks, increased competition from college graduates, older people staying in the workforce longer, higher minimum wages making teens — and their relative dearth of experience — seem costly, and stricter child labor laws reducing available hours and roles compared to past decades.

Paciorek said any teenager who really wants a job can still likely find one, but less motivated young people aren’t as likely to dig beyond the obvious, while opportunities that dominated in decades past, from paper routes to fast food, aren’t as prevalent today, or are much more populated with adults than in the past.

Some of those adults are seniors, and one can’t blame them for being part of the competition. Many want to work to feel vibrant and stay active and sharp, and many may need to work just to make ends meet.

But first, second, and third jobs are important — for a number of reasons. From a practical standpoint, jobs provide young people with the resources to help pay for college and, in many cases, just to support themselves. Also, they provide key lessons in how the world of work operates, thus better preparing them for future employment — or, for budding entrepreneurs like Paciorek, launching their own enterprises. Jobs also help keep young people from getting bored and getting into trouble.

Meanwhile, the U.S. Chamber of Commerce lists several reasons why small businesses might want to hire teen workers:

• They’re eager for work. Many teens want financial freedom, and they’re willing to work to get their foot in the door.

• They’re an efficient means to expand the workforce during peak times. Since they’re typically not seeking benefits, hiring teenage workers in part-time, limited-skill positions can be especially useful for businesses operating seasonally or needing extra hands temporarily, such as during summer vacation or over the holidays.

• The business might be eligible for a tax credit. Teens are included under the federal Work Opportunity Tax Credit, which encourages employers to hire candidates who face challenges securing employment, and Massachusetts offers state tax credits for hiring registered apprentices in specific industries.

• Businesses can help shape the next generation of working professionals. No matter the industry, teenage workers can develop soft skills such as responsibility, organization, time management, and creative problem solving that will serve them well throughout high school, college, and the workforce. Professional experience at a young age can lead to higher-paying jobs later on, as it boosts résumés and professional skills.

We’ve been saying it for decades, and it’s still true now: area economic development leaders and employers need to collaborate to find ways to get more young people into the workforce, and help build the next generation of success stories.

How to Support Employees with Diabetes

By Contributor
Opinion

Opinion

By Dr. Ana Stankovic

Type 2 diabetes is more than a personal health challenge. It’s a growing workforce challenge, too.

Diabetes costs the U.S. economy approximately $413 billion annually, including more than $106 billion in lost productivity. With more than 38 million Americans living with diabetes and nearly 95% of those cases being type 2, the condition can impact productivity, increase healthcare costs, and affect employee well-being.

This presents both a challenge and an opportunity for employers. With the right tools and support, employers can play a pivotal role in helping their workforce manage and even work to improve their type 2 diabetes.

Here’s how a strategic investment in employee health can help drive measurable outcomes and long-term savings for employers and their workforces.

Why should employers take action? Employers have a unique opportunity to influence the trajectory of type 2 diabetes within their workforces. In Massachusetts, 8.5% of adults are currently living with diabetes, and an estimated 31,000 more will be diagnosed each year.

By investing in proactive, data-driven health strategies, organizations can help employees work to improve their condition, prevent disease progression, and reduce potential and costly complications of type 2 diabetes. This not only benefits individuals, but it may help lower healthcare costs and boost productivity.

There is a business case for type 2 diabetes management. When employers take a strategic approach to type 2 diabetes care, the results can be transformative. Programs that combine technology with clinical support have shown measurable improvements in employee health outcomes. Programs like this may enable employers to lower financial risk while supporting employee health. These efforts may also contribute to higher employee satisfaction and retention, which are critical metrics in today’s competitive labor market.

Supporting whole-person wellness is key. Supplemental benefits can support better overall health outcomes. For example, people living with diabetes are at higher risk of certain oral health conditions like gum disease, but regular dental visits can help prevent or treat gum disease. Diabetes can also increase the risk of vision loss, but most diabetes-related vision loss can be prevented with early detection and treatment. Yet, 60% of people with diabetes do not get annual eye exams.

Integrating, or bundling, dental and vision benefits can help give a clearer picture of overall health, close gaps in care, and may lead to better overall experience and lower long-term healthcare costs.

By incorporating evidence-based diabetes management programs and integrating supplemental benefits, employers can demonstrate a commitment to employee well-being while driving measurable impact, better outcomes, and lower costs.

 

Dr. Ana Stankovic is chief medical officer of UnitedHealthcare of New England.

Getting Down to Business in 2026

By
Opinion

Editorial

 

Almost 42 years after John Gormally published the first issue of the Western Mass. Business Journal — which would later be rebranded as BusinessWest — the biweekly magazine continues to shine a spotlight on the Western Mass. business landscape, telling the stories behind the stories — of entrepreneurs, visionaries, and legacy companies alike — and sharing the trends, challenges, and opportunities that drive those companies and their industries, as well as sharing articles written by experts in a variety of fields.

And as the calendar turns to 2026, business leaders continue to rely on BusinessWest to illuminate not just present conditions, but what’s ahead for myriad sectors, from law to education; from finance to healthcare; from retail to technology — and so many more.

They’re emerging from a year of uncertainty — about the overall economy, costs, and interest rates; funding pressures from Washington (and a deeply divided electorate on matters economic and cultural); and concerns about what comes next. Those funding challenges have landed hard in Western Mass., impacting higher education, healthcare, the broad nonprofit sector, and startups like Sublime Systems, which continues to cope with the loss of an $87 million federal grant last spring that would have helped fund a new manufacturing plant in Holyoke.

But almost six years out from a crippling pandemic, many companies recorded strong years in 2025, and entrepreneurship — a critical and robust element of the economy in the 413 — continues to produce new, and inspiring, successes.

What is certain is that BusinessWest will continue to reflect the current times, trends, and stories from a local perspective — that is, through the eyes, minds, and experiences of business owners and economic experts throughout the 413.

In the Jan. 5 issue, we’ll present our annual Economic Outlook, once again featuring the voices of dozens of regional business leaders from many different sectors. And on Jan. 19, we’ll reveal our 30th annual Top Entrepreneur.

Two issues after that, we’ll unveil our 18th annual class of Difference Makers, the first of four very popular recognition programs throughout 2026, along with 40 Under Forty in April — marking its 20th year of honoring high-achieving young professionals — Healthcare Heroes in September, and Women of Impact in October. BusinessWest accepts nominations for all four programs all year long.

This year will also bring a broad mix of feature stories, as well as returning favorites like each issue’s Community Spotlight, shedding light on economic development, municipal projects, tourism, and quality of life in individual cities and towns; and the quarterly Where Are They Now? — each installment visiting with a past winner of one of the four awards mentioned earlier, detailing how their life and career have evolved since. All that is, of course, on top of our regular coverage of dozens of industries.

And look for our annual Book of Lists early in the year as well, a comprehensive resource guide to the businesses and sectors that drive this region’s economic engine.

As 2026 takes shape, with all the challenges and successes it might produce, we’re excited to bring all that, and more, to you — on the page, through our podcast conversations with local business owners, at our recognition events, and at businesswest.com. Happy New Year.

Double Your Impact as the Year Ends

By Contributor
Opinion

Opinion

By Colleen Shanley-Loveless

 

As we approach the end of the year, I find myself thinking about the extraordinary generosity that fuels our work at Revitalize CDC. Every repaired roof, every safe home, every child or senior supported through our health, education, nutrition, and digital navigation programs — each of these success stories begins with someone choosing to invest in their community.

Right now, you have a powerful opportunity to make that investment go twice as far.

Through the Massachusetts Community Investment Tax Credit (CITC) program, any donation of $1,000 or more to Revitalize CDC earns you a 50% refundable state tax credit. That means a $1,000 gift effectively costs you only $500 after the credit. A $10,000 gift costs $5,000 while delivering the full benefit to the local low-income families who need it most.

This is one of the most generous community investment incentives in the country. And it’s open to individuals, businesses, and nonprofits, including churches, regardless of the state in which you file taxes. On top of the state credit, your gift also qualifies for a federal charitable tax deduction, increasing your overall savings.

When you give to Revitalize CDC, 95 cents of every dollar supports direct program expenses. This demonstrates exceptional efficiency, an achievement reached by fewer than 1% of nonprofits nationwide.

Your contribution provides flexible, immediate funds that allow us to respond to urgent needs, keeping seniors and veterans warm and safe in their homes, ensuring families have healthy food, helping residents gain digital access, and strengthening the neighborhoods we all share.

When you give through CITC, you’re not just making a donation — you’re creating stability for a family, dignity for a neighbor, and resilience for an entire community.

To sum up, your CITC gift provides:

• Considerable tax savings;

• Eligibility for individuals, businesses, and nonprofits, including churches;

• A federal IRS charitable deduction; and

• A refundable credit, meaning excess credit comes back to you even if you owe little or no tax.

This is a moment when your generosity truly has the power to transform lives. Please consider making your CITC-eligible donation today at www.revitalizecdc.com. Double your impact. Save on your taxes. Strengthen your community.

And, as always, please consult your professional tax advisor for guidance specific to your situation. Email me at [email protected] if you have any questions. Together, we can ensure that every neighbor, every family, has the chance to live in a safe, healthy, and stable home. Thank you for standing with us.

 

Colleen Shanley-Loveless is president and CEO of Revitalize CDC.

For Square One, It Takes a Village

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Opinion

Editorial

 

More than 14 years after a tornado destroyed its former home, Square One recently opened its new home at a ribbon cutting that looked a whole lot like a Frank Capra movie.

Indeed, the ceremony became a celebration of the people and the institutions that it took to get this done — from the federal, state, and local governments to the Davis Foundation and the Red Sox Foundation, to the Balise family, which ultimately contributed more than $3 million toward the cause.

Amid the many comments from the speakers about going back to square one and rising from the ashes, there was a palpable sense of pride in all that had been overcome for Square One to be able to turn the key at its new, $18 million facility and remain in Springfield’s South End, where it all started 142 years ago as Springfield Day Nursery.

It took 14 years because Square One first had to get back on its feet, which became more challenging when another of its facilities was leveled in a natural gas explosion in 2012. And then it had to decide to what to do and where to rebuild. And then it had to survive a pandemic. And then it had to find a site — and that site turned out to be its old site. And then it had to raise the money, clear the site, and design and build a new facility.

None of that was easy, but just as Square One was committed to staying in the South End and building new, the community it has served for nearly a century and a half became committed to help get the job done.

There were many contributors to this cause — from the federal government and its New Markets Tax Credits program to the city chipping in $1 million in ARPA money; from the foundations to the Balise family, which first donated $1 million and then bought a building on Main Street for more than $2 million and donated it to Square One to create a campus.

And there were many times at the ribbon cutting when it was said this ‘wouldn’t have happened without…’ any of the above.

And while that’s accurate, the truth is it wouldn’t have happened without all of them coming together as they did.

This was a 14-year journey, one with more than enough bumps in the road to traverse. But like all Frank Capra movies, this one also had a happy ending, one the community can share in.

The 2026 View from Gen Z

By Contributor
Opinion

Opinion

By Samantha Borsari

 

As we head into 2026, Gen Z is signaling that a few workplace practices could use a refresh. At the top of the list: the notion that fully remote work is the ideal and that performance reviews should be limited to an annual conversation.

For Gen Z, personal connection is a critical component of being engaged with their work. Contrary to popular belief, Gen Z actively wants to establish relationships with their colleagues and feel a sense of community.

While fully remote setups have been popular among some generations, Gen Z is showing less of an appetite for this type of model. In fact, one recent report states that they are the “least likely generation to prefer exclusively remote work.” The reason for this lies in the fear of isolation and social disconnect that is often associated with this type of model. For many, concerns about mental health outweigh the appeal of a fully remote schedule.

For 2026, Gen Z would rather see hybrid work options. One recent report states that 83% of surveyed Gen Zers would choose the hybrid model over others. Why? Hybrid work strikes the right balance between in-person collaboration, where they can build relationships, learn on the job, and feel like they are a part of the culture, and also providing them with the remote flexibility that supports work-life boundaries.

Many Gen Z professionals are also vocal about wanting their colleagues, not just themselves, to come into the office more. For them, the value of in-office time comes from shared energy and social learning. While not all organizations can accommodate such schedules, it’s still important to acknowledge these emerging trends. Your Gen Z employees aren’t pushing for fully remote work, but rather seeking more connection through in-person opportunities.

The traditional model of annual performance reviews is another topic of contention for Gen Z as we move into 2026, as many feel this approach is slightly antiquated.

Gen Z wants more personalized, consistent feedback from their supervisors. Why? So they can progress in their careers more quickly, correct mistakes faster, and stay on track with their responsibilities. Waiting for the highly anticipated annual review is not seen as effective for this group; rather it’s seen as backward-looking.

What most Gen Z employees would like to see is an open-door policy and real-time feedback. Frequent, personalized check-ins boost their engagement and support their growth because they experience this style as coaching rather than criticism.

These check-ins don’t need to be long or formal; even brief touchpoints can go a long way. This might look like quick digital messages through tools like MS Teams or Slack, or short weekly meetings to review projects and address concerns. The goal here is to show intention and transparency with communication. Gen Z doesn’t want a rating at the end of each year; rather, they want coaching and real-time feedback to help them get better as the year goes on.

Heading into 2026, it’s not about rejecting remote work or traditional reviews, but about adapting them to create more connection, clarity, and authenticity. What matters most for Gen Z in the year ahead is fostering a culture where they can grow and genuinely feel valued.

 

Samantha Borsari is a member experience specialist at the Employers Assoc. of the NorthEast. This article first appeared on the EANE blog; eane.org

Fertile Ground in the 413

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Opinion

Editorial

 

Innovation and collaboration.

As he steps down from his leadership post next month, Rick Sullivan, president and CEO of the Western Massachusetts Economic Development Council (EDC), has been touting those two elements among what makes the Western Mass. economy tick, and what it needs to continue to build on in the coming years.

And those were two words he drew on when it was announced earlier this month that Western Mass. has been designated as both a Quantum Technology TechHub and a Food Science TechHub through the Massachusetts Technology Collaborative.

In addition to the two designations, funding in the form of $1 million to advance a feasibility and design study of a quantum supply chain accelerator (QSCA) was awarded to Springfield Technical Community College.

The QSCA will anchor the next phase of the Commonwealth’s quantum strategy, building on the foundation established in Holyoke at the Massachusetts Green High Performance Computing Center (MGHPCC) and the state’s first quantum computing complex launched with QuEra Computing Inc. The accelerator will be the first regional facility of its kind to drive commercialization, support startups, and strengthen advanced manufacturing supply chains across the Pioneer Valley.

In a recent conversation with BusinessWest, Sullivan said it’s impossible to know for sure what the economy will look like a decade or two down the road, or what will be driving it, but the EDC and other local leaders have been proactive about considering that question and pushing for strategic investments.

“These are sectors that are going be more important tomorrow and 10 years down the road than they even are today,” he said of these evolving industries. “AI is booming, and quantum is booming, and the issues of food science and food scarcity, water delivery systems and water scarcity … those problems are only going to grow and be more important in 10 years.”

We’ve been talking about innovation and collaboration for many years at BusinessWest because we recognize how those concepts have raised the profile and economic strength of a region that sometimes gets forgotten out east — concept that, when put into action, create not just vibrancy, but jobs, and a promising future.

“Springfield, the City of Firsts, has a proud legacy of innovation,” U.S. Rep. Richard Neal said regarding the QSCA. “This award will help solidify Springfield’s position as a leader in this new technological era, placing the city at the forefront of advancement in quantum technology.”

We believe this project, and the TechHub designations, have that potential — and more.

Opinion

By Contributor
Opinion

Radical Kindness in the Workplace

By Allison Ebner

In our workplaces, we talk a lot about innovation, agility, and results in leadership circles. But there’s one strategy that often gets overlooked, dismissed as soft or secondary: kindness. Not the passive, conflict-avoidant version of niceness that lets problems fester, but radical kindness — the deliberate choice to lead with empathy, respect, and genuine care, even when it’s difficult.

In today’s workplaces, where tensions run high and perspectives often clash, radical kindness isn’t just a pleasant ideal; it’s a strategic imperative. As leaders, we set the tone for how our teams navigate disagreement, handle stress, and treat one another. The question isn’t whether we can afford to prioritize kindness. It’s whether we can afford not to.

Radical kindness is not about creating false harmony or avoiding tough conversations. It’s not about being permissive or lowering standards. Radical kindness means approaching every interaction with the assumption that people are doing their best, that their perspectives matter, and that respectful dialogue can coexist with high expectations.

When people feel genuinely valued, they take smart risks, share ideas freely, and collaborate more effectively. When they don’t, they shut down, disengage, or leave. The culture we create as leaders directly impacts our bottom line. Here are some specific behaviors that make radical kindness tangible:

• Assume positive intent first. When someone disagrees with your decision or misses a deadline, your first response sets the tone. Starting from the assumption that they’re trying to do good work — rather than that they’re incompetent or difficult — completely changes the conversation. Instead of “why didn’t you get this done?” try “help me understand what got in the way.”

• Listen to understand, not to respond. In your next meeting, try this: before offering your perspective, repeat back what you heard from the other person. This simple act — “so what I’m hearing is you’re concerned about the timeline because of the resource constraints, is that right?” — demonstrates respect and often de-escalates tension before it builds.

• Acknowledge the person behind the opinion. Before diving into why you disagree with someone’s approach, recognize the validity of their concerns or perspective. “I can see why you’d feel that way given your experience with the last product launch” goes a long way toward keeping dialogue open, even as you chart a different course. This isn’t about compromising your position — it’s about honoring their contribution to the conversation.

• Share your own uncertainties. When leaders admit “I’m still thinking through this” or “I was wrong about that,” it gives everyone permission to be human. Vulnerability from the top creates cultures where learning matters more than being right. Intellectual humility is one of the most powerful forms of radical kindness because it levels the playing field and invites collaboration.

• Notice the small moments. Greet people warmly when you see them. Ask about their weekend and actually listen to the answer. Notice when someone seems off and check in privately. Celebrate small wins publicly. These micro-moments accumulate into culture. They signal that people matter, not just their output.

Radical kindness doesn’t mean eliminating different viewpoints. It means making disagreement productive rather than destructive. The healthiest teams I’ve seen have vigorous debates about ideas while maintaining absolute respect for people.

The beautiful thing about radical kindness is its multiplier effect. When you consistently model this behavior, it gives others permission to do the same. One kind interaction can shift someone’s entire day, which shifts how they treat their colleagues, which shifts team dynamics, which shifts organizational culture.

Leading with radical kindness requires courage. It means staying open when it would be easier to shut down. It means extending grace when you’re frustrated. It means believing in people’s potential even when they’re struggling.

But this is exactly the kind of leadership our workplaces need right now. In a world that often rewards cynicism and self-protection, choosing radical kindness is the most reliable path to creating teams where people do their best work, treat each other well, and actually want to show up each day.

 

Allison Ebner is president of the Employers Assoc. of the NorthEast. This article is abridged from one that first appeared on the EANE blog. It can be read in full at eane.org.

Let the Speculation Begin

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Opinion

Editorial

 

Several weeks back, we opined that the ongoing search for a new courthouse site in Springfield has been much like the race to locate the Western Mass. casino more than a decade ago — an exercise packed with speculation, hope, and … more speculation.

Now that DCAMM (the state Division of Capital Asset Management and Maintenance) has released the list of proposed locations and developers, we’d have to say this search is like the casino hunt on steroids.

In all, 11 proposals have been submitted, covering a wide range of properties across downtown Springfield, many of them vacant or underutilized to one extent or another — everything from Steiger Park to the building that was home to the closed Mardi Gras strip club; from the Springfield Newspapers property to the current courthouse itself; from the former YMCA building on Chestnut Street to office properties on Main Street, Maple Street, and State Street.

It’s quite a list, and together these proposals tell the story of just how much real estate downtown falls into the categories of ‘non-performing’ and ‘underperforming.’

Indeed, the quest for a new courthouse offers an intriguing answer to the question — and in some cases it’s been asked for years, if not decades — ‘what to do with…?’ Examples include:

• Steiger Park. Created after the demolition of the Steiger’s department store on Main Street, it was then called by some ‘a little park for a little while.’ That was nearly 30 years ago. Meanwhile, the park has become a popular gathering spot, home to a farmers’ market and at least one art exhibit. Many would like to see it stay a park.

• The Republican building. Built during a much different time for newspapers and for a staff exponentially larger than the one now working there, the property has been the subject of considerable speculation in recent years and was a big part of one of the proposed Springfield casino plans. In a few signs of the times, a considerable portion of the property is now being leased out to a cannabis dispensary;

• The Liberty Arts Building (125 Liberty St.). Built in the mid-’60s as part of comprehensive urban renewal in the North End (as was the Republican building), this property has certainly seen better days and now has a relatively high vacancy rate. It would be combined with another parcel to create the requisite space for a new courthouse.

• The Mardi Gras building (91 Taylor St.). The strip club has been closed for years, and the building that housed it has been mostly vacant. Housing has been proposed as a new use, but this would be an expensive retrofit.

• The existing courthouse site. It has long been considered a second development opportunity if and when a new courthouse is built elsewhere. It has some advantages as home to the new courthouse, but a temporary facility would have to be found while a new facility is being built, and that might prove problematic. The theater section of the former Eastfield Mall had been suggested for that role before it was torn down.

We can continue this exercise with the other properties on the list, including the former YMCA, the office building at 55 State St., and two mostly vacant office and medical buildings on Maple Street.

Unfortunately, the courthouse project will only solve one of these problems. It will be up to the city and the development community to solve the others.

Meanwhile, Springfield Mayor Domenic Sarno is calling for a courthouse project that will be ‘game-changing.’ We interpret that to mean something that will do more than solve one of the above-listed problems, a project that could help transform a part of the downtown.

It remains to be seen if any of the projects actually fit that description. So let the speculation begin. Actually, it began a long time ago, so … let it continue.

Food Security Programs Serve Vital Role

By Contributor
Opinion

Opinion

By Community Action Pioneer Valley

As Gov. Maura Healey called on the Trump administration late last month unfreeze SNAP benefits (an issue that remained unresolved at press time), Community Action Pioneer Valley’s Center for Self-Reliance food pantries in Greenfield and Shelburne Falls were preparing for an unprecedented surge in need while facing their own funding crisis.

More than 1.1 million Massachusetts residents — including thousands in Franklin & Hampshire Counties — were set to lose their SNAP benefits. Simultaneously, the Trump administration has been targeting Community Services Block Grant (CSBG) funding for elimination, threatening the very resources that allow the Center for Self-Reliance to operate.

The crisis highlighted the importance of regional food security programs. In the most recent program year, the Center for Self-Reliance provided free, nutritious food to 3,341 neighbors across Franklin County, distributing 184 tons of food — the equivalent of 25 meals per person. The food pantries served an average of 1,400 people per month, with 27% of those served being children.

Unlike some food pantry distributions, the Center for Self-Reliance operates as a client choice food pantry open four days a week, allowing shoppers to select their own groceries, produce, and frozen meat. Forty percent of all food distributed is fresh produce.

“Dignity starts at the front door,” said Cheo Ramos, program coordinator. “When people can shop for what they want and need, rather than receiving a pre-packed bag, it honors their autonomy and ensures food doesn’t go to waste.”

The CAPV food pantries serve a diverse community, with staff speaking Spanish, English, Portuguese, Russian, and Moldovan to better connect with participants. A team of 25 volunteers donated 2,972 hours of time last year, helping make the program possible.

The Center for Self-Reliance’s partnership with the Food Bank of Western Massachusetts and other suppliers allows it to stretch donated dollars remarkably far.

“For every dollar you give me, I can turn it into three,” Ramos explained. But this efficiency depends on CSBG funding, which covers essential operating costs, including staff, facilities, and the infrastructure that makes bulk purchasing and food distribution possible.

If SNAP benefits freeze and CSBG funding is eliminated, the Center for Self-Reliance will face an impossible situation: serving dramatically more people with dramatically fewer resources.

How can you help? The Center for Self-Reliance is calling on community members to donate funds at www.communityaction.us/giving, which can be stretched further than food donations; volunteer time at the Greenfield location to help with food distribution and/or making deliveries; spread awareness about the crisis facing food security programs; and contact elected officials to protect SNAP benefits and CSBG funding.

Celebrating the Women of Impact

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Opinion

Editorial

 

In 2019, BusinessWest created a new recognition program, one to recognize a large and significant constituency, and one whose accomplishments often went unrecognized.

We thought about calling it Women in Business, but then we decided this didn’t fit the bill, as we didn’t want to recognize only individuals’ accomplishments in the business world.

Rather, we wanted to celebrate women of achievement, women who stand out, women who go far beyond what’s in their job description, women who are making a difference. So a name came about naturally: Women of Impact.

The plan was to honor those who excel in their chosen field, or fields, as the case may be, but who are also giving back in the community, who inspire others around them, who serve as mentors to others and especially younger women, and who, as one of our honorees is fond of saying, ‘show up.’

We’ve done that, and this year’s class continues that tradition, as the stories that begin on page W4 clearly show. They are:

• Tara Brewster, vice president of Business Development and director of Philanthropy at Greenfield Savings Bank. Her passion for connecting the community and boosting nonprofits is reflected in both her career and her activities outside the bank as she asks, “what are we here for if not to make a difference?”

• Ayanna Crawford, president of AC Consulting and Media Services. Her work spans her consulting business, numerous nonprofit boards, serving the public as chief of staff to state Rep. Orlando Ramos, and a flourishing organization called Take the Mic, which gives both young people and adults the confidence they need to be public speakers.

• Tracy Friedenberg, executive director of Bacon Wilson, P.C. Early on, she decided that she wanted to serve in roles where she could help team members thrive and drive organizational success. She’s been described as “a visionary leader, compassionate mentor, and an extraordinary human being” who is actively involved in her community.

• Rania Kfuri, vice president of Philanthropy, Sales, and Marketing at Glenmeadow. Showing up has been her credo, and the continuation of a pattern set by several generations of her extended family. Showing up means excelling at work, giving back to the community, mentoring others, literally showing up at events, and convening others to help solve regional problems.

• Chelsea Kline, executive director of Cancer Connection. She understood the value of this “lean, scrappy” nonprofit when her mother accessed its services two decades ago, and today, she and her team successfully build community support for a wide array of programs that bring calm, courage, and even fun to people dealing with the harshest challenge of their lives.

• Angelina Ramirez, CEO of Stavros Center for Independent Living. For the past 35 years, she has been dedicated to this critical nonprofit that helps people with disabilities secure resources and equipment, stay in their homes, access education and job opportunities, and otherwise achieve the kind of live they desire to live.

• Amanda Sanderson, executive director of the Resilience Center of Franklin County. Inspired by her mother’s resiliency in overcoming physical and sexual abuse, she has dedicated her life to leading nonprofits, which she calls the ‘glue’ of our society, and constantly raising the bar when it comes to serving clients and acting as a convener and collaborator.

• Sarah Rose Stack, lecturer of Public Relations at UMass Amherst — just the latest chapter in a compelling story. Inspired by music teachers, she overcame poverty in childhood to excel in music and the arts, and they remain a big part of who she is. Another big part is being a mentor and the kind of teacher who can change a life, as her teachers changed hers.

We at BusinessWest congratulate the Women of Impact class of 2025 and are grateful for their powerful example and inspiring stories.

A Good Choice for the EDC

By
Opinion

Editorial

 

Aaron Vega, director of Planning & Economic Development in Holyoke, will assume the reins at the Western Massachusetts Economic Development Council (EDC) in January. And he takes the helm at a very intriguing time for the region.

Indeed, many of the traditional pillars of this region’s economy, especially healthcare and higher education, are struggling and shedding jobs rather than adding them. Manufacturing is more than holding its own, but still coping with workforce issues — specifically the retirement of Baby Boomers and difficulty with replacing them. Other sectors are shrinking as a wave of mergers and acquisitions continues unabated.

Meanwhile, emerging sectors are trying to … emerge. This list includes food science, quantum computing, and green energy, with several of the businesses at the forefront of these efforts located in Holyoke.

All of this — as well as the EDC’s broad mission itself — ties back nicely to something Dave Fontaine Jr., president of the construction firm Fontaine Brothers Inc., said of this region at the recent Developers Conference in downtown Springfield.

He said of the 413, and he’s not alone in these sentiments, “it’s a great place to live … if you can make a living.”

And that’s essentially where we’re at right now in this region — trying to enable those who might want to live here for all the reasons we know about, especially quality of life, to make a living.

And while that is not Vega’s official job description, it might as well be. The EDC is charged with leading and coordinating efforts to stimulate the region’s economy, including efforts that don’t fall in traditional categories of economic development, like workforce development, entrepreneurship, and even marketing.

We’ve followed Vega’s career for nearly 20 years now, since he was a freelance film editor, yoga studio owner, and Holyoke city councilor, a package that earned him a spot in BusinessWest’s 40 Under Forty class of 2010. He would later go on to serve four terms as a state representative before returning to Holyoke City Hall as director of Planning & Economic Development.

He brings to his new post connections in Boston and across the region, but also a track record for getting things done, especially with complicated projects and bringing companies to this region to get started — and, hopefully, put down deep roots.

We believe he is the right person to lead the EDC at this critical juncture and continue the work of the agency and its outgoing president, Rick Sullivan, to make this region not only a great place to live, but one where people can make a living.

Building Clarity, Connection in Autism

By Contributor
Opinion

Opinion

By Karen Serra

 

Autistic people and their families in Western Mass. have been reaching out to ServiceNet’s Autism Connections team in recent days, unsettled by new claims about what causes autism. Some are worried, some are angry, and many are simply exhausted.

Parents want to know how to sort through the noise and find real answers. Autistic adults want their voices respected in conversations that so often exclude them. Everyone deserves information they can trust.

Autism is a complex neurodevelopmental condition shaped by many factors — genetic, environmental, and still others that science has yet to fully map. Autism is not one story, one profile, or one path. It is many stories, as autistic people have a wide range of strengths and challenges. And the support we offer must reflect this diversity.

While causes remain under study, evidence is strong about what helps. Early support — speech therapy, occupational therapy, and behavioral strategies — can expand opportunities for children. Inclusive classrooms give autistic students the chance to learn and grow alongside their peers. Social groups give autistic people of all ages opportunities to come together in supportive spaces where they can be themselves, gain confidence, and build friendships.

Autism Connections has long partnered with autistic individuals and their families to navigate this landscape. Our workshops translate complicated research into practical strategies. One-on-one consultations give families clarity about services and next steps. And our annual conference lifts up the voices of autistic people alongside researchers and professionals, so the community hears directly from those with lived experience.

Autistic individuals and their families deserve better than alarm and confusion. ServiceNet and its programs, including Autism Connections, will continue to be a steady source of reliable information, grounded in science and respect. We will continue to provide spaces where autistic people can lead, connect, and thrive. And we will continue to listen — because autistic experiences and perspectives are essential to this conversation.

Autism is not a passing headline. It is part of the fabric of our community. With the right support and with autistic voices at the center, people on the spectrum live full and meaningful lives. That is where our attention belongs, and that is the commitment Autism Connections and ServiceNet will keep.

 

Karen Serra is vice president of Family Services at ServiceNet, which includes Autism Connections.

We Should Be Using AI in HR

By Contributor
Opinion

Opinion

By Pam Thornton

 

Time is the most valuable currency in human resources, and it’s slipping away. Too many HR professionals are still hesitant to adopt artificial intelligence (AI), even as it quietly transforms industries all around us. The clock is ticking, and HR leaders who delay are risking falling behind.

AI is not a futuristic concept; it’s already embedded in daily tools you may be using. Microsoft, LinkedIn, Zoom, and Google all have AI-powered features that analyze, summarize, and automate routine work. According to a 2024 SHRM survey, 26% of organizations use AI to support HR-related activities.

What’s at stake? According to a Deloitte-based analysis, HR professionals spend up to 57% of their work time on administrative tasks, which is equivalent to more than 22 hours per week in a standard 40-hour work week. Imagine what could be achieved if those hours were reinvested into strategy, culture, and leadership development.

Here are some of the benefits of AI for HR:

• Time savings. AI-driven recruiting tools can reduce screening time by up to 75% while improving candidate fit.

• Better insights. Predictive analytics allow HR teams to anticipate turnover risks, identify skill gaps, and strengthen workforce planning.

• Improved compliance. AI-powered auditing tools can scan policies and employee records for inconsistencies and legal risks in minutes.

• Enhanced employee experience. Chatbots and virtual assistants now answer common HR and benefits questions 24/7, freeing human resources staff to handle complex employee relations conversations and high-value issues in the organization.

• Upskilling opportunities. AI helps identify internal talent ready for reskilling, closing skills gaps and reducing external hiring costs.

For HR professionals, the ‘wait and see’ approach is costly. Competitors who adopt AI now are gaining efficiency, reducing costs, and positioning HR as a true strategic driver. According to a study from Gartner, the share of HR leaders who are actively planning or already deploying GenAI has jumped from 19% in June 2023 to 61% in January 2025. This sharp rise highlights growing recognition of GenAI’s power to reshape HR processes.

We can’t just ‘lean on’ and set it and forget it when using AI. When we ‘lean in’ and provide input and human oversight to synthesize the information and use our critical thinking skills to leverage AI as a tool, we gain the strategic advantage. Humans will always remain at the heart of HR.

The message is clear: HR’s future isn’t AI versus human, it’s AI plus human. Those who embrace the tools today will lead the transformation tomorrow. So, the real question is: how much longer can you afford to wait?

 

Pam Thornton is director of Strategic HR Services for the Employers Assoc. of the NorthEast. This article first appeared on the EANE blog; eane.org

This Could Be the Start of Something

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Opinion

Editorial

 

Back in 2009, the first year BusinessWest staged its Difference Makers recognition program, the group of honorees included a relatively new nonprofit devoted to inspiring entrepreneurship and giving startups and early-stage companies a leg up as they sought to develop concepts and bring them to the market.

It was called Valley Venture Mentors, and its mission was relatively simple … give entrepreneurs and aspiring entrepreneurs exposure to mentors within the business community and provide programming to accelerate startup initiatives and get them off the ground. And the need was real, because new businesses weren’t coming to the region in large numbers, existing businesses were being merged into other entities at an increasingly alarming rate, and, because of these forces, new sources of jobs would be needed for the decades to come.

VVM, as it was called, was still in its infancy then, but it was already generating momentum and some positive results, enough to earn it the designation Difference Maker.

A dozen or so years later, VVM all but vanished from the landscape. We’re not sure what happened, but it was probably a combination of the pandemic, which robbed it of momentum and the ability to stage in-person meetings, changes in leadership, and other factors that led to dormancy — and a sizable hole in the region’s entrepreneurship ecosystem.

Recognizing the importance of filling this hole, a group led by Paul Silva, one of the early leaders of VVM and an entrepreneur himself who has created several ventures aimed at fostering startups, has launched Innovate413, or what they have nicknamed VVM 2.0 (see related story, page 4).

Silva joked that he was ‘getting the band back together,’ a reference to some of the mentors involved with the original VVM who will be participating with this version as well. But Innovate413 will go a step or two further.

Indeed, fueled by $250,000 in seed money from the Irene E. and George A. Davis Foundation and the MassMutual Foundation, the new nonprofit will seek to link entrepreneurs with mentors, but also catalysts in the form of access to potential customers (employers with problems that need solving) and access to the latest artificial intelligence and product-development technology from groups such as the Center for Data Science and Artificial Intelligence (CDS) at the Manning College of Information and Computer Sciences at UMass Amherst.

The broad goal, said Silva, is to provide teach-based startups with what he called “an unfair advantage,” meaning direct access to businesses looking for solutions. This will enable entrepreneurs to problem-solve and develop technology for which there is a recognized need, rather than developing a product or service and hope that a market for it will develop.

It sounds good on paper. Whether Innovate413 will succeed with this mission remains to be seen, but we are encouraged that the band is coming back together and that there is a concerted effort to fill this hole in the entrepreneurship ecosystem.

That’s because the need that was apparent back in 2009, is still painfully evident. The region is not attracting large employers, the pace of mergers and acquisitions is only accelerating, and, while there is a strong wave of entrepreneurship sweeping the region, there remains a need for new tech-based companies that will stay in the 413 and potentially become large sources of jobs.

We hope VVM 2.0 can generate some momentum on this front and become a Difference Maker in its own right.

High Impact, Weather or Not

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Opinion

Editorial

Rain, rain, go away.

That’s Gene Cassidy’s wish every year when it comes to the 17 days of the Big E, the agricultural fair that will celebrate its 110th year when it kicks off next week.

That’s because the weather is typically the most impactful factor in how successful the fair proves to be. After a rainy 2023 dampened attendance (and profits), a largely clear-skied 2024 saw the Big E set records for attendance (1,633,937) and net income (more than $6 million).

As Cassidy, president and CEO of Eastern States Exposition, told BusinessWest in the story on page 10, all of that $6 million will be put back into the facility, which is grappling with some $250 million in deferred maintenance on grounds dominated by buildings more 100 years old.

So, clearly, the success of the Big E is critical to the Eastern States Exposition (ESE), as is the site’s robust, year-round slate of activities, from animal, mineral, and home shows to the annual Hooplandia 3-on-3 basketball tournament.

And that success — and impact — ripples out much further than the grounds on Memorial Avenue. In fact, ESE attracts about 3 million people to West Springfield annually, across a bustling calendar of more than 120 year-round events — slightly more than half that crowd count coming from the Big E itself.

And, according to a study conducted by Regional Economic Models Inc. (REMI) of Amherst, ESE’s economic impact on Hampden County in 2024 was $235 million in gross regional product (GRP), and its larger footprint across New England and New York equaled a record-breaking $1.167 billion.

“The impact of Eastern States Exposition is not limited to the Springfield area, agriculture in Massachusetts, or even agriculture in New England; we have touched 26 states and multiple Canadian provinces,” Cassidy said when the report was released earlier this summer. “This makes us arguably the most impactful agricultural fair in North America.”

The study revealed that the ESE created 8,085 jobs across New England and New York in 2024; 60.8% of all jobs created went to individuals without a college degree, 5,646 jobs were filled by individuals in the bottom 20% of income earners, and 1,310 jobs created across the region supported Hispanic employment. Employment growth was observed across all races, income levels, and education groups.

Meanwhile, since 1995, when the Big E first expanded from 12 to 17 days, ESE has donated 1% of its annual gross revenue to the town of West Springfield each year to build and bolster the Eastern States Exposition-West Springfield Trust. In 2024, 26 groups benefited from the trust, including sports teams, food rescues, and cultural centers. ESE’s overall contributions, including a sizable donation of $370,970 made on June 12 of this year, now total $5,425,220.

At a time of economic uncertainty, that overall impact of the ESE — again, much of it driven by that 17-day fair window in September — is critical to this region, and something to be celebrated.

Plus, the Big E is simply a lot of fun — rain or shine.

Supporting Adolescent Mental Health

By Contributor
Opinion

Opinion

By Dr. Nicole Brady

As summer winds down and the school year approaches, many parents watch their teens prepare for major life transitions. Some are getting ready for college, while others are starting jobs, taking gap years, or navigating the uncertainty that often follows high school graduation.

No matter what path your child is on, one thing remains true: this stage of life is full of physical and emotional shifts, and mental health should be part of the conversation.

The late teens and early 20s are a time of major neurological and emotional development. According to the National Alliance of Mental Illness, 75% of all lifetime mental illnesses begin before age 24. This may make early adulthood a critical window for both challenges and opportunities for support.

Mental health concerns among young people may be more common than many realize. Recent data from UnitedHealthcare’s College Student and Graduate Behavioral Health Report shows 60% of college students self-report experiencing mental or behavioral health challenges, including anxiety, depression, eating disorders, and suicidal ideation or intent.

The report also found that, while 20% of college students said their mental health had declined since high school, only about 10% of parents reported noticing the same. This disconnect underscores the importance of communication and awareness, as many parents may be unaware of the full extent of their child’s mental health challenges and how they may evolve over time.

It’s normal for young adults to seek independence, but that may not mean they stop needing support. Research shows that supportive parenting, characterized by warmth, open communication, and clear boundaries, is a vital protective factor against mental health problems in adolescents and young adults.

Moreover, data from UnitedHealthcare found that both college students and college graduates who engaged in more frequent conversations with their parents about their mental health reported higher rates of positive outcomes, including feelings of support, feeling heard and understood, and strengthening their relationship with their parents.

While your day-to-day role in your child’s life may have shifted over time, your guidance is still essential. You can still be a steady, comforting presence and a reminder that they don’t have to navigate adulthood alone. Here are three ways to help stay supportive through the back-to-school transition:

• Initiate the mental health conversation. Start casual, open-ended conversations about how your young adult is feeling, not just what they’re doing. The goal isn’t always to problem-solve, but to signal that emotional check-ins are important and OK. If you’re not sure where to start, try asking questions like: “what’s been on your mind lately?” “What’s something you’re excited, or nervous, about right now?” “How are you doing, really?”

• Normalize seeking help from a professional. Whether your student is struggling now or not, introduce the idea that support may always be available and valid. Talk about options like campus counseling centers, teletherapy platforms, or local providers. If your child is on a family insurance plan or a student plan, share information on how they can learn about their benefits, find a provider, and seek help. Framing mental health care as a routine, not a last resort, may help reduce stigma and build openness if they need it later.

• Keep showing up for your child. Young adulthood, especially college life, can feel overwhelming. Your persistent presence — through texts, short calls, or moments when you’re together — may offer a powerful reminder that they are not alone. If you notice changes in mood, behavior, sleep, or social habits, don’t hesitate to gently check in.

Whether your child is headed to a dorm, starting a new job, or exploring what comes next, the transition beyond high school is a significant one. As a parent or caregiver, you’re in a unique position to help. By keeping mental health on the radar and offering consistent, compassionate support, you can help them move forward with confidence and care.

 

Dr. Nicole Brady is chief medical officer at UnitedHealthcare Student Resources.

Coping with Tariffs

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Opinion

Editorial

 

Maroun Hannoush doesn’t seem fazed by what some are describing as ‘trade wars’ and a rapidly changing scene when it comes to tariffs imposed on products from around the world.

Indeed, while Hannoush, CEO of the family-owned chain of jewelry stores and manufacturing facilities, acknowledged the 39% tariff rate imposed on products from Switzerland, including a wide array of watches sold in his stores, and some uncertainly about will happen with the price tags on those and other items, he was generally upbeat when he talked with BusinessWest.

He spoke of manufacturing moving to other countries, and especially this one, and, more generally, about how his industry (and others) will respond to this latest challenge with creative efforts to continue thriving, while also minimizing the impact on their customers.

“It’s exciting to see — there’s great potential for new jobs and new opportunities,” he said of already announced plans to move some manufacturing to this country, and the promise of more. “The United States has a great deal of untapped resources when it comes to making products like jewelry here.”

While most others are not as openly optimistic and upbeat, the general tone we’re sensing is that, yes, the tariffs are just another challenge to be overcome, and they are confident that they can make the needed adjustments, whether it’s steering wine lovers toward domestic labels or finding ways to absorb or offset some of the price increases.

As we talked with several other local business owners about tariffs, most said the full impact of these measures are still matters for the future tense.

Whether it’s Swiss watches, German beers, French wines, Japanese cars, or even some construction materials, there is mostly plenty of stock in warehouses that arrived well before the tariff rates were set in stone — if they’ve actually been set in stone — for the next several months.

Meanwhile, other factors, from attractive incentives on the sale and lease of new cars to falling prices on some construction materials amid a mild slowdown, are keeping the full effects from tariffs from being felt.

The question is, for how long? Actually, that’s just one of the questions being asked — questions for which there are no real answers at this point.

But amid these questions, there is a certain amount of confidence that many of these tariff issues can be minimized through the same creativity and diligence that has seen this business community endure through a Great Recession, a pandemic, an ongoing workforce crisis, and much more.

Maybe Hannoush is right. Perhaps these tariffs will generate more manufacturing in this country, equating to more jobs and more game-changing investments in communities across the country. Maybe the negotiations will continue, tariffs will fall, and important concessions will be gained as a result.

Maybe.

In the meantime, area businesses are responding as they always do — with imagination and determination.

Setting Workplace Expectations

By Contributor
Opinion

Opinion

By Allison Ebner

Let’s be honest — every generation entering the workforce faces a little heat, and today, Gen Z is in the spotlight.

Born between 1997 and 2012, this group is full of innovation, energy, and digital smarts. But employers are noticing something else: a lack of familiarity with basic workplace etiquette. Things like missing deadlines without notice, texting during meetings, or using overly casual tone in professional emails are showing up more frequently.

But here’s the catch: it’s not just Gen Z. The pandemic blurred the lines of professionalism for everyone. From remote veterans hopping on Zoom late to leaders shooting off short emails w ith no context, we’ve all let a few workplace habits slide.

Why does this matter? Etiquette isn’t just about manners — it’s about respect, clarity, and trust. These are cornerstones of great teams, no matter your role or age. It’s clear that, as employers and HR professionals, we need to hit the reset button on workplace etiquette expectations. Here are a few suggestions on how to get this started:

• Normalize etiquette refreshers. Take five minutes in a team meeting to review expectations — like when to respond to emails or how to participate in hybrid meetings. You really do have to state the obvious’and be very specific about expectations.

• Encourage mentorship (in both directions). Pair experienced employees with new hires and invite Gen Z to share insights on communication styles and digital tools. Create work teams across generational boundaries so they can share and learn from one another.

• Make sure your leaders are modeling good behavior. Nothing is less motivating than being told to behave one way and your boss does the exact opposite. You will never make progress if your people leaders aren’t demonstrating the behaviors you want from the team.

• Define your non-negotiables and discuss them often. Every organization has them — absolute rules that cannot be broken in the workplace. One example of this is fighting or loud arguments between co-workers in our workspace. Another might be no texting during team meetings. Be clear and communicate these frequently to your entire staff.

• Incorporate etiquette standards into your performance management process and your one-on-one meetings. To demonstrate how serious you are about professional standards, tie it to compensation. Creating consequences for failing to meet these expectations will help you hold people accountable to their behavior. You can also reward great behavior as it happens by incorporating a spot bonus program using gift cards or time off.

• Create a safe space for questions. Make it easy for anyone to ask, ‘what’s the norm here?’ without fear of sounding inexperienced.

The bottom line? Workplace etiquette isn’t about being perfect — it’s about being intentional. In today’s diverse, fast-moving work environment, getting back to basics is a win for everyone. Whether you’re just starting out or leading the team, it’s always the right time to sharpen your soft skills and create a culture of trust and inclusion.

 

Allison Ebner is president of the Employers Assoc. of the NorthEast. This article first appeared on the EANE blog; eane.org

A Triumph for Holyoke

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Opinion

Editorial

 

There have been a lot of good stories to come out of Holyoke in recent years, including a wave of entrepreneurship, an emerging clean-tech sector, a cannabis sector that isn’t what it once was but is still prominent, and a more vibrant downtown.

But there was always a cloud hanging over the city in the form of an school system in receivership, a radical step taken by the state when a system is chronically underperforming, local leadership is ineffective, and there is essentially no hope and few alternatives.

This is where the Holyoke schools were a decade ago, with one of the state’s lowest graduation rates, highest drop-out rates, poor MCAS scores, and leadership that seemed unwilling or unable (actually, a mix of both) to do anything about it.

Receivership, as we noted, is a dramatic step. Only three systems across the state have been put into receivership — Lawrence, Holyoke, and Southbridge. And until July 1, no community had emerged from receivership, until Holyoke managed to achieve that feat.

It did so by achieving progress on many on those aforementioned fronts, including graduation rates that have soared from 52% to 77% — not where anyone wants them, but much better than they were.

But mostly, this was accomplished through a commitment to regaining local control — Mayor Joshua Garcia is firm in his belief that receivership should be temporary and that a community should run its own schools, and he’s right about that — and also through partnering with the state, and, most importantly, showing the kind of leadership that was, quite frankly, missing a decade ago in the years leading up to receivership.

Garcia and Anthony Soto — the interim school superintendent and, now, former receiver — like to say there was no blueprint for coming out of receivership, and that they believe they have created one. Its fine points includes everything from continued strong involvement from the city’s school board (even though it had no real power with a receiver in place); investments in schools, such as the new Peck Middle School; hard but necessary decisions, such as rezoning and restructuring away from the K-8 model; and programs designed to keep students engaged and motivated not to drop out.

And, don’t forget, all this happened with the pandemic serving to stifle momentum, isolate students, and add to an already deep list of societal problems that include poverty, homelessness, and more.

Make no mistake, these problems still exist. They make it difficult for students to focus on learning, and equally difficult to attract and retain the talent needed in the classrooms and administrative offices to provide a quality education. And there is much work still to be done to improve MCAS scores and further improve those graduation rates.

But Holyoke has taken a huge step forward, one that bodes well for the community and its business community. The challenge now is to maintain the current momentum — but the black cloud is gone.

Think Large for Economic Development

By Contributor
Opinion

Opinion

By Peter Abair and Jeff Daley

Massachusetts needs large acreage sites for employment-generating opportunities. This growing need presents an opportunity for Western Mass.

Released earlier this year, “Large Site Demand and Capacity in Massachusetts,” a report published by MassEcon, yielded several significant findings. While several highly desirable industry sectors, such as clean energy, data and AI, and advanced manufacturing, are driving demand for large acreage availabilities around the nation, Massachusetts has a limited number of 100-plus-acre sites available. Many of the large sites in the marketplace here lack sufficient energy, water, and sewer infrastructure. This lack of viable large acreage sites places Massachusetts at a competitive disadvantage in landing significant business prospects.

In a survey of real estate professionals in Massachusetts featured in the report, 80% indicated awareness of large facility requirements that failed to find suitable sites in the Commonwealth. Despite validated demand for such spaces in Massachusetts, the issue of lack of development acreage is under-considered by most municipal and regional planners. This is also troubling, as assembling land and delivering required infrastructure for large acreage sites requires rigorous planning at all levels of government, as well as consensus among host community members for such development.

In total, the report identifies just 12 large sites available in Massachusetts. Of these, the two in Western Mass. are smaller in size, at 70 and 40 acres each. The report identifies two potentially developable sites in the Pioneer Valley, also less than 100 acres in size. Neither site is currently in the commercial real estate marketplace.

So, what is the opportunity for Western Mass.?

• The region is well-located between two major economic powerhouses, Greater Boston and Metropolitan New York.

• It has robust infrastructure, served by two major interstates and rail, and includes several municipal power providers.

• It possesses strong research and educational institutions.

• It has a considerable workforce.

• Its quality of life and relative affordability are notable.

• It also has land.

The MassEcon report identified contiguous land parcels around the state that, theoretically, could be assembled for commercial development, amounting to 1,700 acres. Half of this acreage is found in Western Mass.

If such sites are prepared, will opportunities come to the region? We say the answer is an emphatic yes.

In a global economy in which industries are constantly evolving, often in new directions, at a rapid pace, Massachusetts is involved in a global site location competition. With all the state’s competitive advantages, it is a target for significant investments by employers. To win the competition for the best projects, it will need to have large acreage sites prepared and ready for these opportunities. This requires considerable planning and investment.

While Western Mass. has not always shared in the growth of the state’s most robust industries, there is no reason it can’t become a leader in assembling large sites for new economic development opportunities. For emerging large site requirements, developable acreage and ample infrastructure are the most important facility location determinants.

Massachusetts has a strong history of success in planning economic development in significant spaces. Kendall Square in Cambridge was once a tired landscape of former soap factories. It now reigns supreme in life sciences with more than12 million square feet of lab space. At the time of its base reduction/closure, Devens seemed an isolated site with little economic upside. Today, it stands as one of the greatest military base conversions ever, with more than 6,000 now employed across a spectrum of cutting-edge industries.

The Pioneer Valley is well-suited to host significant-sized new employers. The opportunities are at the region’s doorstep. They need only the space to grow.

 

Peter Abair is executive director of MassEcon, and Jeff Daley is president and CEO of Westmass Area Development Corp.