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Where Are They Now?

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Dr. Andrew Lam inside the restored Brewer-Young mansion

Where Are They Now?

It’s called the ‘Cobra Effect.’

And Dr. Andrew Lam is more than happy to explain.

“In India in the 1800s, the British in Delhi had a problem: there were too many cobras. So they said, ‘let’s make a bounty on cobras; if the people bring us a dead cobra, we’ll pay them,’” he explained. “At first, it seemed to be going great; they were getting all these cobras, and the native cobra population declined. But for some reason, the cobras kept coming, and they realized people were breeding cobras so they could get paid for them. So they stopped doing the bounty, and then the people released their cobras into the wild because they were worthless, and that increased the cobra population.

“It was a classic backfiring of a well-intended policy,” Lam went on, noting that he made this case part of a chapter in his latest book, called What Could Possibly Go Wrong? Unintended Consequences, Unnecessary Blunders, and the Urgency of Avoiding Tomorrow’s Mistakes.

It is expected to be released early next year, said Lam, who gave BusinessWest a sneak preview of sorts — a breakdown of tentatively titled chapters and cases to be explored within them. 

In the chapter called “Resist the Easy Fix,” he looks at China’s one-child policy, price freezes, and rent controls. In one called “Assume Your Invention Will Be Misused,” he explores the work of the Wright Brothers, Alfred Nobel, and Richard Gatling, as well as developments such as AI. And in a chapter called “Do Good Carefully,” he addresses Prohibition and the Bay of Pigs.

We’ll get back to What Could Possibly Go Wrong? later. It represents just that latest … well, chapter in Lam’s story, and there are many of them, all ongoing.

Dr. Andrew Lam has written four books, with a fifth slated for release next year.

Let’s start with his day job. He’s a senior partner at New England Retina Consultants and professor at UMass Medical School. And there are his books, several of them now. The others are Saving Sight, in which he describes his life as a retinal surgeon while also telling the stories of doctors whose inventions make saving sight possible; Repentance, an award-winning novel drawn from the heroic story of a Japanese-American regiment that fought in World War II; Two Sons of China: A Novel of the Second World War; and The Masters of Medicine: Our Greatest Triumphs in the Race to Cure Humanity’s Deadliest Diseases.

And then, there’s his work in the community of Longmeadow. He started on the Historical Commission, later served on the Finance Committee, and, in 2024 was elected to the Board of Selectmen.

“I enjoy doing everything I can to help make Longmeadow better,” he said. “And I’m particularly passionate about helping to steer a prudent fiscal course.”

Meanwhile, Lam and partners Henry Clement and Chris Orszulak restored the historic Brewer-Young mansion on Longmeadow Street into co-working space called Modern Workspace. The venture, which had to endure its own battle to win approval from town board and, ultimately, town meeting voters, has successfully transformed the landmark, which had fallen into deep disrepair, into home for a wide array of professionals.

And just this past week, Lam gave the keynote speech as Longmeadow celebrated the nation’s 250th birthday party with an event on the town green.

Most of the above has happened since he was named a 40 Under Forty winner in 2014. Back then, he had two books published — Saving Sight and Two Sons of China — and was just starting to get involved with the town, on the Center School Council and Longmeadow Soccer Assoc., for example.

He’s added to the résumé in both realms, especially as a public servant, which he finds rewarding, but worlds apart from his work as a retinal surgeon, as he explained.

“I don’t think there’s anything as antithetical to the skills and attitude of being a surgeon as being in government,” he said. “As a surgeon, you learn to be decisive, and sometimes the stakes are extremely high. In government, it’s the exact opposite; it moves like molasses, and things that seem like common sense take a long time because of the process.”

For this latest installment in its Where Are They Now? series, we look at the many aspects of Lam’s life and career, and how he makes time for them all.

Learning from History

Dr. Andrew Lam in 2014, when he was named to the 40 Under Forty.

In his address to those assembled at Longmeadow’s 250th celebration, Lam offered some history lessons about men from Longmeadow who left their homes to travel to Boston the day after the battles of Lexington and Concord — men whose names now grace streets and open spaces in town: Captain Simon Colton, Medad Stebbins, and others.

He also offered some thoughts on the nation’s first 250 years and the forces that have shaped its trajectory.

“History shows us the story of American progress is not a straight line upward,” he said. “It has always involved setbacks, disagreements, sacrifice, and renewal. It has included grievous errors, from slavery to prejudice, nativism, and some wars fought abroad that contributed to untold havoc and suffering. 

“We’ve made mistakes, but the difference between us and the monarchies and dictatorships of the past and present is that our system allows us to recognize those mistakes and correct them,” he went on. “We do not have to pretend we are perfect. We can believe we have an excellent form of government and that America can be a force for good in the world, without insisting that we are exceptional or somehow better than people in other nations.”

These comments display Lam’s passion for history, public service, and learning lessons from past mistakes with an eye toward not repeating them. And these passions have driven his writing, which covers considerable ground — from China during World War II to efforts to cure deadly diseases — and different genres.

“A smart author would only do the same kind of book every time because you make a ton of connections with reviewers and readers,” he explained. “When I did the historical novels, I got lots of connections with people who write blogs and reviewers and podcasts on that subject. And with the medical books, I made a lot of connections. But I can only write well if I’m really interested and fascinated by the subject.”

This mindset includes his latest effort, which is much more than a comprehensive listing of things that have gone wrong over the years, everything from plastic bag bans to desegregation busing; tariffs to geoengineering; the ill-fated bullet train between Los Angeles and San Francisco to overreaction to the ‘shoe bomber.’

It’s also a look into what drives these failures — the cognitive biases, emotional drivers, and systemic blind spots that consistently derail even the most thoughtful plans.

“With optimism bias, we plan for perfection,” he explained, adding that this mindset drives everything from cities staging the Olympics to towns (like Longmeadow) building new DPW facilities, to people scheduling their day and leaving for appointments. And this bias helps explain why things go wrong — and why people are late.

“People expect there to be no traffic, no parking problems — we do this all the time in our daily lives; we’ll leave at the last second, for everything,” he said, adding that this is just one tiny example of how thinking everything will go right is a major contributor to things ultimately going wrong.

By cataloging some of the more infamous things that have gone wrong over the years, Lam hopes these cautionary tales can perhaps prevent future calamities on many different scales.

“This book covers our worst mistakes in government, business, medicine, the military, and more,” he said. “The idea is to learn lessons from these errors and apply them to future problems.”

The Write Stuff

Like most authors, Lam said that, even before his latest book has been published, he’s thinking about the next one.

He has an idea, but isn’t ready to share it just yet. Suffice to say it will address something he’s passionate about — and that certainly covers a lot of ground. 

Special Coverage Where Are They Now?

Where Are They Now?

 

Samalid Hogan

Samalid Hogan as a 40 Under Forty honoree in 2013 (below), and today.

Samalid Hogan in 2013

Samalid Hogan in 2013

 

Samalid Hogan likes to say she practices what she preaches.

By that, she means she applies what she tells her small business consulting clients — as well as those she assists as director of Business Support Services for the Boston Impact Initiative — to her own entrepreneurial ventures, including her latest one, Greylock Management Consulting, for which she has some ambitious expansion plans we’ll get to in a bit.

“I tell people the most important things are to know what your business is really good at, and keep an eye on the market, the industry, so that you know where things are going in the future, so you can be prepared to pivot and change your business model,” she said, adding that she does just that with Greylock, a growing venture that provides a wide portfolio of services that will soon get wider.

Hogan also likes to say she speaks the language of small business owners — because she’s been there (and is there), so she can relate to what they’re going through. She can speak from experience about what has gone right and, just as importantly, the mistakes she’s made and seen others make.

Hogan’s résumé is complete with a number of stops involving work with small businesses, many other aspects of economic development, and work on both a community- and region-wide basis. And while assisting entrepreneurs at many of these stops, she has always been entrepreneurial herself.

Indeed, her first professional stop was chief of staff for state Rep. Cheryl Coakley-Rivera in 2003. Later, she served as an economic development and policy analyst for the Pioneer Valley Planning Commission.

She was working as senior project manager and brownfields coordinator for the city of Springfield when she was selected as a member of BusinessWest’s 40 Under Forty class of 2013, and she was serving as regional director of the Massachusetts Small Business Development Center when she won the coveted Alumni Achievement Award — given each year to a 40 Under Forty alum who has most notably built on their success — in 2017.

Along the way, there have been entrepreneurial ventures of her own, such as CoWork Springfield and different consulting ventures, culminating with Greylock, which she launched in 2021.

There have been several other awards along the way as well, everything from the Women Trailblazers and Trendsetters Award from the Latino Chamber of Commerce to the Harold Grinspoon Foundation’s Entrepreneurial Spirit Award; from the Gateway Cities Innovation Award to her latest honor, the ALX 100 Award for Latino Leaders in Massachusetts.

“I don’t like telling people what to do. I want to help them discover their path, but also learn from others’ mistakes, so they don’t make those same mistakes, which can be costly.”

The various words in those award titles — ‘leader,’ ‘innovation,’ ‘trailblazer,’ and others — speak to how Hogan has dedicated her career to not only inspiring entrepreneurship and assisting small businesses, but also being involved in the community on many different levels.

And while the honors are nice, she says a greater reward has been her involvement, at various levels, with some intriguing entrepreneurial success stories — in this region and beyond. These include Las Kangris Restaurant & Bar in Springfield, for which she helped secure a $50,000 BizMPower grant from MassDevelopment; GJC Signs & Digital Signs; and Rozki Rides, a transportation service in Springfield.

For this latest installment of its Where Are They Now? series, BusinessWest checks in with Hogan, who is always getting down to business — and helping others do the same.

 

Reaching Higher

As for Greylock Consulting, that name was chosen as a nod to the state’s highest mountain and how she can help her clients achieve similar altitude, if you will, with their ventures.

“We want to take small business to new heights,” she said, adding that, as a consultant, and in her work with the Boston Impact Initiative, she acts as a guide of sorts, but one that lets the business owner choose the path. She acts to help keep that path clear of crippling setbacks.

“I don’t like telling people what to do. I want to help them discover their path, but also learn from others’ mistakes, so they don’t make those same mistakes, which can be costly,” she told BusinessWest. “It’s a great advantage, and I think I speak with a lot of credibility with the entrepreneurs. They’ll say, ‘she knows, she understands, she knows this is a 24/7 thing.’ As a business owner, you’re never off the clock. You might go on vacation, but you’re still thinking about it.

“I understand the frustration and the hard work it takes to run a successful business and the ups and downs that come along the way,” she went on. “Whether you’re dealing with people or cash flow issues, or your industry is changing, such as with AI, there’s always juggling.”

Helping business owners keep the many balls they’re juggling in the air has become a career for Hogan. In her current capacity with the Boston Impact Initiative, she provides strategic advisory and technical assistance to early-stage and growth-stage businesses, helping entrepreneurs strengthen business models, financial stability, and community impact.

In that role, she’s been involved in several key initiatives, including the securing of $532,000 in state Small Business Technical Assistance funding to launch and operate Accelerate Your Impact, the agency’s pre-investment business coaching program, as well as co-designing the GreenEdge Accelerator, a statewide program supporting 23 women and minority-owned businesses in the clean energy and climate sectors.

At Greylock Consulting, she is part of a small team that provides an array of services, including business development, operations development, financial models and business plans, applications for funding, technical assistance, marketing, and more.

That team, and that list of services, are both set to grow, Hogan said, adding that she is responding to recognized need in the marketplace with expansion plans.

“We’re going to be offering business support services in addition to the coaching that we do; this will include bookkeeping, human resources, payroll, marketing, and website development, as well as AI tools,” she said, noting that these additions will be launched in April.

“I understand the frustration and the hard work it takes to run a successful business and the ups and downs that come along the way.”

She’s been contemplating this expansion effort for some time now, noting that it was inspired in part by a study on barriers confronting minority contractors in Western Mass. as they bid for contracts. It revealed that, while these contractors were good at their various trades, they needed help with various aspects of running their businesses, such as back office help.

So Greylock is responding to this need in an aggressive but measured way, another example of practicing what she preaches to her small business consulting clients.

“I said, ‘we need something here in Western Mass. that can provide all those services under one umbrella,” she said, sounding like a true small business owner when she added, “I’m excited about all this, and I think it’s going to be great, but I’m also a little nervous. It’s a lot of moving pieces, and I’m bringing on three additional people.”

 

Stepping Out

As she moves forward with plans to expand her business, Hogan is also getting more involved in the community, another aspect of being in business that has always been very important to her.

Indeed, she is currently a trustee at Springfield Technical Community College, a board member at Tech Foundry and the Springfield Regional Chamber of Commerce, a member of the Governor’s Latino Advisory Committee, and vice president of the Rotary Club of Springfield.

“Slowly, I’ve been able to support more community more,” she said, citing, as just one example, becoming a sponsor of the Service Above Self luncheon put on by the Rotary Club and the Basketball Hall of Fame. “To me, it’s very rewarding to be able to make those investments in our community.”

All this sounds fitting for someone who has not only a 40 Under Forty plaque on her desk, but an Alumni Achievement award as well — and continues to build on all of it.

Where Are They Now?

Where Are They Now?

 

Mike Vedovelli seen today at Eversource

Mike Vedovelli seen today at Eversource

Mike Vedovelli as a member of the 40 Under Forty class of 2011

Mike Vedovelli as a member of the 40 Under Forty class of 2011

Mike Vedovelli says it’s as if he had written the job description for himself.

Indeed, Eversource had posted for a Community Relations specialist, and the job description it sent out indicated it was looking for someone who knew the region — as in the four counties of Western Mass. — and also “knew the economic development side of things,” said Vedovelli, who had all this covered through previous career stops.

These included nearly a decade in Westfield’s Community Development office, several more running the Western Mass. office of the Massachusetts Office of Business Development (MOBD), and then a few years as director of Community Development in Chicopee.

He thought that experience qualified him to join the giant utility in the community relations role, and those doing the hiring agreed, thus beginning an intriguing chapter in the career of this 2011 40 Under Forty honoree. And he’s written a few more since joining Eversource, rising in the ranks, first as manager of Community Relations for Massachusetts (overseeing the team of specialists, each serving their own region), and currently as director of Community Relations and Economic Development in Massachusetts.

Based at the utility’s facility on Cadwell Drive in Springfield, but frequently on the road to communities in every corner of the state, Vedovelli now oversees a team of 14, “which rises to 140 during storm events,” he said, adding that one of his many responsibilities is to work with those on his teams to coordinate response to severe weather in the more than 70 communities served by the utility.

“Each city and town has a designated liaison,” he explained, adding that, from an incident-command structure in Boston, he oversees these liaisons as they work with their respective communities on preparation for, and response to, severe weather.

 

Community Focus

We’ll get back to the weather and how Vedovelli and Eversource prepares for it. But first, a look back.

Vedovelli, who grew up in Indian Orchard and stayed in the region, first started working in government and economic development when he became an accountant and Grants Compliance coordinator in the Westfield Community Development office, overseeing HUD initiatives and especially the Community Development Block Grant program.

He worked in Westfield for more than 10 years before becoming a regional director for the Massachusetts Office of Business Development, with the region essentially being everything west of Worcester — 101 cities and towns, a number that has stuck with him.

While getting to know those cities and towns in the 413 and their business communities, he helped several companies, including Titeflex and Smith & Wesson (which would eventually relocate its headquarters and significant operations to Tennessee starting in 2021), stay in the region, expand, and create more jobs.

“I made a point of getting to know all four counties as well as I could — knowing not just the businesses, but the fabric of the communities — and making connections.”

“I was representing the governor and the administration, and you had to be aware of what was occurring on many different levels, not just in business development opportunities,” he said of his work at MOBD and now it would provide him with invaluable experience for career stops to come. “I made a point of getting to know all four counties as well as I could — knowing not just the businesses, but the fabric of the communities — and making connections.”

It was rewarding work that came to an abrupt end with the change of gubernatorial administrations in January 2015. A few months later, one of those connections he’d made paid off when he got a call from then-Chicopee Mayor Michael Kos to see if he would be interested in becoming the city’s next director of Community Development.

Vedovelli was, and spent the next few years on projects ranging from redevelopment of the former Uniroyal plant to the opening of a Mercedes-Benz dealership on Burnett Road.

But then, he read the job description that seemed written for him.

Over the past nine years, he has added several new responsibilities, but maintains that the work still comes down to making connections and building relationships, something he’s been doing his whole career, while “handling all things Eversource, on the gas, electric, and transmission sides.

“Every day is different — that’s the 24/7 nature of the business,” he said of his work and what he likes most about it, adding that his job description is varied and includes everything from educating public officials, communities, and other key partners on Eversource’s projects to conducting outreach for the siting of major projects and strategic initiatives.

 

Power Play

In recent years, a growing focus has been on meeting the state’s decarbonization goals and the many investments needed to make that happen.

“We’re working very closely with our load forecasting team to analyze areas as we move toward decarbonization, and the loads that will put forth on the system,” he explained. “New infrastructure will be needed, and placing infrastructure is always a challenge, while also upgrading the existing system to make it as safe and reliable as we can.

“People are relying on power more and more — not just for their home and business, but for electric vehicles and everything else that requires power,” he went on. “It’s a needed resource.”

Then there’s the weather, which has always been a very big part of this job, he said, adding that the utility contracts with several weather services and partners with the University of Connecticut, which creates the UConn Outage Prediction Model, which is fed with high-resolution weather data to forecast a storm’s impact on the electric grid.

The model takes into account everything from snowfall amounts to wind speeds to the amount of foliage in trees (a huge factor in the devastating impact from the pre-Halloween storm in 2011) to project the level of power outages, he went on.

“With the information that we get from the weather service and the information we get from the prediction models, the incident commander can make decisions on enacting an emergency response plan,” Vedovelli explained. “Everyone in the company has a storm role.”

And while the community liaisons have many responsibilities, he said, the biggest is communicating with officials in that city or town so that they can make informed decisions.

“If they know when a road is going to be open, if they know when power is going to be restored, they can make decisions for their community,” he told BusinessWest, adding that this is especially true during weather events that stretch over several days.

Preparation is always the key, he said, adding that Eversource is prepping for hurricane season from June to early November, and there are regular training programs to help ensure that those at the utility are prepared for whatever might happen and have the necessary resources in place. Such was the case with three tornadoes that touched down on Cape Cod in July 2019, an unexpected weather event, he noted.

“If you think about the Cape and how many people are there in July … now mix in a tornado,” he said. “That tornado came through on a Tuesday, and everything was buttoned up and cleaned up by Thursday. That shows you the power of being prepared.”

Helping the utility and communities across the state be prepared for such calamities is now a big part of Vedovelli’s job description. No, he didn’t write it himself, but his past experiences have enabled him to carry it out and make a surge — yes, that’s an industry term — in his career.

 

Where Are They Now?

Where are they now?

Seventeen years after being honored among the 40 Under Forty, Bill Collins says he hasn’t lost any of the enjoyment he gets from seeing people enjoy good food — and each other.

Seventeen years after being honored among the 40 Under Forty, Bill Collins says he hasn’t lost any of the enjoyment he gets from seeing people enjoy good food — and each other.

When BusinessWest caught up with Bill Collins this month at his East Longmeadow restaurant, Center Square Grill, he was about to head over to the Big E. It’s a relationship that started in 2014 when the director of the fair’s agricultural programs asked him to stop by.

“She said, ‘hey, I’ve got a group of 4-Hers, and I’ve got some lamb. Any chance you’d come in and cook a recipe?’ So I did that. And 11 years later, I’ve surpassed 96,000 samples of recipes that I’ve cooked there and given away. Every day of the fair from 11 to 1:30-2, I go in, get on a microphone, and cook a dish, and all the dishes I prepare are from local farms around New England.

“It has become a little bit of a passion for me,” Collins went on. “It’s a cool experience to be able to take somebody who might not understand the economics of where the money goes in the community if you buy local, versus at the big box store, and the differences in the meat. To be able to talk about that stuff is pretty cool.”

The same year he started demonstrating recipes at the Big E, Collins opened Center Square Grill, which was a success out of the gate and has remained so, albeit not without some challenges, from the difficult pandemic years to the current inflationary landscape that has made everything more expensive, to a sprinkler system that malfunctioned last year and shut the place down for a few months — followed by a fight with the insurance company.

“We paid all of our front of the house and back of the house employees for eight weeks while we were shut. And I paid the employees in the front the average of their tips as well, because we felt there was some gray area in the way our policy was written, and we felt that we could get paid back for that,” Collins said.

“When I talked to my wife, I said, ‘listen, we’re going to do this, and I’m scared because it’s a lot of money.’ But if we didn’t, the employee market was so competitive at that point. And everybody was so well-trained that if we didn’t do that, you know, it wouldn’t have been two months we were closed — it would be more like six by the time we hired, retrained, and everything.”

So Collins cashed in a retirement policy to pay his staff in full, and when the insurance company initially refused to cover the tip pay, he stood firm and made it clear he’d fight that decision — and eventually was reimbursed for all of it.

“What was the alternative? Center Square Grill goes away for six months, right? Nobody wins there,” he recalled.

When Collins was named to BusinessWest’s second-ever 40 Under Forty class in 2008, he was 28 years old, working as director of Operations in the Spoleto Restaurant Group, overseeing six dining locations owned by noted restaurateur Claudio Guerra.

“You know, it’s funny — when I met Claudio, I was 19 years old, and I didn’t have two nickels to rub together, but I always envisioned being in business for myself. I was always a hustler,” Collins recalled.

“I don’t believe I actually deserved to win that award in 2008,” he added. “I think now I do; we’ve accomplished a lot. But I don’t know that I was fit to be in that group of people at that point, but I’m still appreciative — it was an awesome honor.

“But at that point, I was definitely thinking about being on my own. And when I did go on my own, I probably wasn’t economically in the right position to give it a shot, but when is the right time, you know? You eventually have to go for it. And it had been in the back of my head since I was a kid.”

The original vision for Center Square Grill was a creative American eatery with multiple culinary influences, where people would want to visit more than once a week.

“We didn’t want to be too specific. Everybody in town already had their favorite Italian place, they already had their favorite Chinese place. What I felt was lacking was a quality, slightly upscale version of a tavern — a place where you can get a burger and a beer or come in for a date night for steak and oysters.”

“We didn’t want to be too specific. Everybody in town already had their favorite Italian place, they already had their favorite Chinese place. What I felt was lacking was a quality, slightly upscale version of a tavern — a place where you can get a burger and a beer or come in for a date night for steak and oysters.”

These days, Collins employs around 90 people at his businesses, most of them at Center Square. He also owns a percentage of Barburrito in Ludlow, and is a partner in Hawks Landing, a farm in East Longmeadow that the owners plan to use for everything from pumpkins, apples, and a corn maze in the fall to an activity space for community events — while producing farm-fresh produce for their various other businesses, which include One Way Brewing in Longmeadow. He also recently launched a food, travel, and lifestyle TV show on WWLP called The Food Explorer.

Meanwhile, “my wife and I know that the restaurant business is tumultuous. So we decided to live on a fixed income from the restaurant, and anything extra that we earn, we’ve developed into a real estate company. We have about 20 doors in this area for rentals, and a lot of our employees actually live in them. And we continue to be on the hunt for quality properties to add in the portfolio. That, I think, might eventually be bigger than my other businesses.”

Bill Collins said Center Square Grill was an immediate success, but has had its share of challenges, from the pandemic to last year’s sprinkler malfunction.

Bill Collins said Center Square Grill was an immediate success, but has had its share of challenges, from the pandemic to last year’s sprinkler malfunction.

Like he was mentored under Guerra and others in his younger years, he takes pride in seeing his own employees spread their wings, like Andrew Brow, who started working with Collins at age 16 and eventually struck out on his own with a series of area restaurants (and 40 Under Forty honors himself in 2023).

“It’s been a cool journey,” Collins said. “I always say it’s one part luck, it’s one part hard work and smarts, and it’s one part being in the right position and knowing the right people.”

As for what he enjoys most about coming to work each day, Collins may have put it best during a visit last year to the BusinessWest podcast, BusinessTalk.

“It’s the people,” he told us. “When I sit back in the corner of a restaurant that I’ve built and I see people enjoying themselves and having this little bit of escapism going on — whether they got a babysitter and they’re having a date night or they’re celebrating a birthday or an anniversary — and the whole vibe is good, the music’s spot on, the lights are right, the food is good, and I just see two people so happy together, enjoying their night … that’s what does it for me. I love giving people that small escape, even if it’s just for an hour.”

Where Are They Now?

Where Are They Now?

Elizabeth Staples today

Elizabeth Staples today

Elizabeth Staples was honored in the 40 Under Forty class of 2016

Elizabeth Staples was honored in the 40 Under Forty class of 2016

When Elizabeth Staples was named to BusinessWest’s 40 Under Forty class of 2016, she had been running her business, the Good Dog Spot, for almost a decade, based on one foundational idea: that canine daycare should be more than stowing dogs in kennels.

“On the East Coast, you mostly saw the warehouse style of boarding — put the dog in a cage and go away, which is kind of sad,” she explained back then. “But nationally, the trend was toward an off-leash play center, where people could feel good about leaving their dog and not feel guilty about it. That’s what we wanted to bring to this area.”

Fast-forward nine more years, and Staples is still evolving the idea of how best to serve dogs and their families.

“There’s been a shift in the industry that recognizes that dogs are parts of our family, and people want more than even just a place for them to go play all day,” she told BusinessWest during a visit earlier this month. “They want to make sure that their lives are full of enrichment, and every dog is a little different, so their needs might be a little bit different. So it’s not quite the same as throwing all the dogs into a big group for playtime anymore.”

She’s talking about the Enhanced Dog Daycare program, which goes beyond playtime and aims to create a balanced day that leaves a dog fulfilled, but not exhausted, through carefully tailored activities, personalized attention, and thoughtful socialization — all individualized for each guest.

From a single location in Chicopee starting in 2007, the Good Dog Spot expanded to a second site in Northampton in late 2016, and both locations offer daycare, boarding, grooming, and services like Spot’s Tots, which is a puppy socialization program that gets pups ready for the daycare environment.

“Every dog is a little different, so their needs might be a little bit different. So it’s not quite the same as throwing all the dogs into a big group for playtime anymore.”

“That young puppy period is a really influential time where you can set them up for some very positive experiences,” Staples noted.

In its first nine years, leading up to her 40 Under Forty recognition, the Good Dog Spot grew from one employee to 18, and boasts close to 40 now. In 2016, the business served about 30 dogs a day; now, on a busy day, each site may see 50 dogs checking in for daycare, 20 for boarding, and another 20 for grooming.

“We’re growing organically with the two locations. I guess the big-picture dream is that there would be a third location,” she said. “We currently rent both of our locations, and we’ve got great relationships with our landlords, but eventually owning a property we’re in would be a future goal for us as well.”

The COVID years posed challenges on multiple levels, starting with how to serve the public under strict state regulations.

“Daycare was still on the essential list, so we could open for daycare and grooming, but we couldn’t do boarding. And then it shifted, but the shifts were not necessarily communicated clearly,” Staples said.

“But we realized that grooming was the essential service. You’ve got elderly people that can’t take care of their dogs. You’ve got hygiene, fleas, ticks, and things like that that you want to make sure you’re taking care of,” she noted. “Then, when that got taken off of the essential list, we could only do one at a time. And you’re making clients unhappy because they’re like, ‘my dog’s there; can’t you just groom him anyway? But we couldn’t because we could get fined. So it really was complicated.”

The other change coming out of COVID was that workforce issues across a broad spectrum of industries were forcing wages up, and with a growing staff, the Good Dog Spot has had to respond in order to attract the best talent, hiring staff at $18 per hour and paying managers in the mid-20s.

“We had to stay ultra-competitive,” Staples said. “Minimum wage was going up anyway, but to get ahead of that curve was challenging because we needed to bring in quality people to take care of these pets. The increase in wages allows us to take good care of our staff and keep them happy, content, and safe. But it also allows us to do what’s great for the dogs, so it’s just been a win-win all around.”

Since their children were born, Staples’s husband, Cory, has handled much of the day-to-day operations of the Good Dog Spot. “Cory’s focused on the numbers, and I focus more on what’s really great for the dogs. And when the two mesh together well, that’s really great to see,” she said.

She is also proud of the business’ focus on continuing education and safety. Both Elizabeth and Cory are certified through the Professional Animal Care Certification Council, and they’ve been involved with an organization called Fear Free Pets, which offers training to help the staff recognize stress signals and other signs in an effort to work with animals in a positive way. Employees are also certified in first aid and CPR.

As for the continued growth over the past 18 years, Staples said having to keep up with demand — in terms of both staffing and evolving client offerings — has been challenging, but gratifying when she looks back at her humble beginnings. “It really does blow my mind sometimes.”

Where Are They Now?

Where Are the Now?

Jessica Roncarati-Howe in her 2012 40 Under Forty portrait

Jessica Roncarati-Howe in her 2012 40 Under Forty portrait

Jessica Roncarati-Howe  in the Dress for Success boutique today.

Jessica Roncarati-Howe in the Dress for Success boutique today.

 

When Jessica Roncarati-Howe was honored as a member of the 40 Under Forty class of 2012, she was executive director of the AIDS Foundation of Western Massachusetts — a job with many hats, all of which she wore proudly.

As the foundation’s only paid staff member, she was in charge of marketing and development, administering the grant program, co-chairing most events, and overseeing a cadre of volunteers and interns.

The AIDS Foundation had three missions: providing financial assistance to about 100 patients a year for expenses like rent, utilities, and medications; educational components, including the training of young peer educators to bring awareness into high schools and colleges; and referral services to help people with the disease access healthcare and other resources.

And those efforts made a difference, and even saved lives, considering Greater Springfield had the highest rate of infection in the state at the time.

“It was so gratifying to help them, not just get the services and supports they needed, but build their level of dignity and quality of life,” Roncarati-Howe recalled. “That work really was my heart for the longest time. It taught me a lot about this community, its diversity, how it feels to meet somebody where they are in their lives, as opposed to holding expectations of where people think they should be, and then helping them from that point. It was a remarkable bit of education for me. And that’s something that I wanted to carry into my career going forward.”

Eventually, the heavy workload of that job wasn’t meshing with her home life as well as she would have liked, and she didn’t want either to suffer. “I left the AIDS Foundation because I had a responsibility to both the people who relied on the foundation and my daughter, and I couldn’t juggle both without doing a disservice to one or the other.”

So she moved on to other jobs (and had “surprise twins” along the way), but nothing felt like the right fit — until she became involved with Dress for Success of Western Massachusetts, which she serves as executive director today.

“A friend of mine who was president of the board at the time met with me and asked if I might be interested in a position as program coordinator, but she couldn’t promise me anything except complete uncertainty and lousy pay,” she laughed.

Yet, the executive director at the time felt the organization was on the cusp of rapid growth, and she was right — eventually. Roncarati-Howe’s initial experience was something different, as she came on board in January 2020, just before the world shut down.

“My job went from defining existing programs and building more programs to figuring out what our participants actually needed in that moment and building from there,” she recalled. “And that meant scaling back and scrapping some things, going in different directions that we never expected that we would go. And, lo and behold, we ended up not only successfully delivering programs and services through the pandemic, but also growing.”

From program coordinator, she quickly advanced to director of programs and operations, and began to feel the same sense of ‘right place, right time’ that she had with the AIDS Foundation.

“The more things changed in the world, the more important it became to me to do meaningful work again. And now, I can’t see myself contentedly doing anything else.”

In January 2024, when the executive director position opened up, Roncarati-Howe was named to that role in an interim fashion, and the job became official two months later.

“We’ve all been in a position where we’ve needed help, we’ve needed support, and we haven’t known what the next steps are. To be able to provide that for women is an honor. That’s why I do this.”

It’s impactful work, with services that include the well-known boutique where women can get professional attire for interviews and after landing jobs, and also the Foot in the Door program that focuses on work readiness, from résumé writing and interview skills to networking, workplace etiquette, professional attire, and how to navigate difficult situations on the job.

Dress for Success also partners with a number of organizations, including hiring agencies, employers, and community colleges, to make sure as many people as possible graduate and move right into further training, higher education, or a job within three months of graduating.

“Instead of having siloed programming, we’ve developed a model that we call the continuum of support,” Roncarati-Howe said. “We help a woman from the moment they walk in the door, wherever they are in their life and whatever their needs might be, to whenever they feel that they don’t need us anymore. In some cases, that’s eight to 10 years.”

The program also provides basic computer literacy and a laptop, courtesy of Tech Foundry; basic financial wellness with Liberty Bank; and preparation for the National Career Readiness Certificate exam, not to mention the Margaret Fitzgerald Mentorship Program, a year-long, one-on-one mentorship with a professional or retired professional woman in the community.

The work of Dress for Success of Western Massachusetts is being amplified and expanded with the recent opening of its new Women’s Career Center, which will make the nonprofit’s workforce-development programming available to hundreds more individuals each year, both on a drop-in basis and through regularly scheduled workshops.

The organization will celebrate all of this, and its impact, at its 25th-anniverary Common Threads gala coming up on Thursday, April 17.

“We really try to ensure that, no matter who’s coming to us, the answer is never ‘no,’” Roncarati-Howe said. “It’s just so heartwarming and inspirational and gratifying. It’s also humbling because our perspective is that we’re serving. We are grateful to be able to do this work and do good for people who need us because we’ve all been in a position where we’ve needed help, we’ve needed support, and we haven’t known what the next steps are. To be able to provide that for women is an honor. That’s why I do this.”

Where Are They Now?

Where Are They Now?

 

Tad Tokarz

Tad Tokarz in 2007 as a 40 Under Forty honoree (right) and today in his office at Springfield Central High School.

Tad Tokarz

Tad Tokarz

Only a few months after being named to BusinessWest’s inaugural 40 Under Forty cohort in 2007, Tad Tokarz won a promotion.

At the time of that first award ceremony, he was wrapping up another school year as assistant principal and director of Athletics at Springfield’s Central High School. But then-Principal Dick Stoddard retired, and Tokarz, then just 33 years old, applied for and won the job.

It altered his life’s course in some ways, but has impacted the lives of young people in far more meaningful ones.

As for his career, he was the owner of the Western Mass. Sports Journal at the time, which covered sports at a variety of levels, but always with a Pioneer Valley slant. Operating out of the Scibelli Enterprise Center at Springfield Technical Community College, it was, in essence, a second full-time job, and one he couldn’t keep going after his promotion at Central.

“Once I became principal, it was just too much work. So we had to shut it down,” Tokarz recalled. “But it was good while it lasted. The experience that I got from from running my own business has helped me tremendously here, because this is a business, with the hiring and the partnerships and the thinking outside the box. So I think that experience really helped me push Central forward in a unique direction.”

And that he has, in more than one way. “Physically, it’s a different place,” he said, citing the addition of a three-story science wing with 12 classrooms, a renovation to the athletic complex, and a current project to renovate the theater and gymnasium.

But socially, Central is also different, he added, noting that “we have put so many safeguards in place and wraparound services for our kids.”

And academically, well, the numbers speak for themselves; last year’s seniors set a Central record with $24 million in scholarship offers.

“We sent kids to some of the best colleges and universities in the country, and it’s great giving kids an opportunity to excel in whatever interests them once they graduate. We tell our kids, ‘we want you to have options when you graduate,’ and I think we’re doing a pretty good job.

“It’s very rewarding to see where these kids actually end up, and to feel like you played a small part in their development.”

“We have a tremendous staff, and the district has given us an amazing amount of support,” he went on. “Yes, COVID was a real challenge for us. But we came out stronger, I think, after COVID. What transpired was kids starting to participate more in clubs and activities. That’s a big part of who we are. We want our kids to participate, whether it be ROTC, athletics, clubs, whatever it is.”

Students have also improved academically, and that success has been mirrored by Central’s athletic programs, which bring in 10 to 15 Division I athletic scholarships each year, “so we’re watching our kids play on TV, which is fun,” Tokarz told BusinessWest.

“Now, we have every college in the country recruiting our students, athletically and academically. This year, we created a new position of recruiting coordinator; he meets with a lot of the seniors about the kinds of colleges would best suit them, along with our guidance counselors, adjustment counselors, and graduation coaches. So we’re done a lot of different things the last 17 years, put in a lot of different positions, to push kids forward, not just in the classroom, but far beyond that.”

Tokarz, always willing to work toward self-improvement — for instance, he completed an Ironman triathlon in 2005 just two years after starting to train on a bike and in the pool — has earned a doctorate degree in educational leadership since his promotion to principal. But while working toward becoming a better leader, he still says it’s the students and staff that make his job fulfilling.

“They make this place what it is. And it’s never boring; you’re helping people get to the next chapter in their life, and that, to me, is very rewarding,” he said. As for the staff, “the people that we have surrounding our students are second to none, and the reason why we’ve been so successful over this time period.”

New challenges are always emerging in education; right now, Massachusetts schools are waiting to see if voters decide on Nov. 5 to keep the MCAS test as a graduation requirement.

If they decide to change course, Tokarz said, “I’m interested to see how that’s going to change the testing and the accountability, because we’ve always focused on accountability — that’s important to us.”

No matter how the standardized test is deployed, Tokarz said he and his team will continue to help students get the best grades possible and envision a future where anything is possible.

“I just came back from the 10-year reunion of the Central High School class of 2014, and we have dentists, doctors, veterinarians, people working downtown in New York City on the Today show … all kinds of stuff. It’s very rewarding to see where these kids actually end up, and to feel like you played a small part in their development.”

Where Are They Now?

Where Are They Now?

Danielle Williams

Danielle Williams has made a smooth transition from practicing law to the bench.

Danielle Williams seen as a 40 Under Forty winner

Danielle Williams seen as a 40 Under Forty winner in 2015.

“When last we left our heroes…”

That’s a line Baby Boomers will remember from the start of each Rocky & Bullwinkle episode. Danielle Williams might have written it a few times a decade or so back, when she was co-creator of comic-book heroes known as the Mighty Magical Majestics, “keepers of ancient mysteries and defenders of civilization.”

Williams’ creative exploits were a major storyline as she was named to BusinessWest’s Forty Under 40 class of 2015; by day, she was an attorney with the Northampton-based firm Fierst Kane & Bloomberg LLP.

Today, she’s still writing, but it takes a much different form, such as motion decisions, which comprise one of the myriad aspects of her work as associate justice of the Westfield District Court, a role she assumed almost five years ago.

This isn’t the job she’d always dreamed of. It’s the position she was told she should apply for after serving just a few years in the job she did always dream of — assistant court magistrate.

“I wanted to do that way back when I was a victim witness advocate in 1999; I had my eye on that job for a long time,” Williams said, noting that it comes with a number of responsibilities. “When I finally got the job, in 2016, I thought I had reached the height of where I wanted to go.”

But after being told by more of the few of the judges she worked with that she should consider joining them behind the bench, she did just that. She wasn’t sure she was ready the first time she applied, and didn’t get an appointment, but felt far more ready the second time, which turned out to be the charm.

Today, she splits her time among courts scattered across the 413, or what’s known as District 6, from Westfield (although she’s not there much, even though that’s her court of appointment) to North Adams; from Chicopee to Orange. On the day she spoke with BusinessWest for the second installment of its Where Are They Now? series, she was in the Palmer court, a shorter drive from her home in Wilbraham than to most of the other courts.

Still, she puts a considerable number of miles on the car, maybe the thing she likes the least about this job, which also provides her with daily opportunities to learn and grow as a jurist and, more importantly, chances to make a difference.

“Our job is to give people access to justice and an opportunity to be heard,” she said. “I’m glad to be part of a system where I hope I’m helping people do that.”

As noted earlier, while Williams enjoyed practicing law — she focused on litigation, housing, and intellectual-property law — she always wanted to be a clerk magistrate. And it wasn’t really long after that goal was realized in 2017 that Judge Willam Boyle, one of many she worked with, suggested she consider applying for a judgeship.

“It’s difficult to make those decisions, and, in my opinion, it should be difficult to make those decisions. Because when you make those decisions, you’re not just affecting that person in front of you; you’re affecting that person’s family and their community. So those shouldn’t be easy decisions to make.”

Williams admitted she needed some convincing, but eventually did apply, unsuccessfully at first, before breaking through at the height of COVID, when she was appointed by Gov. Charlie Baker to the Westfield District Court, and started on Black Friday.

She traditionally gets word a week or two in advance of what court she will be sitting in, but things happen, as she noted, so she must be prepared for anything — and to travel anywhere.

District courts handle both criminal and civil matters, Williams explained, adding that, while there are many aspects to this work, perhaps the most difficult is sentencing. And for some crimes, including firearms violations, there are mandatory minimums, which takes some of the decision making from her, but doesn’t make sentencing anyone any easier.

“Some of our defendants are so very young — their early 20s, and sometimes 18 or 19,” she said. “And there is a proliferation of firearms in our cities. It’s sad — sometimes you don’t have a choice. They don’t give you much of a choice, but it’s still sad to have to sentence someone so young.

“It’s difficult to make those decisions, and, in my opinion, it should be difficult to make those decisions,” she went on. “Because when you make those decisions, you’re not just affecting that person in front of you; you’re affecting that person’s family and their community. So those shouldn’t be easy decisions to make.”

As for what she likes most about her work, Williams said it’s the ability to make a difference in the lives of others — and, for her personally, the opportunity to continue learning.

“We get some really interesting issues, particularly with motions to suppress,” she noted. “It makes me learn, it makes me do research, so you feel like you’re always learning.”

She noted that this has been an intriguing year for the courts, with high-profile cases in Massachusetts (the Karen Read murder trial, for example) and nationally — such as many lawsuits involving Donald Trump.

Overall, and in Massachusetts especially, she believes the judicial system has … well, acquitted itself well.

“I’m very proud of our judicial system in Massachusetts; I’m proud of my colleagues,” she told BusinessWest. “I’m proud of the work that they do every day, both at the District Court level and the Superior Court and up. I read the decisions that come out of the SJC, and I speak with my colleagues, and the ones that I speak with are making considered decisions and doing their best to make decisions in line with the law.”

 

Where Are They Now?

Where Are They Now?

Will Dávila

Will Dávila says he’s always sought out career opportunities where he can make an impact.

 

Will Dávila says he’s learned from experience — and some not-so-pleasant experiences, to be more precise — that, when a job isn’t working for you, you don’t stay in it.

And in his case, ‘not working’ translates directly to “you don’t feel fulfilled, you don’t feel like you’re having an impact or making a difference, and it just doesn’t look like that’s going to be happening.”

Such was the case with his short tenure serving as campus executive director of the UMass Center at Springfield a decade or so ago. He envisioned the role as one where he could “bring education to this community and really promote higher education as an opportunity for kids like me, who grew up in Springfield, in the projects, and had limited opportunities.”

The reality was different as the facility struggled to ramp up enrollment.

“Instead, I spent almost all my time giving tours,” he told BusinessWest, noting that the facility, created on the mezzanine level at Tower Square, had just opened, and many business and civic leaders, as well as the press, wanted to see it. “I said, ‘I’m a social worker. I’ve been in human services my whole career. This is not a good use of my time.’”

Coincidentally, one of those who eventually came in for a tour was Jim Goodwin, president and CEO of the Center for Human Development (CHD), and during that visit, the two started talking, a discussion that eventually led to Dávila becoming vice president of Clinical Services for the agency.

He would spend a few years in that role before becoming a nonprofit consultant and executive advisor, then leading two nonprofits, and then returning to CHD last October to assume the role of vice president of Diversion, Shelter & Housing, a role where he believes he’s making a deep impact.

Overall, it’s a been a winding journey with a few of those jobs that weren’t working, but, overall, it’s been a rewarding career in the broad realm of health and human services, one that serves as an appropriate and poignant starting point for a new series we’re launching at BusinessWest called, appropriately enough, ‘Where Are They Now?’

“Part of the unfortunate reality is that they move through a continuum of services. So I consider myself privileged to have worked in many parts of that continuum.”

As the magazine prepares to celebrate its 40th anniversary of serving the region, and as some of its recognition programs — which have brought hundreds of individuals and groups into the spotlight — approach two decades of existence, there is a need to update many of the stories we have told over those years.

We begin with Dávila, who started his career with nonprofits focused on health and human services more than 20 years ago, when he became Metro Boston regional manager for Devereux Advanced Behavioral Health. Then came his first stint at the agency now known as Helix Human Services, then known as the Children’s Study Home.

But it was a few years later, when he was serving as director of Outpatient Services at the Gándara Center in Springfield, when he was first recognized by BusinessWest, as a member of the 40 Under Forty class of 2013.

Soon thereafter came that short stint at the UMass Center at Springfield, his first stint at CHD, work as a consultant, a return to what is now Helix as executive director and CEO (when that agency was being rebranded and also being recognized by BusinessWest as a Difference Maker), and then a very short stint — a cautionary tale, as he calls it — as CEO of the Villa of Hope in Greece, N.Y., another of those jobs that just wasn’t working, this time for different reasons.

“The board was not really forthcoming about the real condition of the organization,” Dávila said, adding that what he found did not match what he was told in interviews, regarding everything from the budget — the $20 million agency was trending toward a $4 million deficit for the fiscal year soon to come to a close — to the workforce, to the vacancies within its programs.

He is now back at the agency he calls home (this is actually his third stint there), in a role where he oversees a staff of roughly 240, an annual budget of $34 million, and a division with dozens of family and individual units, several emergency shelter hotels, and other housing options.

This latest assignment enables him to add another line, another area of focus — in this case housing — to his résumé and, far more importantly, make an impact and a difference in people’s lives.

“It’s an amazing department and an amazing service,” Dávila said. “It’s something different, but, surprisingly, it’s not all that different. A lot of the folks we’re dealing with are the same people we’re assisting in residential, in children’s services, foster-care and outpatient services, and substance-abuse services.

“Part of the unfortunate reality is that they move through a continuum of services,” he went on. “So I consider myself privileged to have worked in many parts of that continuum and actually lead some of them, so this is a nice addition to my portfolio, if you will.”

That’s where Dávila is now — and where he plans to be for some time, because this job definitely does work for him.

 

—George O’Brien