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Community Spotlight

Community Spotlight

Charlie Blanchard says Palmer continues to make progress

Charlie Blanchard says Palmer continues to make progress in its commerce centers and with green-energy projects.

Palmer’s leaders see the town as a destination — and hope the myriad players investigating east-west passenger rail service in Massachusetts view it the same way.

That’s why the Palmer Town Council recently established a citizens’ advisory committee and contracted with the UMass Center for Economic Development to study — and prepare a report on — the merits of an east-west passenger rail stop in Palmer, to be submitted to the state advisory committee currently looking into the feasibility of expanded east-west passenger service.

Those efforts included a recent meeting with community members to brainstorm about the pros and cons of the entire concept of east-west rail and Palmer’s place on any proposed line.

“Originally, the discussion was to have a relatively high-speed east-west route between, say, Boston and Springfield, or Boston, Worcester, Springfield,” said Charlie Blanchard, Palmer’s town manager. “If you add a stop in Palmer, what does it do to the timing? In fact, the timing doesn’t change that much. But the big benefit would be more ridership coming in or getting off the train, which would be a big deal.”

In a recent letter to state Sen. Anne Gobi, who attended the community meeting, Blanchard pointed out that Palmer is roughly central to Springfield and Worcester, and also at the center of a market that extends north to Amherst — and to institutions like UMass Amherst and Amherst College — and south to Storrs and the University of Connecticut. In short, it’s a point of connection in many directions that would benefit from expanded rail service.

Palmer at a glance

Year Incorporated: 1775
Population: 13,050 (2015)
Area: 32 square miles
County: Hampden
Tax Rate, residential and commercial: Palmer, $22.14; Three Rivers, $22.90; Bondsville, $22.97; Thorndike, $23.78
Median Household Income: $41,443
Median Family Income: $49,358
Type of government: Town Manager; Town Council
Largest Employers: Baystate Wing Hospital; Sanderson MacLeod Inc., Camp Ramah of New England; Big Y
* Latest information available

Furthermore, the absence of a stop in what’s nicknamed the Town of Seven Railroads would mean commuters from the Quaboag region who want to travel by train to Boston would have to drive roughly 40 minutes per day to use Springfield’s Union Station or slightly more to access Worcester. Participants at the meeting believed Palmer-area residents would be loath to do either, limiting total ridership at a time when the state would be clamoring to maximize it.

In addition, “a train stop in Palmer would be a major stimulus in helping to provide quality housing for commuters at an affordable price. With the ability to commute by train, this would open up a very affordable housing market,” Blanchard wrote in his letter, adding that a stop would also stimulate the economy of a set of communities that have yet to capture the growth found to the east, while boosting Palmer’s own downtown revitalization and encouraging hospitality companies to build more lodging there.

In short, it would inject energy into a town that, while it has plenty to tout in recent years, could always use more.

Projects and Progress

Baystate Wing Hospital’s $17.2 million project to expand its Emergency Department was perhaps the town’s biggest development last year. Aimed at better supporting the current annual patient volume of 24,000 visits, the 17,800-square-foot space includes separate ambulance and public entryways and features 20 patient rooms, including trauma, behavioral health, and other dedicated specialty-care areas.

“That opened in September, and was quite a big expansion,” Blanchard said.

Meanwhile, Palmer joined the ranks of the many Western Mass. communities to welcome the burgeoning cannabis industry in Massachusetts (see story, page 6), approving its first medical-marijuana facility on Chamber Road, including a 25,000-square-foot greenhouse and 3,200 square feet of retail space. Altitude Organic Corp. will move its headquarters from Colorado to a property on Thorndike Street in Palmer as part of the development, and expects to have plants growing in an indoor facility by October.

“It really is interesting to see the public acceptance of this new type of business,” Blanchard added, noting that the town’s laws allow for three retail cannabis locations in its commercial business district. “We’re looking forward to having them and seeing how successful they can be.”

In the Three Rivers section of town, progress continues at 2032 Main St., where the South Middlesex Opportunity Council is renovating the top floor to apartments and the bottom to retail — a mixed-use plan expected to infuse new residents into the neighborhood while attracting more shoppers.

“They ran into some structural issues — it was a bigger project than they thought — but activity continues,” Blanchard said. “It was completely gutted, and they had to do some reinforcing, but now it’s back on track.”

Property and business owners in Three Rivers have been engaging in a grass-roots revitalization effort for years, which includes changing the perception of the area and filling vacant storefronts. At the same time, the consortium known as On the Right TRACK (Three Rivers Arts Community Knowledge) has been working for some time to build a cultural and creative economy in the village.

On the culinary front in town, Stables Restaurant of Hadley recently opened a new restaurant at Burgundy Brook, on Route 181 on the north side of town. “When you go by there, you see a lot of cars and a lot of activity,” Blanchard noted.

Finally, the new rail spur installed at Sherwood Lumber Yard, in the town’s industrial park — a project that has been in the works since 2013, and funded through an Industrial Rail Access Program grant — allows the business to bring in materials by train, spurring significant expansion of the operation and helping the entire industrial park by unloading without clogging up other traffic.

“Now that the rail spur is completed, there’s more activity up there,” Blanchard said. “It also helped increase the rail capacity for the rest of the businesses there.”

Powering an Economy

Palmer also continues to embrace green-energy projects. In addition to 10 large-scale solar projects — producing 29.3 megawatts of electricity every year — and the installationin early 2018 of car-charging stations at Town Hall and the public library, the town has been working with Thorndike Energy and the Microgrid Institute to explore the benefits of a microgrid system that would access the hydropower and solar power generated at Thorndike Mills for emergency power.

“Thorndike Energy has hyropower over there, and generates electricity through hydropower,” Blanchard said. “They’re going to be adding some solar to it as well. You take those two renewable sources of electricity, and you add battery or other types of standby storage, so that you can store some of this power generated through a renewable source, and have it available in the event of an emergency.”

Project objectives include improved resiliency of electrical services for critical community facilities, expanded storage capacity to better integrate local renewable energy, and supporting National Grid goals in terms of modernization, storage, and renewables. Then, of course, there’s the benefit of job growth and retention.

“Obviously, anything located at Thorndike Mills would benefit from it,” Blanchard said. “The benefit to overall economic growth would be to attract new businesses to Thorndike Mills, which right now is pretty underutilized. It would enhance their marketability to show they have this renewable stored energy there.”

It’s just one way in which Palmer is generating energy from an economic-development standpoint, and raising its profile as a destination and a connecting point to the rest of Central Mass. — a role it will continue to embrace regardless of the eventual fate of any east-west rail line.

Joseph Bednar can be reached at [email protected]

Community Spotlight

Community Spotlight

Jennifer Tabakin

Jennifer Tabakin says initiatives like high-speed broadband, environmental sustainability, and the arts all contribute to quality of life and help attract young people to town.

Jennifer Tabakin is a believer in using public investment to spur private investment. After six years as Great Barrington’s town manager — she’s stepping down in June — she has seen plenty of evidence to back up that philosophy.

“We’ve talked a lot about the investments we’ve made in Bridge Street, which is one of our side streets off Main Street,” she told BusinessWest. “Over the years, the public money put into it has been significant, and we’ve been able to see private development come along in response to it.”

Projects like Powerhouse Square, a mixed-use development on Bridge Street. “It’s literally steps from Main Street — exactly where new development should be,” said Town Planner Chris Rembold.

On the ground floor is Berkshire Co-op Market, a grocery store that’s moving from a different location and doubling its size. The development also includes space for smaller retail outlets and 20 new residential apartments on the second and third levels. In fact, that’s just a sample of a recent housing boom in town; in the past year alone, 228 new housing units were either built or permitted.

“We’ve been able to get far more downtown than I ever expected, ranging from affordable units to downtown condos. That meets the needs people have for a more walkable lifestyle” — one where residences are in close proximity to shopping, restaurants, and cultural amenities, Tabakin said.

One example of the latter is Saint James Place, which opened in 2017 as a home to small and mid-sized Berkshire County arts groups in need of performance, rehearsal, and office space. Created out of the historic St. James Episcopal Church on Main Street, several of its office spaces for lease have been filled by arts-related groups such the Berkshire Playwrights Lab, Flying Cloud, and the Berkshire Opera.

“It’s kind of a hub of supporting businesses and people. Not only are there traditional performing arts, but a dance studio, literary arts, and visual arts — and new media like computer design and software design.”

Saint James Place is now a thriving cultural venue, and we’re thrilled to have them here,” Tabakin said.

In October, in recognition of its vibrant arts life, the downtown was designated one of the state’s cultural districts by the Massachusetts Cultural Council.

“It’s a geographic area with not only plenty of cultural venues and things to do — like the Mahaiwe Performing Arts Center and Saint James Place as performing-arts venues — but it’s kind of a hub of supporting businesses and people,” Rembold said. “Not only are there traditional performing arts, but a dance studio, literary arts, and visual arts — and new media like computer design and software design.”

The cultural-district designation, he added, is a recognition of the vitality of the arts and culture in downtown Great Barrington, but it also serves a practical purpose. Cultural districts can access a stream of services including tax credits, economic incentives, planning assistance, grants, historic-preservation help, signs, and tourism promotion. Among the town’s plans is a shared cultural events calendar, which will help the various venues better coordinate their booking schedules, making it easier for visitors to know what’s happening when they spend a weekend or more here.

“It’s kind of an organizational effort, a marketing effort for the downtown,” Rembold said, adding that there’s much to market: the Mahaiwe and Saint James Place alone offer some 200 nights of entertainment a year. “And if something’s not going on there, you can go see a movie or a poetry reading or a Friday night film at the library. If you’re bored in Great Barrington, that’s your own fault.”

Getting with the Times

Another recent boon for downtown is the installation of fiber service. “It’s a strategy to make sure our downtown has the highest-speed broadband and can be competitive with our neighbors in the area, so people can locate here and take advantage of that higher speed,” Tabakin said.

“We have a private company covering all the development cost and infrastructure cost to bring fiber to downtown, and we’ll eventually start moving out to the rest of the community,” said Ed Abrahams, vice chair of the Select Board.

Great Barrington at a Glance

Year Incorporated: 1761
Population: 7,104
Area: 45.8 square miles
County: Berkshire
Residential Tax Rate: $14.98
Commercial Tax Rate: $14.98
Median Household Income: $95,490
Median Family Income: $103,135
Type of Government: Open Town Meeting
Largest Employers: Fairview Hospital; Kutscher’s Sports Academy; Prairie Whale
* Latest information available

Meanwhile, the town continues to make environmental sustainability common practice, moving all municipal, school, and community buildings to green energy sources and reducing use of single-use plastic products.

“For the past four years, we’ve supported eight large solar projects with a combined value of $16 million,” Tabakin added, while many town residents have gone solar as well.

All these factors — culture, high-speed broadband, sustainability — aim to position Great Barrington as a thoroughly modern community, even as it retains much of its quintessential old New England character, thus attracting more young families. Like other towns in rural Berkshire and Franklin counties, Great Barrington has seen the average age of its residents rise in recent years; the community has always been a popular spot for retirees, and there are a number of New Yorkers with summer homes in town.

But by bolstering ingredients like attractive (and affordable) housing, a vibrant downtown, a burgeoning cultural community, and outdoor activities (Ski Butternut is a prominent attraction), Great Barrington’s leaders are looking clearly at the future, which means attracting young people and especially young families.

Of course, those families will need to find find jobs here, and Great Barrington boasts strengths in a number of sectors, including education (Simons Rock of Bard College is located in town), healthcare (Fairview Hospital), technology (perhaps a dozen IT companies call the town home), the arts and tourism, the nonprofit community, and restaurants (the town is home to around 80 of them).

“We have challenges like other places, and we have to deal with the limited resources of a small town, but we have a very committed group here, and I have no doubt that will continue.”

“The challenge for the Select Board, and all of us, for that matter, is to maintain the vibrancy we have and support for our local retailers and existing businesses, and also be open to new businesses — to keep that appropriate balance and make sure we have diversity in the local economy,” Tabakin said. “That’s something we speak about a lot.”

One area of the economy that’s growing — literally — is the cannabis sector, which is something BusinessWest has mentioned in almost every Community Spotlight over the past six months. Great Barrington is no exception, with Theory Wellness opening the first retail marijuana store in Berkshire County in January, with others to follow. In the first month, the shop netted $2 million in sales and $90,000 in taxes paid to the town.

“They opened to long lines, which should level off as they get more competition,” said Abrahams, who quickly added that any cannabis business in Great Barrington should do well, due to the town’s proximity to Connecticut and New York, states where the drug is not legal. “This is new for all of us, but so far, there have been logistically few problems, and police report no increase in people driving under the influence.”

Continuing Commitment

As Tabakin looks back on her six years in office, she’s especially gratified at a Town Hall full of energetic and committed people, and a lot of new faces — during her tenure, 26 people were either promoted or started a career there.

“Several years ago, we were warned we had a number of people approaching retirement age,” Abrahams added, “and it’s been a really smooth transition replacing them with newer people.”

Having a well-run town, Tabakin said, speaks to a commitment to quality of life, one that’s evident in Great Barrington’s vibrant retail district, cultural attractions, quality schools, and more, she said.

“Many times, government gets a bad rap, but I don’t feel that’s the case in Great Barrington,” she told BusinessWest. “We have challenges like other places, and we have to deal with the limited resources of a small town, but we have a very committed group here, and I have no doubt that will continue.”

Joseph Bednar can be reached at [email protected]

Features

Using Brand Journalism

By John Garvey

Do you want to know what strikes fear in every marketing manager? It’s when someone from C-level walks in their office and asks, “hey, can you get this into the newspaper? Better yet, call the TV stations and have them come by for an interview.”

Sure, if you have a crisis (e.g., your CEO is being led out of the building in handcuffs or one of your employees stole money from a customer), you will have the media at your door. But this column is not going to be dedicated to crisis management. Instead, let’s focus on when you have good news. How do you get the good word out when the mainstream media these days is pretty much focused on dumpster fires?

Let’s look at the problem first. You are part of it. You and a lot of other people are not buying the newspaper anymore. Don’t even get me started on how much time you’re spending on Facebook rather than watching your local news. Here’s a shocker: media is a business, and because they have shed an incredible numbers of eyeballs, not to mention subscribers, a lot of them are having a tough time making a go at it. The first thing that gets cut under this immense pressure is reporters. The second thing is your good news story.

Where do you go with your good news story? Take heart; the answer is right in front of you. Here is a hint: the first word in PR is ‘public.’ Second word is ‘relations,’ of course. That’s it. Nobody put the word ‘media’ in there. Back in the day, media was the way you connected with the public. But, being back in the day, you had access to probably two papers (a morning paper and an evening paper) and three television stations. That black-and-white existence was a long time ago, so it is time to throw out most of the promotional tools we used back then as well.

“What is good brand journalism? You need to tell a story about something you are proud of and why, and do it without using the words ‘proud,’ ‘proudly,’ or ‘check it out.’”

The good news? Connecting with the public, your public, has never been easier. That is where brand journalism comes in.

Brand journalism, in today’s digital world, is very powerful. However, with great power comes great responsibility. Your good news has to be relevant to your audience. That relevance is not judged by you, it is judged by your target audience. If you were the king or queen of relevance, then you could post all day about how proud you are to support this or that. You would use #proud and probably an image of you giving some organization a big check. Or, you would simply start your lead sentence with “check it out,” and your audience, of course, would gobble up your good news. But, alas, you are not the king or queen, and “proudly proud/check it out” is not brand journalism.

Here is another news flash. Machines run the digital world. If your audience doesn’t like your content, chances are the machines won’t either. Quite simply, if you are relevant in your audience’s eyes, they will click, read, spend time on your page, and maybe share, and all that will be observed by the machines. They will then help your content to travel to even more eyeballs. Sure, I know, you can boost (pay to promote) “proudly proud/check it out” news, but that just means you’re shoving that content into your audience’s face. Ever try to get a toddler to eat creamed corn? It’s a mess.

What is good brand journalism? You need to tell a story about something you are proud of and why, and do it without using the words ‘proud,’ ‘proudly,’ or ‘check it out.’ If you’re supporting a cause, tell the story of that cause and why it is important to the community. That is a story that gets read and shared. You can also have employees tell stories about how and why they feel they make a difference in the community and or in the lives of their customers. If these stories are authentic, they also will pass the relevance smell test.

It doesn’t end with just causes and good deeds. You can tell stories about products and services. ‘Check out our products’ is not a story. On the other hand, digital audiences relish how-to’s, so how to use your product or service to do something they want to do is a subject that is meaningful. If you are in business, you are an expert at something, so try to think of how your product or service improves your customers’ lives. That style of content, sometimes referred to as content marketing and a cousin of brand journalism, can be very effective.

Here is where the fun starts: you don’t have to write all this stuff. You can use video. I know, video is so scary, and cameras have been proven to make people sound stupid. Find someone who can talk on a subject and ask them to do the video. The internet loves video. Google loves video. Search-engine optimization (SEO) loves video. You need video. I’m not kidding … run out and start videotaping right this second. Then throw it away and get a pro to help you.

This content in its full form should live on your website. You do want to pay for dissemination of both your brand journalism and content marketing. Using social-media marketing or Google Ads gives you tremendous reach and targeting power and it is very affordable. Your plan should be to promote this content to your target audience and lead them back to your website for consumption. That, of course, is where the sales funnel starts, and should you have Google Analytics on your site, you can observe their behavior once they get there (traffic, unique visitors, time on page, migration to other pages, etc.).

Oh, one last thought. Those of you who are smartypants already know that this article is an example of what I was talking about: brand journalism and content marketing.

John Garvey is president of GCAi — Digital Marketing Innovation; (413) 736-2245; [email protected]

Community Spotlight

Community Spotlight

Diana Schindler

Diana Schindler says it’s key for Deerfield to balance the town’s rural character with needed economic growth.

Deerfield boasts numerous draws for businesses looking to relocate, Diana Schindler says, from its reasonable property-tax rate to its proximity to Interstate 91, Route 116, and Routes 5 and 10.

But there’s also been some pushback against some of those businesses, which reared its head when residents recently spoke out against a proposed Dollar General store in town. The Planning Board listened and turned down the project, said Schindler, Deerfield’s interim town administrator.

“There’s been a feeling in the community that they want that at arm’s length — that big-box retail development, drive-thrus, things they don’t feel are part of the culture of old Deerfield. It’s meaningful to them,” Schindler told BusinessWest.

“On the flip side, it creates more of a burden on the residential tax base,” she went on, noting that more than 80% of the town’s tax base is residential. “There’s a cost to the citizens in their tax rate and the sustainability of that tax rate. Deerfield has always readily paid for the level of service its citizenry wants and expects, but at the expense of not doing some major projects.”

For instance, the town is looking at a $1 million cost to replace a tank at the South Deerfield Wastewater Treatment Plant, which is only the tip of the iceberg when it comes to needed work at the facility over the next decade or two. Then there are plans to expand the Tilton Library and develop a shared senior center with surrounding communities.

“Seniors are asking for that. But all this adds up to millions of dollars, and you have the pressure of limiting development — or, rather, wanting development that will fit into the culture, which does limit it to some capacity,” Schindler said. “Less than 20% of the tax base is commercial/industrial, which is not a lot considering the viability of the property we have along 5/10 and a couple other areas. It’s going to become a question for the citizenry — is it sustainable?”

She’s one of many in Deerfield who believe economic development — in whatever form residents may want — is critical to the future of a town known for its tourist draws, including Yankee Candle’s flagship store, Mount Sugarloaf, Historic Deerfield, and Magic Wings, but needs to diversify and broaden its commercial portfolio.

“At first, they wanted to hide it, put it on the outskirts of town, but now they want it close to downtown. And that’s where it should be — take it out of the shadows, take it away from the edge of town where people can just pop in and leave. Bring them in and use it for economic development.”

“The ideal would be to get everybody together and integrate it all. We’re spread out geographically, and there’s a dichotomy between Old Deerfield and South Deerfield. We’re working toward making sure the town is the town, and everybody recognizes that if the town does well and comes together, then all of the components, all of our events, could do better.”

A veteran of the Franklin Regional Council of Governments and the Hampshire Council of Governments, Schindler has some regional government experience, and she believes there’s value in taking a regional view of economic development. But she’s more concerned with Deerfield’s residents, agencies, and organizations working together to forge a common vision for community development.

“If we could come together,” she said, “especially as we come to our 350th-anniversary celebration, we could build energy off of each other.”

Forging a Path

That celebration rolls around in 2023, which should be enough time, Schindler said, to see some real development progress in town, particularly in the Elm Street corridor, the main commercial area in South Deerfield.

Town leaders know that to attract new businesses — in hospitality and other sectors as well — they need to make the downtown area more inviting and pedestrian-friendly, and they’re eyeing a host of potential improvements in the Elm Street center, which may include work on sidewalks, lights, and storefronts.

For a year before taking on her current role last month — one she is interested in pursuing on a permanent basis — Schindler was a special projects consultant in town, and one of the big projects she embraced right away was Complete Streets, mostly geared toward the South Deerfield center.

South Deerfield center

Town leaders see plenty of potential in the South Deerfield center corridor.

“We’re in the process of putting that plan together. We want to create more walkability, more accessibility, and that includes for folks in wheelchairs, people with children, people of all abilities,” she said. “We’re also looking at ways to make South Deerfield’s center more aesthetically pleasing — light it, put in streetscapes, put in wayfinding, finish the municipal parking lot we have down there; all that is being discussed as part of the plan. We want it to stay a viable downtown.”

The area is not particularly expansive, she pointed out, spanning just a few blocks, but in some ways, that presents a more enticing opportunity, by ensuring that development and improvement efforts are tightly focused. There’s some land-use complexity as well, as the Massachusetts Department of Transportation owns a small part of the corridor, and the state owns Conway Street, home to Town Hall.

“But that’s an opportunity,” she said, “because the state is also excited about Complete Streets, and we could see a wonderful economic center down here, which I’m sure the state would support in a variety of different ways.”

The downtown has seen some business change recently, with longtime restaurant Jerry’s Place closing last year, and a café called Leo’s Table setting up shop in the location, with proprietor Jennifer Howard specializing in made-from-scratch breakfast and lunch fare. The building itself — which is also home to Ciesluk’s Market, Giving Circle Thrift Shop, the Tavern, and a Subway sandwich location, as well as 19 apartments on the second floor, has new owners, Jason Kicza and Justin Killeen, who plan to touch up the property this spring.

“I would consider that the anchor building on that side,” Schindler said, “and it’s doing great.”

Cumberland Farms’ move from South Deerfield’s center to the main road — specifically, the corner of Elm Street and Routes 5 and 10 — may not have been as great for the downtown’s prospects.

Deerfield at a Glance

Year Incorporated: 1677
Population: 5,400
Area: 33.4 square miles
County: Franklin
Residential and commercial Tax Rate: $16.34 (Deerfield), $18.14 (South Deerfield)
Median Household Income: $74,853
Median Family Income: $83,859
Type of Government: Open Town Meeting
Largest Employers: Yankee Candle Co., Pelican Products Inc.
* Latest information available

“They have a bigger business down on the corner, but it’s not necessarily a draw into the center; now people can just pop into Cumby’s for gas and keep going,” she said. “So we are looking at ways to basically create more stability in the center of South Deerfield by doing a variety of things. Obviously, part of that is keeping businesses and attracting more businesses.”

These days, the corridor can be oddly empty at certain times of the day, she noted, but well-trafficked during morning and evening rush hours. The goal, she told BusinessWest, is to turn it into a pedestrian-friendly center at all hours, rather than a thruway.

The Complete Streets plan will be a big part of that. By the time the 350th rolls around, she’d like to see significant physical and infrastructure improvements to make the downtown more of a destination. “The sidewalks will look different, maybe more green space, and hopefully we’ll see more people down there.”

High Times

Like many area communities, Deerfield has embraced the burgeoning cannabis industry in Massachusetts, recently approving two site plans, one for a cultivation facility at Pioneer Gardens on Mill Village Road, and the other for a dispensary run by Harvest Inc. on State Road.

“The culture has changed,” Schindler said, noting that, when communities were first exploring the economic possibilities of marijuana businesses, many Deerfield residents — most of them older — were staunchly opposed. But that opposition has died down to a large degree in many towns, to the point where communities might begin to locate such businesses in more central areas.

“At first, they wanted to hide it, put it on the outskirts of town, but now they want it close to downtown. And that’s where it should be — take it out of the shadows, take it away from the edge of town where people can just pop in and leave. Bring them in and use it for economic development.”

Meanwhile, Schindler and other Deerfield leaders will continue to think outside the box — even if big boxes aren’t in the cards — by examining where pockets of land already devoted to commercial and industrial businesses might have some infill potential, and continue to take pressure off the residential tax base.

“The thing I think is so tremendous about Deerfield is the huge opportunity it offers,” she said. “It’s wide open, and it’s got resources — financial resources, natural resources, culture, art, access to main roads. I get excited about it.”

Joseph Bednar can be reached at [email protected]

Features

The Spirit Moved Him

Paul Kozub stands in front of picture of his new distillery in Poland.

Paul Kozub stands in front of picture of his new distillery in Poland.

Almost from the day he started V-One Vodka, Paul Kozub has been dreaming about, and planning for, the day when he’d make his product himself, at a distillery he owned in Poland, the birthplace of his ancestors — and vodka itself. Now, that day is here, and Kozub believes this huge investment will enable him to scale up his venture on a dramatic level.

Paul Kozub says the hardest part about the whole thing was keeping it a secret.

And that’s saying something, because there were many hard parts to his ambitious plans to building his own distillery to produce the Vodka label, V-One, that he brought the marketplace nearly a decade ago.

There was the process of finding a location in Poland, birthplace of both his ancestors and vodka itself, or so the story goes, as well as designing a facility and getting it built. And none of that could happen unless he sold enough shares of his company to raise the needed capital — but not so many shares that he would lose majority ownership of the venture.

But the keeping-it-all-a-secret part? That was quite necessary because, if word ever got out to those who had been producing his vodka since he launched his label that he was going into that end of the business himself, then they would stop producing it for him posthaste and leave him scrambling to not only fill orders but find someone else to make it in the interim.

So Kozub went to great lengths to keep his search and then his building project a secret. And, as he said, it wasn’t easy.

“My family and friends knew, but I had to really keep things quiet otherwise,” he explained at a short press conference on Feb. 26 to announce the purchase and expansion of a distillery in Kamien, Poland, about two hours southeast of Warsaw. “Every time I went to Poland, I wouldn’t post it on Facebook, because my suppliers are friends of mine and they’d see that I’m there [Kamien] and not coming to see them, so they’d know something was going on.”

As noted, he said this at a press conference, which means this huge development for the company is no longer a secret. Kozub told those friends who were producing his product (the operative word there is ‘were’) about it a few weeks ago, and he said they quite happy for him. At the Feb. 26 press conference, he told several media outlets, supporters, clients such as MGM Springfield, area bars and restaurants, and more.

The distillery in Kanien, Poland has a long history, and V-One Vodka will be writing an intriguing new chapter.

The distillery in Kanien, Poland has a long history, and V-One Vodka will be writing an intriguing new chapter.

It was an emotional announcement and an intriguing new chapter in the V-One story, which started back in 2003, when Kozub started distilling in his home in Hadley after using a $6,000 inheritance from his “Polish moonshining grandfather” to buy some equipment. There have been a number of milestones along the way, from the creation of his signature bottle to expansion into different markets; from the addition of several new flavors to Kozub’s being named BusinessWest’s Top Entrepreneur for 2016 (in recognition of all of the above).

The distillery, which he describes as a “multi-million-dollar investment,” without being more specific, represents the next milestone and one Kozub believes will greatly accelerate growth of the company.

“This will allow us to produce 400 times more vodka than we produce today; we will be looking to not only expand as a national brand, but as an international brand,” he explained. “This represents the next stage of the company — and a very exciting stage.”

Elaborating, he said he doesn’t have a firm timetable, obviously, but expects to expand outside of New England and down the East Coast in the years to come, and will then look to expand globally.

For now, though, he’s focused on getting the first bottle off the line in Kamien, something that should happen on or around April 1.

For this issue, BusinessWest looks at everything that has brought Kozub to that moment and at what will likely happen next.

Proof Positive

As he announced his expansion into Poland — a return to his family’s roots, if you will — Kozub did so with a type of high-tech slideshow. Only it started with a few low-tech pictures that captured some of those milestones described earlier.

One was of his first house in Hadley, a small Cape that he moved into just a few days after his Polish grandfather died, and another captured its basement, where he first started making vodka, or “moonshine,” as he called it. A third zoomed in on the special plumbing that enabled cold water to run through the still, a development that made everything that’s happened since possible.

Other pictures captured his first V-One bottle and his first van, which he purchased soon after going into business. He would load it with 100 cases of V-One and deliver it to clients across the region himself.

The addition built onto the distillery brings all aspects of the business together in one place — from production to bottling to warehousing.

The addition built onto the distillery brings all aspects of the business together in one place — from production to bottling to warehousing.

Yes, that’s a lot of firsts. But to take the venture forward in a meaningful way, Kozub said he needed to control production of his vodka with his own distillery. He said he’s known this almost from the beginning, but the costs of such a facility have been imposing and, until recently, prohibitive.

But knowing he needed to take this step, he raised capital by taking on additional investors as part of a process that really began a few years ago. Subsequent steps included scouting locations and kicking the tires on existing distilleries available for acquisition.

With that explanation, his show shifted to video captured by his phone as he traveled through the community he eventually chose to be home to his distillery.

“There’s thousands and thousands of acres of fruit trees here … it reminds me a lot of Hadley,” he said as the car transporting him moved down a rural road. “As soon as I saw this, I knew it was the place I wanted to call home.”

Home, meaning the actual distillery itself, has been around for more than 133 years, and thus it has some history, said Kozub, noting that, during World War II, the Nazis took it over and produced different kinds of spirits.

The next chapter in its history involves a sizable expansion necessary for producing V-One in the quantities that Kozub is envisioning for the years and perhaps decades to come. Indeed, the facility will include, in addition to the distilling equipment, laboratory space (mostly for R&D and new product development), a bottling area, and warehouse space.

Thus, when asked what this ambitious move does for the company, Kozub said quickly, “it makes everything better.” Elaborating, he said that, almost from the beginning, he has understood the critical need to have more control over every aspect of the V-One operation, especially production.

“I wanted to be in control of production — I’ve had a number of production nightmares over the past 15 years,” he explained. “Literally, we’ll be planting our own grain, our own spelt, harvesting it, and processing it. We like to say that, from farm to glass, we’ll be in control of each process, and that’s the trend today.”

Beyond control, Kozub said this expansion into Poland and the opening of his own distillery allows him to accelerate the process of growing the V-One label and taking it into new markets — in this country and then eventually abroad.

“I really never wanted to make rum or tequila or gin, but I have at least two dozen other vodka products I’d like to make someday,” he told those assembled at V-One world headquarters (a converted church) on Route 9 in Hadley. “And this allows us to be really innovative with doing some of that stuff; when someone else is making your vodka, you’re limited to their schedule and their timeframe.”

Moving forward, Kozub said that, while he did a sell an interest in the company — something he could do only after its raising its value over the past decade through new products and a wider reach market-wise — he is still the overwhelming majority owner, and still one who is quite hands-on and involved in all aspects of the business. That said, he still plans to spend the vast majority of his time in this country, and probably visit Poland about as much as he does now — maybe once a quarter.

While leaving actual production in the hands of a manager in Poland, Kozub will focus on the proverbial big picture and, more specifically, territorial expansion for V-One and a scaling up of the operation.

And having his own distillery, as he said, will certainly help in this regard.

“People comment to me all the time … ‘you’re a 13-and-a-half-year-old business; how come you haven’t gotten out of the New England market?’” he told BusinessWest. “I’ve had some serious production problems and packaging issues that have worried me about getting into Florida or Texas or California, three of the biggest vodka markets. This [distillery] will really allow us to scale up and tackle those challenges.”

Expanding within the U.S. and then overseas markets will obviously require more capital, he added, and he plans to sell additional shares in the business within the next year.

Bottom Line

As he continued his slideshow presentation before the press and his supporters, Kozub placed a map of Poland on the screen to show exactly where his distillery will be located.

He did so to offer a point of reference, offer up a short lesson on Polish geography, and also show where his ancestors are from — a small town not far Krakow. But he also did it to be a touch poetic.
“This really helps put on us on the map,” he said of the distillery, using that phrase to say a great deal.

This venture is now on the map, literally, and its product will be on — meaning available to — a much larger chunk of the map in the years to come because of what this facility will enable the company to do.

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

Community Spotlight

Community Spotlight

GTI’s cultivation facility in Holyoke

GTI’s cultivation facility in Holyoke has been operating since last summer, and many new ventures could be opening in the years ahead.

Alex Morse says his phone was already ringing — quite frequently, in fact — before he was interviewed on CBS This Morning late last June.

But then, it really started ringing. And his e-mail box became even more crowded.

That’s because, with that report, Holyoke’s efforts to roll out the welcome mat for the cannabis industry, pun intended, became a national story rather than a local story — although it was already well-known.

Yes, this was the detailed report where Morse told CBS that the city once known as the ‘Paper City’ might soon be known as the ‘Rolling Paper City.’ His tongue wasn’t in his cheek, and there was a broad smile on his face as he said it.

Getting serious, or more serious, because he was already serious, he told CBS, “it’s legal … people need to wake up; the days of the past are moving forward. Holyoke has embraced the industry, and we acknowledge that this is an economic-development driver for us.”

Morse, and Holyoke, woke up long ago, meaning just after (or maybe even before) recreational marijuana became legal in Massachusetts in the fall of 2016, and today it is making giant strides toward creating what officials are calling a ‘cannabis cluster.’

And they’re comparing it, in some ways, to the cluster that put this city on the map — figuratively and quite literally (this was a planned industrial city) — the paper and textiles cluster.

As they used that word ‘cluster,’ both Morse and Marcos Marrero, the city’s director of Economic Development, said it means more than the creation of a number a number of businesses and jobs in a specific sector, although that’s a big part of it. It also means establishment of an infrastructure of support services that can have a large multiplier effect, if you will.

“With a cluster, it’s more than the sum of its parts,” Marrero explained. “Once you have a cluster, then you have an expertise, just like Holyoke did when it was the Paper City. Just as you have an expertise with paper, you can have an expertise with all the expects of this [cannabis] business.”

Elaborating, he said cannabis-cultivation facilities require highly specialized construction, lighting, anti-contamination, air-movement, and security systems, and all this adds up to opportunities for companies in this area that can handle such work.

In many ways, Holyoke is well on its way to seeing this cannabis cluster become reality, said Morse, noting that one large cultivation facility, Green Thumb Industries (GTI), is currently operating in a former textile mill on Appleton Street. And there are several other businesses across the wide spectrum of this business — from cultivation to retail — moving their way through the involved process of getting permitted to operate and eventually absorbing some of the vast amounts of commercial real estate that are vacant or underperforming.

Holyoke at a Glance

Year Incorporated: 1786
Population: 40,341
Area: 22.8 square miles
County: Hampden
Residential Tax Rate: $19.29
Commercial Tax Rate: $39.87
Median Household Income: $36,608
Median family Income: $41,194
Type of Government: Mayor, City Council
Largest Employers: Holyoke Medical Center, Holyoke Community College, ISO New England Inc., PeoplesBank, Universal Plastics, Marox Corp.
* Latest information available

“For us, cannabis is another form of manufacturing that’s bringing buildings back to life, being a revenue generator and job creator,” said the mayor.

And as they say in the agriculture business, Holyoke is certainly fertile ground for the cannabis industry. Indeed, it boasts, by the mayor’s estimate, 1.5 million square feet of vacant or underutilized former mill properties. Meanwhile, it has, again, by Morse’s calculations, the lowest electricity rates in the state (Holyoke has its own municipal utility), and it has something just as important as those ingredients — a giant, figurative ‘welcome’ sign when it comes to this business, as will become clear later.

But cannabis isn’t the only positive development in this city. Holyoke is also making great strides in ongoing efforts to attract entrepreneurs and arts-related businesses. It is also convincing more people, especially the younger generations, that this is a place to live as well as work and operate a business. And it’s seeing many of those aforementioned mills being put to creative and momentum-building uses.

Mayor Alex Morse

Mayor Alex Morse, an early supporter of the cannabis industry, says its many components collectively form an economic driver in Holyoke.

All of the above can be seen in one high-profile project known as the Cubit Building, the structure on Race Street that takes that shape. The first two floors are now occupied by the Holyoke Community College MGM Culinary Arts Institute, a story that embodies education, workforce development, and economic development, and in the floors above are apartments that were leased out even quicker than the optimistic owners thought they would.

“You drive by at night, and it’s all lit up,” said the mayor. “People are living on the top two floors, and on the first two floors you see students in the chefs’ hats cooking and doing classes; there’s a lot of vibrancy on Race Street.”

Lights are coming on all over Holyoke, and for this, the latest installment of its Community Spotlight series, BusinessWest examines how this has come about and why Holyoke is creating a buzz — in all kinds of ways.

Budding Ventures

As noted, this cannabis cluster is a solid work in progress, with GTI now approaching a full year in business and several other projects in various stages of development.

Conducting one of those ‘if-all-goes-well’ exercises, Morse said he can envision a cluster that generates perhaps 300 to 400 jobs and many types of businesses, from cultivation facilities to cannabis cafés like those in Amsterdam. If that picture comes to fruition, marijuana-related businesses would constitute economic development in many different ways, from jobs to tax dollars; from revving up the real-estate market (aspiring ventures have acquired options on a number of properties) to giving tourism a boost; from creation of support businesses to helping give Holyoke a new brand.

As Morse told CBS — and BusinessWest — cannabis has become an economic driver. And city officials have had a lot to do with this by being so aggressive, welcoming, and accommodating.

As one example, Morse and Marrero cited the host-community agreements that such businesses traditionally sign in order to set up shop. Some communities have been excessive in their requests (or demands), while Holyoke has taken a different tack.

“These agreements have become another choking point for the industry,” said Marrero. “Communities try to negotiate, they go back and forth, and hold you down for a bunch of criteria. We’ve been very transparent and said, ‘we’re going to go for the maximum allowable benefits for the community by law in terms of impact fee, and if you sign here, you have a host-community agreement; we don’t become an impediment in the process.”

Morse agreed. “There have been communities that have tried to go above the state law in terms of percentage of annual revenues or have tried to negotiate for various line items such as a new fire truck,” he explained. “They say, ‘in addition to the percentage, you need to give ‘X’ amount to this nonprofit every year.’ We have a standard document, so it’s not intimidating in that sense; the burden is really on the companies to get through the state regulatory process — the local process shouldn’t be an additional burden to bear.”

Holyoke’s willingness not to push for every dollar or every concession, on top of its many other selling points, including available mill space and lower utility costs, have certainly caught the attention of the cannabis industry.

“There is political openness and stability to the industry, which is very valuable,” said Marrero. “We were, if not the first, one of the first handful of communities that had a permissive ordinance in place, so we were first to market on the government side to say, ‘we’re open to this business.’

“They saw the mayor’s advocacy, and they saw that the operational costs would be lower, and that is very, very significant,” he went on. “The energy savings alone … you can save 40% on your energy costs.”

This attractive package has attracted a number of interested parties, said Marrero, noting that two additional cultivators, East Coast Farms and Solurge, are working their way through the permitting process. Overall, a total of 15 host-community agreements have been executed, and seven special permits have been issued. Within a year, it is expected that another two or three cultivation facilities could be doing business in the city, and other types of cannabis-related businesses as well.

And as the cluster grows, it gains momentum and recognition, which fuels additional opportunities. Marrero drew some comparisons to Detroit (the car industry) and Silicon Valley (IT).

“The industry has to train a workforce on how to grow these plants and clip these plants, and as that workforce develops locally, other companies know they can locate in Holyoke and they will have an accessible workforce,” he explained. “They will have access to other vendors that know how to provide services or provide goods to cannabis companies.”

Marcos Marrero

Marcos Marrero says a cannabis cluster is bigger than the sum of its parts.

Building Momentum

As noted earlier, though, cannabis is just one of many intriguing economic-development-themed stories being written in what is still called the Paper City.

Others include everything from the culinary arts center and the sum of the Cubit Building’s many parts to ongoing evolution of the Holyoke Mall — one of the city’s main draws and largest employers — in response to a changing retail landscape; from redevelopment of two municipal properties — the former Lynch Middle School and the Holyoke Geriatric Authority building — to entrepreneurial-ecosystem-building efforts that are bringing new businesses, and jobs, to the city.

At the mall, as stores large and small shrink or disappear from the landscape (longtime anchor Sears closed its Holyoke store a few months back) and those that remain operate with a smaller footprint, the facility is changing its look and adding more entertainment-related businesses, said Marrero.

These includes more restaurants, a bowling alley, and a planned movie-theater complex, he said, adding that, overall, the mall is responding proactively to a changing retail scene.

“They’ve been very resilient … retail is changing, and the mall is putting a much greater emphasis on entertainment and making it more of an experience rather than just shopping,” said the mayor. “Whether it’s the escape rooms or the kids’ center or the laser tag and bowling alley, it’s about creating experiences.”

Meanwhile, additional retail will be coming to the city with redevelopment of the former Lynch School, located just off I-91, by the Colvest Group. The property is slated for demolition later this year, and the expectation is that it will become home to several retail outlets.

Reuse of a different kind is slated for the Geriatric Authority property, which closed several years ago. Indeed, Baystate Health and US HealthVest have chosen the site for its planned 70,000-square-foot behavioral-health hospital.

Plans calls for 120 beds in a facility that would represent consolidation of some of the existing beds in the region and creation of new beds as well.

“This is a great story of reactivating a site that had once been a money pit for the city, one that was draining almost $1 million of taxpayer funds,” Morse said of the days when the Geriatric Authority was operating was site. “Overall, we have two large, city-owned properties that are being developed, and that represents real progress.”

There is progress on many different levels in the downtown area and especially the city’s Innovation District, the area around the Massachusetts Green High Performance Computing Center, which opened in 2012.

On the municipal side, there will be several infrastructure projects undertaken in the area over the next several years, said Marrero, including street work, reconstruction of one of the canal bridges, and other initiatives.

Meanwhile, the city continues to add jobs and vibrancy organically through entrepreneurship-ecosytem-building initiatives such as SPARK, which recently joined forces with the Massachusetts-based program Entrepreneurship for All, or EforAll, to form SPARK EforAll Holyoke.

The new organization offers a number of programs, including a business accelerator, pitch contests, and co-working space currently being built out on High Street that will be available to program members.

Launched four years ago, SPARK has helped a number of ventures get off the ground or to the next stage, and most of them have settled in Holyoke, said Morse, adding that these startups, in addition to some others started organically, are bringing more vibrancy to the downtown.

He listed a catering venture, a salon now under construction, and a microbrewery on Race Street, among others.

“There are things that are happening organically, and I think these businesses are tapping into the momentum happening in the downtown and the ecosystem they feel here and the support they see,” said Morse. “They feel they can be viable here opening up a catering business or a salon or a brewery in downtown Holyoke.”

Marrero agreed. “We’re tilling our own soils, and stuff grows,” he said, referring to organic growth of the business community. “Every now and then, a business moves here, but a lot of this is organic.”

And these businesses are helping to fill more of those vacant or underutilized properties.

“We’re seeing this dynamic where more square footage is coming online,” said Marrero. “It’s being rehabilitated and filled by these businesses.”

As for the culinary arts center and the Cubit Building on the whole, it is bringing many different constituencies to the Innovation District area, adding to this vibrancy there. These include college students, their professors, those attending functions, and, yes, Morse himself, who has signed up for two night classes, one on how to make macaroons, the other involving a chiffon layer cake.

After those, he’ll be even better suited to answer the question, ‘what’s cooking in Holyoke?”

That’s a Wrap

As he was wrapping up his walk through the city with CBS, Morse told the reporter that it would be a good problem to have if the cannabis industry so embraced Holyoke that it found itself running out of commercial space for additional ventures.

That’s not likely to happen anytime soon (1.5 million square feet is a considerable amount of inventory), but a cannabis cluster appears to be no longer a goal but a reality. How quickly and profoundly it develops remains to be seen, but Holyoke appears to be well on its way to having history repeat itself on a certain scale.

A name change probably isn’t in the cards — ‘Paper City’ will stick — but a new era in the city’s history is certainly underway.

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

Features

About the Judges

A panel of judges was kept quite busy over the past few weeks, reading, evaluating, and eventually scoring nearly 200 nominations for the Forty Under 40 Class of 2019.

Yes, that’s a record, and it’s a clear indication of how coveted that designation ‘BusinessWest 40 Under Forty honoree’ has become within the 413.

Who will be most recent 40 people able to add that line to their résumés? The judges are concluding their work, and the letters alerting the winners should be going out sometime this first full week in March. They will be announced in late April, and the gala is in June at the Log Cabin.

To say the judges had their hands full this year is an understatement. But it is a very capable group that includes one previous winner, representatives of a number of business sectors, and a few players within the burgeoning entrepreneurship ecosystem within the region. Here are the judges for this year’s competition:

Michael Buckmaster

Michael Buckmaster

Michael Buckmaster, vice president of Commercial Banking for Community Bank, N.A. He has more than 30 years of experience within the banking industry working for a wide range of institutions, from global market leaders in corporate and investment banking in The U.K. to U.S. regional and community banks within the areas of small-business and middle-market commercial lending. Current specialties include commercial banking loan origination and relationship management for small and medium-sized businesses, and commercial investment real-estate financing within the New England region.

He serves as board president for Hartsprings Foundation (an affiliation of Big Brothers Big Sisters of Hampden County), and as a board member for Big Brothers Big Sisters of Hampden County and for the East of the River (ERC5) Chamber of Commerce.

Kristin Leutz

Kristin Leutz

Kristin Leutz, CEO of Valley Venture Mentors (VVM), a nonprofit organization based in Springfield offering mentorship, startup accelerators, and co-working space to build the innovation economy in Western Mass., and 40 Under Forty honoree in 2010.

Previously, she was the director of Development for RefugePoint, an innovative NGO, working to help at-risk refugees by improving humanitarian systems. She also consulted with the global philanthropic membership organization Women Moving Millions, creating strategic communications to catalyze unprecedented resources for women and girls. Before that, she served as vice president for Philanthropic Services at the Community Foundation of Western Massachusetts, where she led donor services, professional advisor engagement, fundraising, and communications.

She earned a master’s degree in industrial/organizational psychology from Springfield College, a bachelor’s degree from Colgate University, and her yoga teacher certification from Kripalu.

Julie Quink

Julie Quink

Julie Quink, CPA, CFE, managing principal of the accounting firm Burkhart Pizzanelli, P.C.

A graduate of Elms College with a bachelor’s degree in accounting, Quink joined the firm in 2011. She is involved in the accounting and consulting aspect of the practice and manages engagements of various sizes and complexities. She also performs services relative to forensic and fraud-related engagements.

Quink is a member of the American Institute of Certified Public Accountants, the Mass. Society of Certified Public Accountants, and the Assoc. of Certified Fraud Examiners. She is licensed to practice in the Commonwealth of Massachusetts and is a certified fraud examiner.

Active in the community, she serves in a number of boards for the Quaboag Hills Chamber of Commerce, Baystate Wing Hospital, and Square One. She’s also a member of the School Committee of Pathfinder Regional Vocational Technical High School.

Christina Royal

Christina Royal

Christina Royal, president of Holyoke Community College. Royal is the fourth president of Holyoke Community College and the first woman to lead the school since it was founded in 1946.

She holds a Ph.D. in education from Capella University and a master’s degree in educational psychology and a bachelor’s degree in math from Marist College.

She sits on the boards of directors for the United Way of Pioneer Valley, the Mass. Technology Collaborative, and the American Assoc. of Community Colleges’ Commission on College Readiness. 

Before coming to HCC in January 2017, she served as provost and vice president of Academic Affairs at Inver Hills Community College and previously as associate vice president for E-learning and Innovation at Cuyahoga Community College in Cleveland and director of Technology-assisted Learning for the School of Graduate and Continuing Education for Marist College, her alma mater. 

Gregory Thomas

Gregory Thomas

Gregory Thomas, executive director and lecturer at the Berthiaume Center for Entrepreneurship. He works with constituents on campus and throughout the Commonwealth to develop and execute partnerships while also teaching courses in entrepreneurship and innovation.

A 1991 UMass Amherst graduate, Thomas held senior-level global roles in his more than 20 years with Corning Inc. In his last five years at Corning, he was a strategist in the Innovation Group. He is also the immediate past president of the UMass Amherst Alumni Assoc. board.

Features

Stepping Up to the Plate

Team owners Donnie Moorhouse (left) and Chris Thompson

Team owners Donnie Moorhouse (left) and Chris Thompson

When the Futures Collegiate Baseball League’s newest team steps onto the field in Westfield this spring, it will mark not just the beginning of a 56-game slate extending well into the summer, but also a continuation of a century-plus of robust baseball history in the Whip City — as well as perhaps the most high-profile startup yet from two team owners who are no strangers to either sports management or entrepreneurship.

Chris Thompson said he and his business partner, Donnie Moorhouse, had been kicking around the idea of buying a baseball team for years. So, when an opportunity finally arose, they didn’t hesitate to make their pitch.

It started with a cold call, Thompson said, to Christopher Hall, the commissioner of the Futures Collegiate Baseball League of New England, back in July. The FCBL was looking to expand, and the 90-minute conversation touched on the business backgrounds of Thompson and Moorhouse, and why Western Mass. — and Westfield in particular — might be fertile ground to grow a league that already boasted four teams in the Bay State.

That long talk led to a four-hour meeting in Worcester the following week, and interest on both sides intensified from there.

“Donnie and I started touring the different ballparks around the Futures League and meeting with ownership groups from Pittsfield to Worcester to Nashua, learning why they got involved,” Thompson recalled. “What we really found out is these franchises are run like minor-league operations, and that’s our background.”

Now, they’re bringing their experience — both in sports management and with entrepreneurship in general — to the new Futures League franchise, which will begin play at the end of May, hosting 28 home games in Westfield.

The pair will unveil the team’s name and logo — which reflect a key aspect of the city’s history — this Wednesday, Feb. 20, at 6 p.m. at Shortstop Bar & Grill. Players will be available to sign autographs meet the public, while attendees will enjoy free appetizers and access to the batting cages.

The team will play in Billy Bullens Field, a Westfield city-owned facility that’s similar in size to other Futures League parks, like Campanelli Field in Brockton or Waconah Park in Pittsfield, Moorhouse said. Still, “Bullens Field, in comparison, would be considered quaint. It’s kind of the Fenway Park of the league. But we’re doing some renovations, and we think it has a nostalgic, Americana kind of feel that appeals to people these days.”

He added that the league is conservative in the way it expands, looking to match strong ownership groups to locations where baseball has strong roots. “These are people who know what they’re doing.”

“The history of baseball in Westfield goes back to the very beginnings of the history of baseball in this country. When the first organized games were happening around the country, they were happening here, too, on the town green.”

He believes he and Thompson do, too. And that’s why they decided to step up to the plate.

Slice of History

While baseball has thrived in Western Mass. — most notably, the Holyoke Blue Sox are defending champions of the New England Collegiate Baseball League two years running, and one of the top 10 attendance draws in the country among summer collegiate leagues — Moorhouse says Westfield is a particularly attractive home for a team.

“The history of baseball in Westfield goes back to the very beginnings of the history of baseball in this country. When the first organized games were happening around the country, they were happening here, too, on the town green,” Moorhouse explained.

He noted that Westfield State University has a well-established Division III team, and the city hosted the Babe Ruth World Series in 2016, and will again this summer. Meanwhile, Westfield High School has a strong track record in the sport — 19 of its alumni are playing college ball this spring.

“Some of those kids are going to be on our roster, which is part of our motivation to showcase some local kids who have the ability to perform at a higher level,” he went on. “So I think, even moreso than other places around Western Mass., Westfield has a reputation as being a baseball town.”

The pair have built a business reputation together as well. Six years ago, Moorhouse launched Mosquito Shield, a commercial and residential mosquito- and tick-control operation. After Thompson came on board, the pair bought a holiday- and event-lighting franchise together. Last summer, they opened Eleventh Avenue Productions, a public-relations consultancy.

More to the point of sports ownership, Thompson spent 18 years in the sports-marketing arena, working for an agency in Boston, at the American Hockey League headquarters, and for two AHL hockey franchises in Springfield, first the Falcons and then the Thunderbirds.

The two of them have discussed investing in a sports franchise for years, Moorhouse said. “It’s one of those things that you talk about over a beer, and when the opportunity arose, we jumped at it. When Chris came up to this office last summer, we said, ‘let’s do it, let’s pull the trigger.’”

“They look at this as an economic driver, where families are coming out, and after the game they might go out for an ice cream, or they might go out to dinner … We’ll be getting people from Western Mass. to come to Westfield.”

He said he felt confident they could succeed with a baseball team. “I worked with Chris with the Falcons for two years in corporate sponsorships, and learned an awful lot about game-night operations and the inner workings of a minor-league sports franchise, so it was a great apprenticeship for sure. Chris has been doing it for close to 20 years. To work with him, recognizing the skill set we both have, it didn’t take very long for us, once we were working together, to say it would be great to have some skin in the game — to have an ownership stake in a sports franchise and operate it the way we see fit. And this is our opportunity to do that.”

With the pair firmly in “startup mode,” as he called it, there has been some scrambling.

“We’ve put the cart before the horse on several occasions. We were reaching out to potential players before we actually had the franchise, negotiating the lease before we had the franchise … so if you want to talk about keeping a lot of balls in the air, we were juggling.”

Moorhouse hired his son, Evan, who is director of Hockey Operations at the University of Vermont, as the new franchise’s director of baseball operations, essentially a GM position.

“He played college baseball for four years at Westfield State and has a lot of contacts, not only through baseball but through the hockey world,” he said. “He’s reached out to colleges and put together a pretty competitive roster on paper. We’ve got kids from Kansas State, Eastern Kentucky, UConn, Quinnipiac, Stonehill, Holy Cross, and five kids from Westfield.”

Futures Returns

Founded in 2011, the Futures League has been in growth mode ever since, drawing a league-record 1,514 fans per game in 2018 — the third-highest among all summer collegiate leagues. The league’s other squads hail from Pittsfield, Worcester, Brockton, and Lynn, as well as Bristol, Conn. and Nashua, N.H.

“We’re very fortunate to add such an experienced ownership group with great local ties to the Westfield community,” said Hall, the FCBL commissioner, in a recent press release. “Chris and Donnie have the passion and love for the game of baseball, but also the drive to make the Westfield team a winner not only on the field but in the community.”

Moorhouse said the feedback from the community has been positive. “The city has been very encouraging, the guidance has been fantastic, and, in general, we’ve been having conversations with people who are very excited about the business opportunities and the economic-development opportunities. We have a long history of baseball in Westfield, so I would say there’s a lot of excitement about it.”

Thompson noted that the opportunity might not have been possible without Mayor Brian Sullivan supporting — and the City Council approving — $1.8 million to renovate Bullens Field prior to the 2016 Babe Ruth World Series.

“They made facility improvements that allowed them to lure Babe Ruth to Westfield, and because of those improvements, the Futures League has approved that field as somewhere they’re comfortable with college athletes playing.”

He added that City Advancement Officer Joe Mitchell has been instrumental in helping the pair navigate the approval process at City Hall.

“They look at this as an economic driver, where families are coming out, and after the game they might go out for an ice cream, or they might go out to dinner, so that’s going to help local restaurants. We’ll be getting people from Western Mass. to come to Westfield.”

Meanwhile, the league is a draw for talent for several reasons. “Coaches like the Futures League for the amount of games they play, and they also are impressed with the facilities that the teams play in. We’ve started to build relationships with college coaches around the country in order to build our roster.”

The games are also heavily scouted, Thompson added, noting that 30 of its players were drafted last June by Major League Baseball organizations.

The league also appeals to players at colleges throughout the Northeast who don’t get as many at-bats as athletes do in, say, Florida or California, where the climate allows the season to start sooner, Moorhouse noted.

“Getting that repetition, getting those at-bats, playing live baseball in the summer at a very competitive level, benefits their skill development. In the Northeast, the college season is very short, and the first weekend in May is the playoffs. This is an opportunity to continue playing baseball at a very high level throughout the summer.”

Extending a Legacy

Thompson said the support in the initial stages has been overwhelming, in a good way. “People want to see us do well, from local organizations to business owners that want to get involved. People are really excited about what we’re bringing to Westfield and to Western Mass. as a whole.”

In other words, people are opening their doors to this opportunity — literally as well as figuratively. Evan Moorhouse is in charge of locating host families to take in players, one of many important details the Westfield franchise needs to nail down in order to make the inaugural season a success. But his father has been following baseball in the city for many years, and knows the interest is there.

“Some July nights, 300 people are out watching a Babe Ruth game,” Donnie said. “The American Legion comes down — they know all the players, know their stats. It’s a great vibe. It’s like Friday Night Lights, only it’s any given night of the week. It’s just a really cool slice of Americana happening on Smith Avenue. We’re excited to add to that legacy, hopefully, enhance it a bit, and also showcase what is arguably one of the best baseball leagues in the country in our hometown.”

Joseph Bednar can be reached at [email protected]

Community Spotlight

Community Spotlight

Mayor William Sapelli

Mayor William Sapelli says Agawam is making progress on many economic-development fronts, from filling vacant storefronts to zoning reform to workforce-development initiatives in its schools.

Mayor William Sapelli has developed a routine since he was sworn into office roughly 13 months ago.

Always early to the ‘office’ (he worked within the city’s school system for decades and wrapped up his career as superintendent), he arrives at City Hall at 7:30 a.m., giving him a solid hour of relative solitude to write some e-mails and clear some paperwork from his desk before other employees start to file in.

But his work day, if you will, actually starts at 7, when he stops in for breakfast at one of several eateries in town he frequents in something approaching a rotation.

“Mondays I’m usually at McDonald’s, mid-week it’s at Partners, and Fridays I’m at Giovanni’s,” he said, referring, with those latter references, to the restaurant on Springfield Street, known for its breakfast items and as a place where people come together, and the Italian pastry shop on Main Street that is also a gathering spot.

“There’s a crew of people that goes in there, and I think now they expect me because I’ve been doing it since I was first elected,” he said of Giovanni’s. “There are crews in each place, actually, especially McDonald’s; a number of seniors go in there. There’s 10 or 12 people, and we kibitz — it’s fun.

“I get beat up sometimes, but in a fun way — they give me good feedback; it goes back and forth. They bust me about taxes or roads or whatever,” he went on, adding that, with municipal elections coming up later this year, there is a new topic of discussion, although he hasn’t formally announced he will run again.

Overall, there is lots to talk about these days over eggs or French toast, especially the Morgan-Sullivan Bridge. Built in 1947, the span over the Westfield River links the city with West Springfield. It is a vital piece of infrastructure, major traffic artery, and entranceway to the Eastern States Exposition, and now it’s about five months into what will be a roughly three-year facelift and widening initiative that is projected to solve persistent bottlenecks in an important commercial area.

But this undoubtedly will be a long three years, the mayor acknowledged, adding that two lanes of the four-lane bridge are now closed, and it will be like this way probably until the calendar turns to 2022.

“There’s a crew of people that goes in there, and I think now they expect me because I’ve been doing it since I was first elected. There are crews in each place, actually, especially McDonald’s; a number of seniors go in there. There’s 10 or 12 people, and we kibitz — it’s fun.”

“It will be an inconvenience, but this work has to be done; it is what it is,” he said, putting Bill Belichick’s classic phrase to work while noting that the inconvenience extends beyond motorists and their daily commutes. Indeed, it will also impact businesses in the area just over the bridge, many of which are relative newcomers to Agawam (more on this later).

Beyond the bridge, other topics of conversation at breakfast include everything from storm drains — Agawam, like all other communities, is facing stiff mandates to update their systems — to streets and sidewalks, to schools and taxes.

The mayor recently took the conversation from the lunch counter to City Council chambers for his State of the City address, the first for this community since 2012. Recapping for BusinessWest, Sapelli said he told his constituents that there are challenges ahead, especially with the bridge, but also opportunities, especially within the broad realm of business and economic development.

Indeed, using two acronyms now probably quite familiar to those he’s sharing breakfast with — DIF (district improvement financing) and TIF (tax increment financing) — he said officials have been bringing new businesses to the city and allowing existing ones to stay and grow.

The DIF has been used to help bring new stores and more vibrancy to the Walnut Street retail area of the city, while the TIF, which is awarded to new or existing businesses willing to commit to adding additional jobs, has been used to enable Able Tool, formerly in the Agawam Industrial Park to build a new building on Silver Street and essentially double in size.

But economic development comes in many forms, he said, touting initiatives in the city’s schools aimed at both introducing students to careers and helping ease some of the region’s workforce challenges. These include the creation of an advanced-manufacturing program at Agawam High School and a heightened focus on making students aware of career options that might not involve a college education.

For this, the latest installment of its Community Spotlight series, BusinessWest caught up with the mayor after his breakfast ritual — and after answering all his e-mails — to get a progress report on one of the region’s smaller but more intriguing cities.

Attention Span

While the start of work on the Morgan-Sullivan Bridge has triggered a host of questions for those breakfast sessions over the past 13 months, it has actually removed one topic from conversation — at least temporarily.

Indeed, the former Games & Lanes property on Walnut Street Extension, long an eyesore and source of unending questions and speculation about potential future uses, before and after it was torn down, has become a staging area for the contractor hired for the bridge project, Palmer-based Northern Construction.

“It made perfect sense,” said Sapelli. “They needed a staging area — there are two of them, actually, with the back end of the Rocky’s [Hardware] parking lot being the other. And with the bridge being under construction and the limited traffic and the inconvenience, it would be very difficult for the owner the develop the property; as soon as the bridge is done, it will be much more marketable.”

But there are still plenty of other things to talk about, said the mayor, who was just settling into his new job when he last talked with BusinessWest. Not quite a year later, he feels more comfortable in the role and is already talking about the challenges of having to manage a city and run for office every other year (Agawam is one of the few cities in the region that have not moved to four-year terms for their mayors).

“Just two years ago, there were a lot of vacant storefronts. Now, slowly but surely, we’re filling those in. We still have a ways to go, but we’re making good progress.”

“I’m learning every day,” he said. “Being an educator, I know that’s a good thing. I never would profess that I have all the answers; I don’t. But every day, I’m learning something new about municipalities and how they operate; I’m learning every time something new comes up.”

Lately, he’s been learning quite a bit about bridge reconstruction and all the issues involved with it. The same goes for his counterpart in West Springfield, Will Reichelt. The two meet and converse often on the matter on the matter of the Morgan-Sullivan Bridge in an effort to stay ahead of it and attempt to minimize the potential disruption.

As an example, he pointed to the jersey barriers now up on the bridge. They went up just a few weeks ago, but the initial plan was to erect them months ago, when it wasn’t actually necessary to do so.

“The original plan was to put them up in October, but I’ve seen too many construction jobs where they block them with these barriers and then no progress took place for months,” he explained. “So we said, ‘when you’re ready to block it, make sure you’re ready to do the work immediately and don’t waste people’s time and energy blocking it when nothing’s going to happen.’ And they listened.”

While day-to-day traffic will obviously be impacted by the bridge work, attention naturally shifts to those 17 days in September and October that comprise the Big E’s annual run. The two mayors are already in conversations with leadership at the Big E on ways to mitigate the traffic problems, said Sapelli, adding that shuttle buses are one option, and, in the meantime, electronic signs will likely be put out on I-91 and perhaps other highways to encourage Big E visitors to take alternative routes.

Getting Down to Business

As noted earlier, the phrase ‘economic development’ takes many forms, and in Agawam that means everything from zoning reforms to work on roads, sidewalks, and storm drains; from to efforts to raze blighted properties and commence redevelopment to ongoing work to bring new businesses to the city.

And Sapelli said there’s been recorded progress in all these realms and many others.

More than $2 million has been spent on streets and sidewalks — on both preventive maintenance and replacement — and another $900,000 was recently transferred from free cash to continue those efforts this spring, he noted, adding that 11 blighted properties — 10 homes and one business — have been razed, and another three homes are prepped for demolition, with 10 under renovation and more in the queue for receivership.

“This is a very involved process, and it’s takes time to take these properties down,” said Sapelli, adding that these investments in time and energy are well worth it to the neighborhoods involved.

Agawam at a Glance

Year Incorporated: 1636
Population: 28,718
Area: 24.2 square miles
County: Hampden
Residential Tax Rate: $16.65
Commercial Tax Rate: $31.92
Median Household Income: $49,390
Median family Income: $59,088
Type of Government: Mayor, City Council
Largest Employers: OMG Inc., Agawam Public Schools, Six Flags New England
* Latest information available

As for new businesses, the mayor listed several, including Taplin Yard Pump & Power, now occupying the former Allen Lawnmower property, JJ’s Ice Cream, and several other small businesses.

He noted that considerable progress has been made with filling vacancies in the many strip malls and shopping plazas that populate the city.

“Just two years ago, there were a lot of vacant storefronts,” he told BusinessWest. “Now, slowly but surely, we’re filling those in. We still have a ways to go, but we’re making good progress.”

As examples, he cited what’s considered Agawam Center, a lengthy stretch of Main Street, where several vacancies have been filled, and also the old Food Mart Plaza on Springfield Street, which is now essentially full.

District improvement financing has been key to these efforts, he said, adding that, with this program, taxes generated in a specific area — like Walnut Street and Walnut Street Extension) — from new businesses and higher valuations of existing businesses are put into a designated fund and used to initiate further improvements in that zone.

Many of these new businesses will no doubt be challenged in some ways by the bridge project, which will dissuade some from traveling into that retail area, said Sapelli, before again stressing that he and his administration, working with West Springfield leaders, will endeavor to minimize the impact.

Meanwhile, another avenue of economic development is education and workforce development, said Sapelli, noting that the School Department has been focusing a great deal of energy on non-college-bound students and careers in manufacturing and other trades.

“Superintendent [Steve] Lemanski and his staff are addressing the needs of those who will go on to careers, instead of going on the college,” he said, adding that the School Department is working in conjunction with the West of the River Chamber of Commerce on initiatives to introduce students to career options.

“A recent career day involving high-school and junior-high-school students featured 26 speakers,” he noted, adding that they represented sectors ranging from manufacturing to retail to law enforcement. “They’re doing a wonderful job to promote awareness of what offerings are out there besides just college, and that’s very important today.”

Food for Thought

As this spotlight piece makes clear, there is certainly plenty for those Sapelli is sharing breakfast with to kibitz about these days.

Between taxes, bridges, roads, sidewalks, and new businesses, there is plenty of material to chew on (pun intended).

Overall, there is considerable progress being made — and that includes Morgan-Sullivan Bridge itself — to make the city an attractive landing spot for businesses and a better place to live and work.

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

Features

Complex Equation

Dinesh Patel, left, and Vid Mitta in the soon-to-be-renovated lobby of the Tower Square Hotel.

Dinesh Patel, left, and Vid Mitta in the soon-to-be-renovated lobby of the Tower Square Hotel.

Both the office/retail complex known as Tower Square and the hotel that sits on the property would be considered somewhat risky investments, given their recent history. But the investment group Springfield Hospitality believes otherwise — in both cases. The new ownership group has announced an ambitious plan to get the Marriott flag back on the hotel, and it is confident about gaining a wide range of new tenants on the retail side of the equation.

As they talked about their plans for Tower Square, the downtown Springfield landmark they acquired last year, and the hotel that is a prominent part of the complex, Vid Mitta and Dinesh Patel had to be careful, even cryptic, with some of their comments.

Especially when it came to the long-rumored signing of the YMCA of Greater Springfield as a major new tenant. That deal has not been finalized, said the partners as they talked with BusinessWest following a press conference late last month on their plans for the complex. And when it is, that news will be announced by the Y.

But also when it came to the small park across Main Street from Tower Square. They hinted quietly that this acreage — dubbed the ‘Little Park for a Little While’ after the Steiger’s department store that sat on the site was torn down (yes, that was 24 years ago now) — will likely become the site of another “hospitality-related business,” probably a boutique hotel.

“We really can’t say anything about that at this time; that’s for … later; that will be phase two,” said Mitta, president and CEO of Mitta’s Group and a partner with Patel and also Rohit Patel and Kamlesh Patel of Maine in the Tower Square project.

As for what’s happening now, Mitta and Patel were not at all cryptic or even careful as they talked about Tower Square, the hotel, their plans for both, and their optimism when it comes to achieving progress and profitability at the office/retail complex that has certainly seen better days.

Peter Marks

Peter Marks says a long list of renovations and upgrades must be undertaken to get the Marriott flag back over the hotel, and the new ownership group is committed to making them.

“When we looked at Tower Square as a possible investment, we saw opportunity where perhaps some didn’t,” said Patel, owner of the Hampton Inn on Columbus Avenue in Springfield, a Quality Inn in Chicopee, and other hotels across the region, adding that, while there is a good deal of vacant space in the complex, especially on the retail side, there is a solid foundation on which to build, with two colleges, UMass Amherst and Cambridge College, assuming large footprints in the building.

And there are already some new building blocks in place, including White Lion Brewing, which is constructing a brewery and tasting area in the long-vacant Spaghetti Freddy’s space along Bridge Street.

As for the hotel, the press conference was called to announce that the ownership group is on schedule and on target to get the ‘Marriott’ name back on the façade. It was removed and replaced with ‘Tower Square Hotel’ in the summer of 2017 as the complex’s former owner, MassMutual, was putting the property on the market.

“When we looked at Tower Square as a possible investment, we saw opportunity where perhaps some didn’t.”

To get that brand name back, the owners must complete a comprehensive renovation and upgrade, said Peter Marks, general manager of the hotel, adding that plans have been blueprinted, considerable infrastructure work has already been completed, and the owners are committed to spending “tens of millions of dollars” to return the hotel to prominence and make it a vital cog in the ongoing resurgence in downtown Springfield.

For this issue, BusinessWest talked with Marks and members of the ownership team about Tower Square and its future (or at least the subjects they could talk about at this time) and why they believe this was a solid investment for them, and the city.

New Lease on Life

Mitta acknowledged that, to the casual observer, anyway, the glass at Tower Square probably looks more half-empty (at least) than half-full.

But the total amount of vacant space (perhaps 20% of the complex) is less than most would think, and there has been, as noted, some progress made toward bringing that number down further.

White Lion will make Tower Square its mailing — and brewing — address, he said, adding quickly that a staffing company and AT&T have come on as tenants recently.

And there is that solid foundation of education facilities on which to build, he said, adding that there are a number of different ways the space may be repurposed in the future.

This is what the new ownership group — operating under name Springfield Hospitality Group — saw when it began looking at Tower Square as a potential investment in 2018. The group paid $7 million for the 25-story office tower and attached retail space, parking garages, and the Steiger’s parcel. The hotel, a separate purchase, was acquired for $10.5 million.

“With Tower Square as a prominent landmark in the city’s downtown, we think we can bring all kinds of businesses, not just retail, to this location,” he told BusinessWest. “We think we can transform the mall into different kinds of uses.”

As an example, he said the complex could become an ‘educational hub,’ or a bigger one, given that there are already two institutions with classrooms and other facilities there.

“We’re working with two other local colleges,” he said, adding that he could not disclose their names because the talks were very preliminary. “Meanwhile, we want to bring in some basic amenities such as a nail salon or a massage parlor or banking. Overall, there are many ways we can fill the available spaces, and we have already started implementing them.”

By that, he meant the AT&T store, the new staffing agency, and the fitness center and daycare components of the YMCA’s operation, which, as noted, have not been finalized.

Overall, flexibility will be the watchword moving forward, he said, and while there are certain visions that have developed for what might the Tower Square complex might look like in a year, or five years, the shape it takes will ultimately be determined by the marketplace and the types of opportunities that present themselves.

“With Tower Square as a prominent landmark in the city’s downtown, we think we can bring all kinds of businesses, not just retail, to this location. We think we can transform the mall into different kinds of uses.”

“We didn’t have a full plan for Tower Square, because as a businessman, you have to take what is available and turn it into opportunity,” Mitta noted, adding that the business plan calls for being profitable “from day one,” and more so with each passing quarter and year.

As for the hotel, it was “unflagged” — yes, that’s the industry term — when Marriott presented a long list of needed renovations and upgrades to the previous owner, MassMutual, which decided those expenditures were not worth making.

As with Tower Square itself, the Springfield Hospitality Group saw things differently, said Patel, adding that he and his partners believe the sizable investment — whatever it will be — will ultimately translate into enough room bookings, weddings, meetings, and other events to justify the expense of getting the Marriott name back over the front desk.

Mitta agreed. He said new construction of a Marriott would require an investment of between $200,000 and $300,000 per room, based on where this building project was taking place. Between the acquisition price of the hotel and the cost of the planned renovations and upgrades, the Springfield Hospitality Group is in that ballpark and probably just below.

“And if those new construction projects are going to work, why not renovations at this prestigious landmark?” he asked, before answering that question himself, in the affirmative.

Plans call for what Marks called an ‘inside-out’ concept, where elements of the city are incorporated into the design and décor of the renovated hotel. Specific improvements call for renovations to each room and the addition of one room, a suite, bringing the total to 266, said Marks. Also, the sixth floor, familiar to most area business owners and managers because it’s home to the banquet space and conference rooms, will get a makeover that includes a new fitness center with glass walls overlooking the rooftop garden.

A new, much larger bridal suite will be added, he went on, noting that the lobby will be given a new look as well.

“There are a lot of exciting changes,” he said, adding that the hotel will become part of what’s called the ‘Reimagined Marriott World,’ a comprehensive survey of customers and potential customers to determine what they want in a hotel — and a Marriott.

“The feedback was, ‘we want more than a place to sleep,’” he told BusinessWest. “They said, ‘we want a place where we can connect, relax, entertain, and do all the things we want to do.’”

And this led to the conceptualization of what he called a ‘great room’ in the lobby.

“The entire great room is the one place to be,” he said. “There’s a bar there, you can eat anywhere in that whole great-room area, and technology will allow our staff to deliver unsurpassed hospitality in the market by going out and greeting the customer with tablet in hand and checking them in the lobby.”

Model rooms will be available for viewing this spring, he went on, adding that construction, already underway on infrastructure systems, will move to more visible areas in the coming weeks.

Staying Power

“We’re going to be the number-one, most prestigious hotel in Western Mass.,” said Mitta, adding that the planned renovations and improvements should position the hotel to fully capitalize on the momentum being seen in downtown Springfield.

He noted that the arrival of MGM Springfield, as well as the performances and events it will bring, add up to considerable opportunity for a name-brand hotel located in the heart of downtown.

“Usually, a casino like this has 1,000 rooms, and some have 1,800 or 2,000 rooms,” Mitta explained. “This one has 250 rooms. That’s not enough when you bring events like Stevie Wonder and Cher to your city. This creates opportunities. If we make this hotel business-friendly with a lot of amenities, people will stay downtown.”

That was the thinking behind this large investment, and the partners who made it are confident their investment will soon start paying real dividends.

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