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Daily News Hampshire County Super 60

SPRINGFIELD The Springfield Regional Chamber (SRC) is seeking nominations for its annual Super 60 awards program. Super 60 recognizes the success of the fastest-growing and privately owned businesses in the region. Nominations must be submitted by August 5.

Each year, Super 60 identifies the top-performing companies in this region, based on revenue growth and total revenue. In 2019, one-quarter of the Total Revenue winners exceeded $30 million, with all the winners combining for more than $720 million in revenue. In the Revenue Growth category, all winners had growth above 21%, and 50% of the top 30 companies grew by more than 50%.

“Small businesses are the backbone of our region and have been especially resilient throughout the pandemic,” said Springfield Regional Chamber President Diana Szynal. “We’re thrilled to bring this awards program back to honor our region’s businesses and recognize their successful navigation through the past two years.”

To be considered, companies must be independently and privately owned; based in Hampden or Hampshire counties or be a member of the Springfield Regional Chamber; have revenues of at least $1 million in the past fiscal year; and have been in business for at least three full years. Companies are selected based on their percentage of revenue growth over a full three-year period or total revenues for the latest fiscal year.

Companies may be nominated by financial institutions, attorneys, or accountants, or they can self-nominate. Along with an application, nominators must provide net operating revenue figures for the last three full fiscal years, signed and verified by an independent auditor. All financial information must be reported under generally accepted accounting principles and will be considered confidential.

Nomination forms can be found on the Chamber’s website and can be submitted by faxing to SUPER 60, Springfield Regional Chamber, (413) 755-1322. Nomination forms must be submitted no later than August 5. The Super 60 awards will be presented at the annual luncheon and recognition program on Oct. 28, at the MassMutual Center in Springfield.

The Super 60 award luncheon attracts more than 500 business leaders each year. Super 60 sponsorships are now available. For information, call (413) 755-1309 or e-mail Szynal at [email protected].

Hampshire County

Neighborhood Connections

By Elizabeth Sears

Elizabeth and Lennie Appelquist

Elizabeth and Lennie Appelquist say local small businesses — like their clients — are the economic drivers of communities.

There is a marquee sign on Northampton Street in Easthampton that has become quite the local sensation. This old-fashioned sign has caught the attention of many in the Hampshire County community with its constantly revolving inspirational quotes. It belongs to Cider House Media, a marketing company owned by Lennie and Elizabeth Appelquist, who launched their firm after moving to Easthampton from Los Angeles.

“In 2013, my wife and I ended up moving back here, she grew up here in Easthampton,” Lennie said. His original background was in the film industry, but his hobby in website design ended up developing into its own company. “We still had a lot of clients we were carrying with us, so that’s what we did. We started Cider House here officially.”

Cider House Media provides a wide gamut of marketing services, ranging from branding, website building, and search-engine optimization all the way down to smaller jobs like fixing a website’s e-mail form. No matter how large or small the task, he said, the company focuses on delivering outcomes for whatever needs clients might have.

“At our core, what we really like to do is work with small businesses that matter to their communities, that may not have the resources to do all of the marketing, or the technical expertise to do the website and handle the marketing … but also can’t necessarily afford a really large, big-city firm to take care of all those,” Appelquist said.

The majority of Cider House Media’s clients are local businesses in the Western Mass. region. Its focus has been websites for small businesses that touch their local markets, Appelquist said.

“Our founding belief, our belief that drives us, is that local businesses and small businesses in our towns, not just here in Western Mass. but everywhere, really are the economic drivers of our communities,” he explained. “They’re also a kind of life’s blood. They are what make our communities really awesome, the small businesses, and we just really like to work with them.”

“At our core, what we really like to do is work with small businesses that matter to their communities, that may not have the resources to do all of the marketing, or the technical expertise to do the website and handle the marketing … but also can’t necessarily afford a really large, big-city firm to take care of all those.”

A strong online presence has become a growing need for small businesses as they acclimate to the demands of internet-based consumers. Shortened attention spans paired with the massive shift to remote work brought on by the pandemic has amplified the need for businesses to have fast and efficient websites, Appelquist said.

“We were just having a debate this morning about website loading times,” he told BusinessWest. “The pandemic shed a light on a lot of things, and people really expect a lot out of what they get delivered online, so what they’re looking for trend-wise is a website that loads really quickly. They also want a website that delivers clear information right up front without them having to think too much or dig too deep.”

He explained how savvy consumers not only crave deliverability, but also require accurate information. Cider House Media helps clients take control of their online presence, which involves ensuring the consistency of all representative information found across the web.

“When someone is looking for a service, a product, a restaurant’s hours, the site should load fast, and then there should be a very clear path to the information they’re looking for,” Appelquist said. “A trend we’re seeing with a lot of small businesses is making sure they take control of all of the places where people can interact … their data becomes their brand, and so every touch point on the web, on other third-party websites, on their website, when someone answers the phone at the office, it all becomes representative of what their brand is. If it’s inconsistent, that just says inconsistency to the consumer.”


Changing Times

Cider House Media felt the severe impact the pandemic had on small businesses, experiencing client cancellations and a decline in activity at the beginning of 2020. It had just launched its largest-ever online advertising campaign, and an uncertain marketplace led the Appelquists to question if they were going to survive. However, after a few months, they started to see an interesting shift in their business.

“All of a sudden, every business that was out there trying to figure out a way to reach their clients realized they needed to be online, and they needed to understand what they were doing. They needed to understand how online marketing worked, how their social-media worked, and how ads worked,” Lennie Appelquist said.

This resulted in a transition from their initial decline to a sudden flood of business. It has been almost two years since the Cider House Media staff have been able to get together in the office, but business has essentially stabilized.

“All of a sudden, every business that was out there trying to figure out a way to reach their clients realized they needed to be online, and they needed to understand what they were doing. They needed to understand how online marketing worked, how their social-media worked, and how ads worked.”

Even so, the pandemic has caused them to rework their philosophy and really think about how to help their clients leverage the internet and people’s habits to bring in business while simultaneously facing the obstacle of not being able to utilize a physical retail space. “The marketplace changed along with the world, so we had to be agile and change some of our approach as well.”

Cider House Media’s increase in activity during the pandemic did not stop with the growth of its clientele. “One thing that happened over the pandemic is an interesting market we got into — the community-access TV market,” Appelquist said. Since the beginning of the pandemic, Cider House Media has started five and launched four additional websites for public-access television.

“That’s been a real big education, and since one of the things we really love is to work with businesses, nonprofits, local organizations, arts organizations, touchpoints in our community that make a difference … it was our first experience building something that was a real journalistic news resource. Things like that have been great.”

Cider House Media has been involved in several community-oriented projects, perhaps the most noteworthy and high-profile one being One Ferry Project, a mill-building revitalization project in Easthampton.

“Locally, we launched this year a new brand and website for the One Ferry Project,” Appelquist said. “We did the brand, the logo, the marketing tools, all the signage for the building, the website. The process for potential renters or buyers of space, condos, rental units, office space, we created a mechanism for them to inquire on the website and reach whomever they need to reach.”

Cider House Media has been engaging in its community ever since the couple moved into their office in Easthampton. Lennie and Elizabeth are both members of the Cottage Street Cultural District Committee, and Elizabeth is on the board of the River Valley Co-op, as well as president of the Emily Williston Memorial Library in Easthampton. Additionally, they have been regular participants in the Art Walk put on by Easthampton City Arts, which is a program that features art exhibits and creative performances open to the public.

“When we got our office in Easthampton, we wanted to kind of be part of the community and meet people, so we actually asked the director of Easthampton City Arts if we could be part of the Art Walk and have an artist display their work and have people over, and they were like, ‘absolutely, yes,’” Lennie said. “Almost from the time we opened our office in Easthampton, we were a destination on the Art Walk as well as working with them.”

Lennie and Elizabeth opened an art gallery on Cottage Street in Easthampton as a second business in 2018, helping to celebrate the work of local artists by hosting local art events, spoken word, and poetry. The gallery closed as a result of the pandemic, but Cider House Media still remains committed to supporting the arts in Hampshire County.

“One of the things in Easthampton, but also Pioneer Valley and Western Massachusetts, that I just find so, so amazing is how integral the arts are,” Lennie said. “Art, like commerce, is really important, and I think the art and the culture, and the ability to interact with art and meet the artist, and interact and find those people that you intersect with at those types of events … it’s all your community.”


Word on the Street

Lennie Appelquist spoke of the charm possessed by the walkable towns of Hampshire County, and how small details like connecting over the marquee sign or the local art exhibits creates a positively unique environment. He noted the ample opportunities for networking, partnerships, and synergies, describing a local butcher participating with a night with food at the local brewery. Above all, he emphasized the community-oriented nature of the area, and how gratifying it is to work with businesses in the county.

“All those opportunities that you have to be part of a community, to create community, to interact with community, are really, really important,” he said. “So I think that’s the part we like the most — helping a lot of our clients give voice to what excites them and drives them to do their business, and why they go do it every day.”

Hampshire County

Positive Change

By Mark Morris

Ed Wingenbach

Ed Wingenbach says Hampshire College is identifying the urgent challenges of the 21st century and making them the emphasis of the curriculum.

If you were designing a college education today, what would it look like?

That’s the question Edward Wingenbach, president of Hampshire College, discussed with faculty, staff, and students in 2019. Back then, the college was facing financial struggles and even explored the possibility of merging with another institution.

At that time, the college unveiled Change in the Making, a fundraising effort launched with help from documentary filmmaker and Hampshire College alum Ken Burns. While the goal of the five-year campaign is to raise $60 million to directly fund the operations of the college, it also presented an opportunity to reinvent the definition of a liberal-arts education.

Wingenbach said the approach starts with identifying the urgent challenges of the 21st century and making them the emphasis of the curriculum.

“We have adopted four specific challenges that our faculty will incorporate into many of the courses they teach,” he said. For academic year 2022-23, the questions are: how should we act on our responsibilities in the face of a changing climate? How do we disrupt and dismantle white supremacy? How do we decide what constitutes truth in a ‘post-truth’ era? And how can art and creative practices heal trauma?

Jennifer Chrisler, chief Advancement officer for Hampshire College, said the questions were compiled with input from faculty, students, and staff. “It is a way of organizing the college around the kinds of questions the world is facing and that young people really want to tackle,” she explained.

The questions will be reviewed every year to see if new ones need to be added or dropped, Chrisler went on. “It’s a chance for students, faculty, and staff to weigh in on the way the curriculum is shaped on a regular basis. That usually doesn’t happen in higher education.”

Jennifer Chrisler

Jennifer Chrisler

“It’s a chance for students, faculty, and staff to weigh in on the way the curriculum is shaped on a regular basis. That usually doesn’t happen in higher education.”

Recently, the campaign received $5 million from an anonymous doner to establish the Ken Burns Initiative to Transform Higher Education, an effort Wingenbach described as a subset of the overall Change in the Making campaign. The donor had no previous affiliation with Hampshire and didn’t know much about the college until Wingenbach and his staff began talks with them.

“The donor was excited about the work we are doing and wanted to help us accelerate it while, at the same time, honoring Ken Burns, who is someone the donor knows very well,” Wingenbach said.


Unique Model

Hampshire College has always sought to transform higher education. Wingenbach said the point of the Change in the Making campaign is to pursue that vision with renewed vigor.

“Most colleges will have students pick an academic track they will study for four years with the hope these courses will prepare them for careers and opportunities that probably didn’t exist when they started college,” he noted.

“By contrast, we’re saying no one knows what the challenges and opportunities are going to be five years from now, but they will require creative, entrepreneurial thinkers who can work across all kinds of fields of knowledge. Students from Hampshire College will have been practicing this approach in increasingly sophisticated ways.”

To illustrate how this works in a real-world setting, Wingenbach gave the example of the COVID-19 vaccine rollout. While the vaccine was an amazing accomplishment, it was also important to think about how to communicate with people to persuade them to change their behavior and get the shot. By putting so much emphasis on just the vaccine’s development, he contends that only half the problem was solved.

“The point is that problems get solved when the technical and social sciences work together,” he noted.

While this approach is new to incoming classes, Wingenbach reported that students are enthusiastic about it. Chrisler said donors feel the same.

“Donors are excited because our approach represents an incredibly needed change in higher education today,” she said.

Chrisler added that donors also support the college because, when students leave as alums, they often go on to do extraordinary things. While Burns is the most famous alum, Chrisler cited others, such as Manual Castro who was recently appointed to the Mayor’s Office of Immigrant Affairs by New York City mayor Eric Adams, the first time this position has been held by an undocumented person, or ‘Dreamer.’ Chrisler also cited Stephen Gardner, named in December as the next CEO of Amtrak.

“When he came to Hampshire, Stephen was interested in the infrastructure of railroads and music,” she said. “Now he will be able to shape what rail transportation looks like in our country.”

Burns has often credited his success to his experience at Hampshire. In a news release on the anonymous donation, he expressed humility for the gift made in his honor and supported the college’s current efforts.

“I know Hampshire is transformative because I experienced it firsthand,” the filmmaker said. “Fifty years later, our nation needs fresh thinking in higher education, and Hampshire is poised to deliver on that opportunity.”

The anonymous donation is the second substantial contribution since James and Paula Crown invested $5 million in the campaign in late 2020. Early indications show this innovative approach is helping build back enrollments.

“This year’s entering class was nearly 100% over last year,” Wingenbach said. “In addition, we have doubled the number of applications we had at this time last year.”

While admitting there is still much to be done, Wingenbach said enrollments are now comparable to 2016 and 2017, when the college had much larger classes.


Looking Ahead

Chrisler recalled the tough days of 2019 as a pivotal time that helped everyone realize the importance of Hampshire College as an institution both for what it has done and what it can do.

“The tough times crystalized for many people the need for Hampshire to remain an independent and thriving college for its students, for the Pioneer Valley, and for higher education overall,” Chrisler said.

These days, as the college continues to innovate and write its next chapter, she said these are exciting times. “Most of us here are deeply grateful to be a part of that story.”

Hampshire County Special Coverage

Food for Thought

Fred Gohr says the lingering pandemic may extend industry trends

Fred Gohr says the lingering pandemic may extend industry trends both positive (more outdoor dining) and negative (staffing issues).

There’s no doubt that 2021 was a better year for restaurants than 2020, which was marked by weeks of closure in the spring and strict capacity restrictions after that. Many restaurants stayed afloat with expanded takeout and outdoor seating, while looking forward to what they hoped would be a stronger 2021. But while restrictions were lifted and patrons returned last year, other issues — from a workforce shortage and supply issues to new COVID variants — kept the industry from reaching full strength. What’s on the menu in 2022 for this industry so critical to the economic health of Hampshire County? Stay tuned.


By Joseph Bednar and Mark Morris


Fred Gohr recalls thinking, a year ago, that there would be a lot of pent-up demand for eating out in 2021, and he was right.

Which is why it’s a little strange to be thinking the same thoughts again, after a persistent series of COVID-19 surges — the Omicron variant is only the latest — that kept slowing down restaurants’ progress last year.

Still, “we’ve actually done pretty well,” said Gohr, owner of Fitzwilly’s in downtown Northampton. “Fortunately, Fitzwilly’s is pretty large and kind of spread out. We put up plexiglass between all the booths, which a lot of places did; it makes guests certainly feel more comfortable.

“But all in all, 2021 was not a bad year,” he added. “It certainly had ups and downs, peaks and valleys — a few patches that were really rough — but overall, from a business level, we looked back at the end of the year and felt we did better than we thought we would at the beginning of 2021. So that was a pleasant surprise — or relief, whatever you want to call it.”

Restaurants, one of the main economic and tourism drivers in Hampshire County, certainly saw that pent-up demand manifest in 2021, especially after Memorial Day, when the state lifted the final restrictions on gatherings. Most restaurants reported strong summer business. The problem, however — and it’s a big one — came when they realized hospitality workers were leaving the field in droves, and not coming back any time soon.

“I guess the biggest challenge in 2021 was staffing. It was very, very difficult,” Gohr said. “We’re fortunate we have a core of staff who have been here a long time. Most of those folks hung in through the highs and lows and are still here.”

“Probably in late December we noticed a little slowdown because of the resurfacing of Omicron and the changing variants. But overall, it was a very good year.”

Bryan Graham, regional manager for the Bean Restaurant Group, which boasts a family of 11 eateries throughout the region, many in Hampshire County, agreed that staffing has been a challenge even for the most popular restaurants.

“All restaurants across the region are struggling to find hourly cooks, along with a few entry-level positions,” he said. “We definitely had to reshift our labor pool and are taking care of employees with more aggressive wage increases to retain them.”

Edison Yee, president of the Bean Group, agreed with that assessment of the workforce shortage. “It’s still a big part of the picture. We’re definitely focused on the future and retaining our employees, but the general application pool is way down.

“We have guys, hourly employees, with longevity, who love this group, but when someone is offering a $4 hourly increase to them, they have to jump ship a lot of times, unfortunately,” Yee added. “We’ve been giving more increases to employees in the past six months than in prior years.”

The problem has been exacerbated by Omicron, which has kept many employees out of work at establishments around the region, forcing some restaurants to reduce hours or even close for certain days.

All of this affects the bottom line, but so does another global economic issue currently impacting not only restaurants, but industries of all types: supply shortages and costs. For restaurants, that largely means food products, but affects paper products and other supplies as well, Graham said, and it sometimes forces eateries to switch menu items or ingredient brands to keep up with price fluctuations and availability.

Bryan Graham says there’s often “no rhyme or reason”

Bryan Graham says there’s often “no rhyme or reason” to what products will be harder or more expensive to obtain.

“Products have definitely increased in price. As far as supply goes, it’s hit or miss. We’re still seeing shortages on some of your higher-end meats — prime meats are definitely a little scarce to come by and very expensive — but some other products have come back down in price. There’s no rhyme or reason to it — just the trucking-industry delivery windows of these vendors getting their products in.”

Still, overall in 2021, “we did see a good recovery, with most of our restaurants operating at 2019 levels or a little bit below,” Yee said. “I think we saw a good amount of pent-up demand in 2021, especially in the latter part of the year; through the summer and into fall, we were really busy, traffic-wise. Probably in late December we noticed a little slowdown because of the resurfacing of Omicron and the changing variants. But overall, it was a very good year for our restaurant group in Hampshire County.”


Takeout Takes Off

Amit Kanoujia, general manager of the India House in Northampton, said the pandemic has taught everyone to be nimble and to roll with the punches. His recent renovation of the India House came as the result of winning a liquor-license lottery; when the Sierra Grille closed, that license became available. Kanoujia entered the lottery and, to his great surprise, won, calling it a blessing in many forms.

“Before the vaccines were widely available, we were only doing takeout, so that’s when we considered remodeling,” he said. “When we won the liquor license, we now had to install a bar, so we did a once-in-a-lifetime renovation of the restaurant.”

Kanoujia, like other restaurants, is also facing a shortage of help, noting that his ‘help wanted’ sign has been up since April. And because he has had to rely so much on takeout business, he said the costs for supplies used for takeout meals has skyrocketed. “The same containers I used to buy for $35 a case now cost $100, and that’s if I pick them up myself.”

Another problem is finding the right supplies. Kanoujia pointed out not all containers are equal, just like not all cuisines are equal.

“Our food is curry-based, so I need to use containers that will hold the heat and not scald the person handling it,” he said, adding that he’s grateful Northampton has backed off a proposed ban on plastic takeout supplies for now, because supply-chain issues often make plastic the only available choice.

He’s far from the only restaurateur who made a hard pivot into takeout over the past two years. At Fitzwilly’s, takeout service, never a major factor in the business, morphed into a significant part of the model, accounting for about 25% of sales at its peak, when indoor capacity was restricted. While those restrictions were still in play, other restaurants relied even more heavily on pick-up service — 75% or more, in some cases — because they don’t have the interior space or outdoor-dining opportunities that Fitzwilly’s has.

To move outdoors, as many Hampshire County establishments did, Gohr rented a large parking lot next door in 2020 and used it for tented outdoor dining, seating up to 70 patrons under the tent. The option proved so successful, he returned to it in 2021 — and wants to keep doing so, if possible.

“For the last two summers, state’s ABCC [Alcoholic Beverage Control Commission] made it much easier to get an extension of the premises necessary to make that happen, so I’m talking to the [city] License Commission and ABCC now to make sure we can do that,” he explained. “I’ve already talked to the fellow that owns the parking and have his blessing. Now it’s in the hands of the License Commission and ABCC.”

Gohr noted that restaurants that remained closed the longest during the peak of the pandemic may be finding it more difficult to secure and retain staff now. “We got up and running fairly quickly with takeout back in the spring 2020, and when it was outdoor dining only, we kept the tables under the tent pretty full and kept our staff busy. Folks who weren’t able to do that are probably having a little more difficult time now with staff.”

Across Main Street from Fitzwilly’s, a handful of restaurants teamed up last year, with the city’s blessing, on an initiative called Summer on Strong, closing off a section of Strong Avenue to traffic and setting up tables on the street. It was a huge success, packing the road each night.

Inside restaurants, patrons in Northampton, Amherst, South Hadley, and other communities have had to continue wearing masks under mandates that have never really loosened over the past two years, Graham said. But he noted that the college students who make up much of the region’s restaurant business are already used to wearing masks to live and study on campus, and other patrons have been gracious about understanding the need for them.

“We do provide masks for those who don’t have one; we’ll hand them out,” he said. “But we haven’t run into too many problems in that area.”

Yee agreed. “Customers have been really working with us and understanding for the most part. We haven’t had too many disgruntled customers over the mask situation — very few of them.”


Welcome Mat

During the holiday season, the Greater Northampton Chamber of Commerce and the Amherst Area Chamber of Commerce promoted their local restaurants — and retailers and service businesses as well — with gift-card programs (and, in Amherst’s case, a gift-card-matching promotion).

After all, anything that helps the county’s restaurants bounce back from an Omicron-infused winter will be welcome.

“The last few weeks with the new variant certainly slowed us down considerably,” Gohr said. “But January and February, after the holidays, are always a quieter time for us, and for Northampton in general.”

After that? Well, he’s hoping to see another winter of pent-up demand manifest at his tables.

“We had a good ’21, I think. The Omicron variant is at the forefront of people’s minds, but once we get through that, barring another variant, the spring and into summer should be good.”


Joseph Bednar can be reached at [email protected]

Hampshire County Special Coverage

Uncertainty on the Menu

Fred Gohr says Fitzwilly’s shifted gears in a few ways last year, from expanded takeout service to outdoor dining under a large tent.

Fred Gohr says Fitzwilly’s shifted gears in a few ways last year, from expanded takeout service to outdoor dining under a large tent.

The weekend before March 17, Fitzwilly’s was gearing up for a great St. Patrick’s Day. That’s the day the Northampton St. Patrick’s Assoc. gathers for its annual breakfast, and then about 200 of them march on down to Fitzwilly’s and spend most of the day there.

“We have Irish bands, and we were sitting on 20 kegs of Guinness beer and a couple cases of Jameson’s Irish whiskey for a great big party — and it got pulled right out from under us,” owner Fred Gohr said.

Remember March 16? That’s the day restaurants — and most other businesses in the Commonwealth — were forced to shut down, on just two days notice, by order of Gov. Charlie Baker.

“It was awful,” Gohr went on. “We had a staff of about 75 people, and I had to tell them all, ‘we’re closed, and you guys have to go on unemployment for a while, and we’ll see what happens.’”

What happened, all across Hampshire County’s robust dining scene, has been a series of starts and stops, hope and despair, and especially two themes that kept coming up as BusinessWest sat with area proprietors: uncertainty, but also evolution.

“We were closed completely for a month or so, then we opened and started doing a little bit of curbside,” Gohr said. “And, honestly, when that’s all you’re doing — at least for us — it’s not very profitable.”

But takeout service, never a major factor in the business, has since morphed into a significant part of the model, accounting for about 25% of sales. Other restaurants have relied even more on pick-up service, because they don’t have the interior space or outdoor-dining opportunities that Fitzwilly’s has (more on those later).

“Last year, it felt like you were opening a new restaurant every single week. You had no historical data to compare; you couldn’t look at sales and ask, ‘how did we do this last time?’”

“It’s been such a whirlwind for small businesses the past 10 months, trying to get our bearings with all the changes,” said Alex Washut, who owns two Jake’s restaurants in Northampton and Amherst. “Last year, it felt like you were opening a new restaurant every single week. You had no historical data to compare; you couldn’t look at sales and ask, ‘how did we do this last time?’

That’s because there was no ‘last time’ — no comparable pandemic in the past century, anyway. “Everything was out the window,” Washut said. “We asked, ‘who are we going to be this week?’ Then there was a bunch of changes, and we had to conform to those, and then it was a new restaurant the next week.”

Like Fitzwilly’s, evolving to a takeout model early on was new territory for Jake’s. “We were never a takeout restaurant; maybe 3% of our gross was takeout food,” he said. “So we had no system for it.”

The various systems that area eateries developed, in the weeks last spring when takeout was the only option, involved details ranging from what containers to use to how to present food attractively and, for restaurants that opted for delivery, how to keep it warm in transit.

Casey Douglass

Casey Douglass with some of the supplies used in Galaxy’s takeout business, which has been its dominant model for almost a year.

“We were able to pivot quickly,” Washut noted. “From there, we moved to outdoor dining when that was allowed, but we had never had outdoor dining before” — and questions had to be answered regarding permitting, staffing, health and safety factors.

The positive, he noted, is that, if 2021 follows a similarly bumpy trajectory, “we know what’s expected, and we know how we’ll react in the spring, how we’ll react in the summer, and how we’ll react once the fall and winter come along.”

Indeed, the establishments that survived last year’s storm are, if not stronger for the experience, at least a little wiser, even as many are barely hanging on. The hope, of course, is that 2021 is nothing like 2020. But in this industry, so critical to the economy and cultural life of Hampshire County, nothing is certain.


Survival of the Fittest

“We’ve evolved a lot.”

Those were Casey Douglass’ first words when asked what this year has been like at Galaxy, the restaurant he’s operated in downtown Easthampton for the past five years.
The first evolution had to do with meeting customer needs. “We’re part of the food chain,” he said. “We have a lot of customers who don’t go to the supermarket. And we were like, ‘they’re going to be putting themselves at risk going to the supermarket as opposed to getting to-go.’

“So we went to the radio station and created an ad talking about ‘Casey’s comfort food,’” he went on. “And we switched to all a la carte, basic stuff — mac and cheese, mashed potatoes, roasted chicken, meatloaf — and we were cranking.”

So much that, when he secured a Paycheck Protection Program (PPP) loan, he first thought he wouldn’t need it. “Then a couple weeks went by, and we said, ‘thank goodness we got that.’ It changed so quickly.”

Sales dropped to about 45% of what they once were, but he kept 70% of the labor on board, because that’s the main purpose of the PPP program. That money got Galaxy through the end of June. Then things got rough.

Jake’s owner Alex Washut

Jake’s owner Alex Washut says it might be a while before his two locations (this one in Amherst) are packed with patrons again.

After losing a couple of cooks to unemployment, the restaurant cut back from five days a week to four, and when summer rolled around, fewer customers wanted takeout, but outdoor dining wasn’t a draw, either.

Fall brought a reprieve of sorts, with the milder, less-humid weather boosting outdoor dining, but the winter has been exceptionally tricky. Indoor dining didn’t prove to be a workable option; in a space that seats fewer than 50, the governor’s current 25% capacity mandate is especially onerous, and Douglass and his team also felt indoor dining might not be safe — or, at least, feel safe — for a clientele that skews older than some restaurants.

So as winter wears on, Douglass is pressing on with takeout only — now a hybrid of the comfort-food concept and the creative American meals he’s known for — a bank loan, and plenty of grit.

“We’re just looking at survival at this point,” he said, noting that costs like food, loan interest, utilities, and equipment leases don’t just go away when sales are down. “We’re efficient at what we do, but we’re losing about $15,000 a month. And that’s not going to be able to continue.”

However, he insisted, “I do think the spring will increase sales a couple thousand dollars a week, and that’s all it takes. We’ll be fine.”

Evolving to a takeout model was jarring at first to Washut, especially since his two locations — an 1800s-era building in Northampton and a new, modern structure in North Amherst’s Mill District — are so different, with a different set of clientele, and not cookie-cutter businesses like quick-service chains.

“We’re just looking at survival at this point. We’re efficient at what we do, but we’re losing about $15,000 a month. And that’s not going to be able to continue.”

“We didn’t know how to be a takeout restaurant. We were making $50 in sales a day — we were in shock,” he recalled. So he shut things down completely through April, secured a PPP loan and other grant funds, and reopened for takeout in early May, then outdoor seating a couple months later. Armed with the PPP, he was able to bring back the whole staff, and the breakfast-and-lunch establishment added dinners to generate more business. When funds ran dry, dinner went away.

These days, with takeout and limited indoor seating, Washut is bringing in about 30% of typical sales, and the combined staff is down from close to 50 to around 15.

Throughout all the changes, he has prioritized safety. Even if the governor’s 25% seating rule changes tomorrow, he said, “I’m not going to increase my dining room beyond 25%; my staff and I don’t feel that’s appropriate right now. There may be things we’re allowed to do but, in reality, we choose not to do.”

Gohr had a few advantages last year when it came to keeping people safe while generating business. One was a large parking lot next to Fitzwilly’s that he rented from its owner for tented outdoor dining. He could seat 70 there, while the city of Northampton’s decision to turn parking spaces on Main Street into dining space added about eight more tables to the restaurant’s existing sidewalk seating.

“We really had a great summer,” he told BusinessWest. “Through the summer, we had a capacity of 100-plus guests, the majority of them outdoors.”

Gohr’s other advantage is a large indoor space with a normal capacity of 280. The 25% mandate has hurt this winter, for sure, as did Baker’s 9:30 p.m. curfew, which was only recently lifted. But seating 70 — separated by plexiglass barriers — is better than seating a dozen.

“We’re very fortunate to have a lot of room in here, and we’re able to distance people. These places that have even 50 seats — and there’s a lot of places in town with just six tables — but even the ones with 50 seats, now you’re down to letting 12 people in. You can’t survive. So we’re fortunate given the size we have. Seventy people gets us by. We can survive on that if it doesn’t change.”

Casey Douglass is confident Galaxy will return

Casey Douglass is confident Galaxy will return to its go-to dining status in Easthampton once it’s safe to eat out again.

A mild winter, weather-wise, helps as well. “If you start getting snowstorms on weekends on top of all the other stuff, then we’d be in trouble. But we’ve had pretty good weekends.”

A PPP loan and other grants also helped, and he’s applied for a second PPP loan, with this round capping the disbursement for certain hard-hit industries, including restaurants, higher than the first, so he’s hopeful for another influx to carry him to the spring. He’s already in talks about renting the parking lot again, and the city has discussed moving outdoor seating into Main Street again as well.


Pressing Through

Still, Gohr, like every other restaurant owner, knows 2021 could be another year of upheaval. “We’re hoping everyone gets the vaccine and we get back to normal. But I don’t think it’s going to be real quick.”

He’s appreciative of customers eating in the restaurant, and said gift-card sales were strong over the holidays, although not to the level of a typical year, when more people are out shopping. And he does believe outdoor dining will be a hit again. But it’s harder to pin down when customers will flock to restaurants at pre-2020 levels.

“My gut tells me it’s not going to be in the spring; it’ll be late summer or fall before we get to that point,” he said. “The mindset that I see in the public is all over the place. I know people — friends and some of my regular customers — that have not been anywhere since March. And then there are others, the minute we opened the doors, they were back. Everybody’s obviously more careful, but everyone’s comfort level is completely different. It’s a wide spectrum.”

Douglass senses real community support for Galaxy, noting that some regulars stop by three times a week, and others drop big tips and cheerlead for the establishment among their peers.

“I feel like, at least in this community, [the pandemic] hasn’t hurt on a big scale economically,” he said. “We haven’t had factories shut down. I’ve heard people are paying their rents. And I think, come the spring, people are going to be pouring out. As much as people are still nervous, if the service staff has been vaccinated, if a majority of customers have been vaccinated, people will be coming out in droves. I think people are going to hunker down all February, and then in March, with the outdoor dining, people are going to be like, ‘sign me up.’”

If that’s especially optimistic, Douglass balances the thought by saying he’s had some dark days as well, wondering if it’s worth the effort to stay open right now, and fretting over the possibility of a snowy weekend that could wipe out almost an entire week’s worth of revenues. It’s his staff who have been most enthusiastic about staying open, believing it’s important to stay in the public eye, so that Galaxy is a go-to destination when people start emerging from winter hibernation.

Still, he said, “everyone wants to go back to what normal is, but if this goes on long enough, does normal shift?”

It’s a good question, and one Washut asks himself as well. “Every day, I’m thinking about my business, trying to find that crystal ball,” he said, meaning no one really knows how 2021 will go. But he’s hopeful.

“Once it gets warm again, once the outdoor dining opens up for food-service establishments, I think the initial rush of business will be great. Unfortunately, with restaurants, it’s really hard to be proactive; we’re constantly in a reactive mode.”

Specifically, it’s tough to staff up for a rush that might be around the corner, but restaurants also don’t want to be caught flat-footed if things pick up quickly. And things might not pick up much at all in 2021.

“This will be with us for a lot longer than we want to tell ourselves, and at some level, we have to come to terms with that,” he said. “I don’t think we’ll be hosting 60 to 80 people in our dining rooms this year; we won’t have that level of business for a while.”

Yes, the combination of warm weather — and outdoor dining — come spring, and the prospect of rising herd immunity from the vaccines, might inject some life into the industry, but next winter could be just as difficult as this one, depending on how the pandemic’s endgame goes — if an endgame even materializes in 2021.

Meanwhile, Washut appreciates any community support he gets. “If you only come in for gift cards, awesome. If you only get takeout, awesome. Maybe we’re not in a financial position to pass that goodwill on in an equal manner, but I’ll be damned if we won’t later on. If we all keep that attitude in every level of our life, we’ll get through this for sure.”


Joseph Bednar can be reached at [email protected]

Hampshire County

Growth Market

Elly Vaughan

Elly Vaughan with some of the trees that will blossom with life — and fruit — when the weather warms up.

Elly Vaughan knows a lot about the global food system — and the myriad problems it has posed over the decades.

“Local food is so important for so many reasons,” she said. “The global food system has a lot of issues — environmental issues, workers’ human-rights violations, the way the global agricultural food system tends to strip people of their water rights in some countries.

“Globalized food — a large, centralized food system — can really damage the environment and communities, and when we buy local, we break that cycle,” she added. And, as owner of Phoenix Fruit Farm in Belchertown, she’s certainly doing her part.

“We’re delivering money directly from the consumer to the farmer, so that eliminates the middleman — the consumer gets a fresher product, and the farmer gets a better price point,” she said. “The farmer can pay their workers living wages and can be conservative about environmental resources, which affects climate change, while offering affordable, high-quality food to local communities and families. That’s what a local food system does.”

Taking notice of how Vaughan has grown and diversified Phoenix since purchasing the property in 2017, the Amherst Area Chamber of Commerce gave her the Leader in Innovation Award at its 2020 A+ Awards, “for being instrumental in cultivating relationships with other local businesses to improve the economic climate of Belchertown.”

That’s gratifying for someone whose business motto is “fruit with a conscience.”

“Small farms are disappearing all the time in this country — it’s been a perennial struggle for the last 30 or 40 years,” she told BusinessWest. “You keep seeing more and more small farms going out of business as they succumb to the pressures of trying to compete with large agribusinesses that are the worst offenders in terms of environmental damage and pollinator collapse and workers’-rights violations.

“But I think that local food is a model for an alternative to that,” she went on. “Producing food and feeding people doesn’t like to look like this. It does not have to be actively harming the environment; it does not have to be actively exploiting workers and excluding low-income families from being able to afford healthy food. Small farms don’t have to struggle to compete in a wholesale marketplace when they can deliver directly to their community.”


Community Focus

Vaughan became interested in farming as a career while in college, and she worked on various organic vegetable farms for about a decade before becoming the orchard manager for Phoenix, which was then owned and operated by Amherst-based Atkins Farms.

When Atkins decided to sell the Belchertown property, Vaughan bought it, and renovated the 1935 horse barn on the property as her residence.

“When I first bought it, it was apples and peaches — and those are still my largest crops,” she said. “But I have replanted and started diversifying.”

New crops include more varieties of apples, as well as table grapes, strawberries, and other fruits. In 2018, she planted new blocks of peach, nectarine, and pear trees, and she’ll see the first harvest of peaches and nectarines from those trees this spring, with the pears coming along in subsequent years. She’s also begun planting more vegetables, including asparagus, tomatoes, kale, onions, and basil. “I want to ramp all that up, now that I have a store and an outlet for a diverse market garden.”

The nearby store on Route 181 was a dilapidated garage with no foundation, plumbing, or … well, much else, actually, when she decided to turn it into a country store.

“Small farms are disappearing all the time in this country — it’s been a perennial struggle for the last 30 or 40 years. You keep seeing more and more small farms going out of business as they succumb to the pressures of trying to compete with large agribusinesses that are the worst offenders in terms of environmental damage and pollinator collapse and workers’-rights violations.”

“It was just a shell of a garage,” Vaughan said. “It was a major, major undertaking to get it to where it is now. But it’s really starting to catch on, I think.”

Since opening in July 2019, the store sells locally produced fruits and vegetables, meats, dairy, eggs, bread, baked goods, and coffee, as well as prepared foods, like grab-and-go wraps, side dishes and soups to heat up at home, and plenty of pantry staples. “You can grab everything you need to make a meal for your family in the store.”

That’s been a plus for patrons who don’t want to go in supermarkets these days; in response to COVID-19 anxieties, the store launched curbside pickup last year and expanded its product lines — with items like cleaning supplies, toilet paper, and more staple foods — to minimize the need for shoppers to visit large stores.

Phoenix Fruit Farm’s country store

Phoenix Fruit Farm’s country store has been growing in popularity since its opening in July 2019.

“It was an effort to create a more comprehensive, one-stop grocery experience. They could get a lot of what they needed from us,” Vaughan said. “I think people really appreciated that.”

While offering an outlet for other local food producers, the country store is a critical element — along with a growing business in pick-your-own apples and peaches — in selling Phoenix’s own products directly to customers.

Vaughan wholesales apples to Big Y and a couple of smaller stores, for about $30 a bushel, because she produces too many — on more than 20 acres of apple trees — to sell on her own.

“But when I sell them in my store, I can get $50 to $60 for that same case because I’m eliminating the middleman, selling direct to the consumer, all while giving them a reasonable price point; it’s not a super expensive apple,” she explained. Direct consumer sales, in fact, are “the difference between me paying my bills and not paying my bills. As a medium to small-sized farm, it’s important to be able to market directly to people in a community-based system like this.”

Not that people should abandon the supermarket, she added. “You need to go to the supermarket for some things. You need paper towels; you need a big case of ramen noodles or whatever. But if you go to a local farmstand and get as many items as you can there instead of the store as part of your weekly or monthly routine, that makes a huge difference. And I wish people knew how much impact they can have just by including more locally oriented shopping in their routine.”

One benefit, of course, is fresher produce; while local chains like Big Y do buy from local farms, many of the fruits and vegetables they sell are not local, and, in many cases, not even in season in Massachusetts. So people are eating produce that’s been in transit for a week or two.

Switching exclusively to local produce requires some changed habits from consumers, she added, and occasionally some sacrifice.

“Part of it is people learning to eat in season and not expecting to have strawberries year-round and not expecting to have perfect, flawless-looking fruit if they want to eat organic; something grown with less chemicals is not going to look as picture-perfect,” she explained. “There needs to be somewhat of a shift with the way that people view what kind of produce they should have, and in exchange for making that shift, they can have high-quality, locally grown food that doesn’t break the bank and can support local farmers.”

While that education process is ongoing, it’s a culture that has taken root (literally and figuratively) in Western Mass. more than in many regions of the country.

“I think we are very fortunate in this community — people are really hip to local foods, and we have so much great local food in this region, and you don’t have to look very far to find everything you need to feed your family just with food produced in the Pioneer Valley,” Vaughan said. “There’s such a wealth of really great, locally produced foods around here. I’m really proud to be a part of that.”


Looking Ahead

Now in her fourth year running the farm, Vaughan has no intention of slowing down. As she waits for the first harvests from those new peach, nectarine, and pear trees and diversifies into vegetables, she’s also looking into new business opportunities, like making hard cider. For that, she’s been gathering equipment and trying to nail down the right recipe.

The store continues to grow, too. “It typically takes a few years for a business like that to optimize and settle into what it’s going to be like,” she said, adding that she also wants to expand the pick-your-own business.

“That’s another necessary piece of the business. Our fruit is the difference between being in the red and being in the black. We need direct markets through the store and pick-your-own to survive, and we’re still building those things up. Both need to continue to grow if the business will be sustainable.”

But, as evidenced by that A+ Award and, more importantly, the growing number of locals heading to Phoenix for something fresh, she’s on the right track.

“We’re not there yet,” Vaughan said. “It’s going to be a lifelong journey, shaping this place into what it’s going to be for the future.”


Joseph Bednar can be reached at [email protected]


Hampshire County

Getting Down to Business

Vince Jackson

Taking over leadership of a chamber of commerce is always fraught with challenges, especially in a community as rich in diverse businesses and nonprofits as Northampton, and also stepping into the large shoes of the previous executive director, who served for 27 years. But Vince Jackson, with his deep background in entrepreneurship, business development, and marketing, is proving to be an ideal fit, and has already begun to shift and deepen perceptions about what a chamber can be.

Vince Jackson has been preparing for his new role for more than 30 years.

“What attracted me to this job is, well, it’s a bit of a sweet spot,” said Jackson, who took the reins as executive director of the Greater Northampton Chamber of Commerce last June.

He was referring to an intriguing mix of careers leading up to that point, including a decade and a half in corporate America; he worked for 10 years as a senior product manager at PepsiCo, two years as an assistant product manager at Kraft Foods, and three years as a senior systems analyst at Procter & Gamble.

“When it comes to engaging and interacting with our corporate community here,” he told BusinessWest, “I understand large organizations like Cooley Dickinson Health Care, I understand Coca-Cola’s Northampton’s operation and the challenges they face, I understand L3Harris.”

Equally important — or perhaps moreso, considering the makeup of the region’s economy — was his two-decade experience with Marketing Moves, the company he founded in 2000, which provided client companies with strategic marketing support.

“For the last 19 years before I took this job, I was a marketing consultant,” he explained. “I targeted Fortune 50 corporations, but I also partnered and did subcontracting work with a lot of small businesses. And I was running a small business myself, so when it comes to understanding the joys and pain points and opportunities of the small-business owner, I can relate — regardless of the industry — and also bring some of my marketing experience that may benefit them in unique ways.”

In the meantime, he was also amassing a great deal of nonprofit board leadership experience, and Northampton and its environs have a rich base of such organizations, he added. In fact, among some 525 chamber members, close to 50 are nonprofits. “So understanding the nonprofit arena is important.”

“When it comes to engaging and interacting with our corporate community here. I understand large organizations like Cooley Dickinson Health Care, I understand Coca-Cola’s Northampton’s operation and the challenges they face, I understand L3Harris.”

In short, Jackson’s background made him an easy choice to replace Suzanne Beck, who had led the chamber for 27 years before her retirement last year.

He took the reins at an interesting time, as the chamber was beginning to activate a new strategic plan. Through that process, preparing a marketing plan of his own, and communicating with members, he quickly learned an important lesson: “The things that got us here won’t get us there. So we’ve got to do things differently.

“Our vision for this community is that we really want to make it a place for everybody,” he went on. “Northampton is a very welcoming community, and we want to make sure this is also a prosperous community and that all the things that make it special really cascade through Northampton and across the community.”

Part of that vision is recognizing and promoting the city’s calling cards, such as its array of eclectic, mostly locally owned businesses. “Most of the retail shops offer things you might not find at the mall, or on Amazon. That’s the kind of thing that makes this place special and unique.”

It’s also a welcoming and inclusive community, he added, and one with a heart for advocacy, as evidenced by the number of nonprofits in the area. “They provide a lot of services that are so needed in a community like this, and you see the impact of that kind of support when you are out in the neighborhoods.”

With those strengths in mind, the chamber’s new strategic vision emphasizes two key points: that the health of the economy and the health of the community are one, and the chamber must include and reflect that community.

“The mission of the chamber, in layman’s terms, is to be a matchmaker,” Jackson told BusinessWest. “We want to be that catalyst for bringing people together, bringing organizations together, doing innovations, collaborations, and anything that moves our economy and community forward. You’ll hear us say, over and over again, that when the economy thrives, our community thrives, and when our community thrives, the economy thrives. That’s our core belief, and that’s really what the mission of the chamber is all about — driving the economic impact and the community influence to make that happen.”

On Message

The plan seeks to boost Northampton’s economic profile — both internally, growing the business base, and externally, drawing more tourism — by targeting five specific audiences.

The first is arts and culture, an area Northampton and its surrounding towns has been long known for, with its raft of museums, music venues, historic-heritage sites, and host of resident writers, artists, and craftspeople. The second is outdoor recreation, which encompasses everything from bike paths, fishing, and boating during the warm seasons to skiing and other winter sports.

Both those realms draw heavily from New York, Boston, and other urban centers, which are home to both people with an interest in the arts and weekenders looking to get away and be outdoors. And on the outdoor front especially, economic-development leaders from Hampshire and Franklin counties have often joined forces to promote a wider swath of the Pioneer Valley.

This stretch of Main Street in Northampton is typical of the city: the odd chain amid a series of unique, eclectic, locally owned businesses.

The third audience is people with connections to the Five Colleges, which collectively serve some 50,000 students each year, roughly 10% of those international, which feeds into the chamber’s fourth targeted audience, the international market. The fifth audience is the LGBTQ community, which has long identified Greater Northampton as a welcoming place.

“We at the chamber want to be the local experts on the economy, and one of the ways we do that is through our tourism efforts,” Jackson went on, noting that the chamber gets an annual grant from the Massachusetts Office of Travel and Tourism for marketing and promotional activities and programs that drive tourism to the area.

“And we see enormous impacts on our economy when we do that, when we give people reasons to come to Hampshire County and Northampton,” he went on, adding that Northampton itself sees about 50% of the regional tax dollars from tourism.

“The other way we drive the economy to offer opportunities for entrepreneurs to get established and find ways to make this a business-friendly place by working with all of our business owners and the city to make this a good place to start a business and be successful,” he explained.

One example can be found in the burgeoning cannabis industry, as NETA, the first retail dispensary in Massachusetts to sell for adult use, has been a notable success story since opening 15 months ago, and the city has about a dozen licenses pending for businesses in all areas of the cannabis trade, from cultivation to production to sales.

“When the economy thrives, our community thrives, and when our community thrives, the economy thrives. That’s our core belief, and that’s really what the mission of the chamber is all about — driving the economic impact and the community influence to make that happen.”

To better connect and assist businesses and entrepreneurs of all kinds, the chamber recently presented more than a dozen free business workshops, or “knowledge sessions,” Jackson called them, in which business leaders volunteered their time to share information and ideas. These included a look at digital marketing, a session dealing with different generations in the workplace, and another that brought beauty, health, and wellness businesses together.

Crafting a new strategic plan is daunting when a chamber has had one director for more than a quarter-century, especially when a new director is coming in, he said, which is why the chamber treated 2019 as a transition year. But there were some notable success stories.

“For example, I found it a joy to partner with [state Sen.] Jo Comerford, who was working hard for earmarks for the nonprofit community in Western Massachusetts,” he said, noting that, right before Christmas, she was able to secure $150,000 for a handful of nonprofits, three of which are chamber members. “The chamber will be the fiscal agent when those funds come through. This was the kind of matchmaking we’re proud to do.”

The Right Fit

Ruth Griggs, a member of the chamber’s board of directors who was on the search committee that brought Jackson on board, told the Daily Hampshire Gazette last spring that he was a deeply experienced entrepreneur with a balance of skills and characteristics chamber members appreciate.

Jackson, in turn, said one of his goals was to move past being just a membership organization to more of a “partnership organization” — getting people to move from being just dues-paying members to becoming more engaged with the chamber and the community.

Today, he says that has, indeed, been a priority, citing the recent opening — a couple storefronts away from the chamber offices on Pleasant Street — of Wurst Haus, the most recent new eatery from the restaurant group led by Peter Picknelly and Andy Yee, and the chamber’s outreach to them.

“When new businesses come into the community, we want to make the sure the chamber is partnering with them, and that they’re also excited about partnering with the chamber,” Jackson said. “It’s a two-way exchange that will benefit all of Northampton. We make sure we invite them and introduce them to all the work the chamber does.”

Part of that is encouraging members to participate in committees that shape much of the chamber’s direction, including a finance committee, an ambassador committee that welcomes new businesses, and an economic-development committee of about three dozen members that meets monthly to talk about projects big and small.

Members of that latter committee include “seasoned business owners and young ones, nonprofits, local politicians, bank presidents — it’s a good, diverse mix of folks who add a point of view that’s unique, and when we come together, we’re all better collectively,” he said.

In a thriving, 21st-century chamber, he told BusinessWest, members aren’t just dues-paying entities, but true investors — of time and talent, not just money — in the chamber and in the community.

“The chamber is run by volunteers,” he said, noting that his team includes four full-time staff and three part-timers (the latter mainly managing the visitor center), so members who want to be deeply involved are critical. “There are a lot of connections to be made, and our role is really to be that catalyst and bring people together to make it all happen.”

If members are willing to work toward that goal, Jackson said, then the Greater Northampton Chamber of Commerce — and chambers in general — still have a key role to play in their communities.

“People expect the chamber to be the centerpoint, and historically we have been. But it wasn’t as open an organization as it is now,” he said, noting, again, that the endgame is a thriving economy and a thriving community. “They’re inextricably linked; they go hand in hand.”

Joseph Bednar can be reached at [email protected]

Hampshire County

Prodigy Offers Fresh Entertainment Alternative

By Mark Morris

Jeff Bujak says he designed the mini-golf course to challenge everyone who plays it.

When game designers evaluate a new concept, one of the most important considerations is for the game to deliver a fun and different experience every time it’s played.

Jeff Bujak, owner of Prodigy Mini Golf & Game Room in Easthampton, applies that same standard to his business.

“I want folks to view the experience at Prodigy as one where they haven’t had enough. I want people to say, ‘there are about 2,000 games I haven’t played yet, so I’m going to keep coming back.’”

Actually, there are currently 2,198 games available at Prodigy, and that’s one reason why the company website describes it as “a gamer’s wonderland.”

Located on the ground floor of the Eastworks mill complex, the 8,000-square-foot game room is the culmination of Bujak’s past experiences as a musician and game player, and his passion for creating things that didn’t exist before.

Originally from Syracuse, N.Y., he spent 15 years traveling the country as a solo keyboard player and as part of the band Somebody’s Closet. He moved to Northampton for its well-known music scene in 2004. Tired of life on the road and sleeping on people’s couches, he decided in 2015 that he’d had enough of life on the road and left music for what he called “a stable paycheck with daytime hours.”

While working in the IT department at Viability, a human-services provider in Northampton, Bujak had the idea of a business that featured a mini-golf course and board games. Meanwhile, around that same time, his wife opened Small Oven, a bakery in Easthampton.

“I could see that Easthampton had real positive energy for business, so I started telling bakery customers about my idea for an entertainment complex,” he recalled. When he presented his business plan to Will Bundy, owner of Eastworks, it proved to be a winning move.

“When I first met Jeff, I knew that Prodigy was going to happen at Eastworks,” Bundy said. “Eastworks is a community of creative and entrepreneurial businesses. Prodigy and its unique view on games and gaming is a perfect fit for us.”

Flipping the Switch

The original proposal was for a mini-golf course and board-game room with no video games that would be called Analog. When Bujak saw how much space was available at Eastworks, he refined his idea and decided to offer more entertainment options. As a collector of video games and their consoles, he knew he could easily include those into the game room.

Most of the video-game offerings are on consoles like NES, Sega, and ColecoVision, which are no longer produced. Bujak has connected them to TV sets from 20 to 30 years ago because the games work best on the older sets.

“I want to keep this place fun for real gamers. When someone plays Mario, they expect it to react the way it did when they were younger, so you need the older TVs to get that.”

Prodigy is positioned as a game room for ages 13 and up. As a result, Bujak said some of the younger players have never seen televisions with picture tubes and often ask for help in turning them on.

Prodigy offers 26 retro video-game consoles that work best on older TV monitors.

The nostalgia doesn’t end with video games, as Bujak proudly pointed out that, instead of serving alcohol, Prodigy offers vintage sodas such as Yoo-hoo, Mellow Yello, and Hawaiian Punch to put customers in a nostalgic mood.

Bujak considered naming the game room after himself, but Bundy suggested that choosing a an edgy word people could relate to might be more effective. After researching several candidates, Bujak landed on ‘prodigy,’ loosely defined as ‘young and smart.’

“My vision was for a place that was ‘young’ in the sense that it always offered something fresh, and ‘smart’ because it encouraged people to use their brains in a fun way,” he said.

He envisioned a game room with one admission price, and every game is then free to play, intentionally countering the typical business model of an arcade, where admission is free and customers pay for each game they play.

All-day admission on Wednesdays and Thursdays costs $10 “per human” and increases to $12 Friday through Sunday. Monthly memberships and discount punch cards for small groups are also available. Bujak said he wants to keep his focus on providing value to people who visit Prodigy.

“I will often ask myself, ‘what does $12 get you at a movie theatre compared to the experience at Prodigy?’ Did my customers get their $12 worth?”

Opened in March 2018, Prodigy features a rich mix of retro video games, classic pub games, and stacks of board games. Winding its way throughout the game room is a challenging 18-hole mini-golf course Bujak designed and built himself. As someone who won mini-golf tournaments in the past, he researched courses and game rooms throughout the Northeast to come up with a fresh design for his course.

“My vision was for a place that was ‘young’ in the sense that it always offered something fresh, and ‘smart’ because it encouraged people to use their brains in a fun way.”

“I wanted to throw a whole different angle on mini-golf course design,” he said. “I’ve tried to incorporate some of the decision making players are confronted with in video games and apply that to mini-golf. “

He explained further that, like a video game, many of the holes on the course offer several paths to aim for, all with different consequences.

Next Level

Business has been brisk, with Bujak doubling his first year’s projections. Along the way, he has also been making adjustments to the room and game choices to make sure the appeal stays fresh.

“I see my key demographics as people in their 30s,” he said, adding that couples in their 30s will often come together to Prodigy to play competitively with a board game or a four-player video game. If they want to play cooperatively, they can form a band and play Guitar Hero.

Bujak has also found that Prodigy is a great place for first dates.

“You can really get to know someone better when you are having a conversation over a game — not to mention what you learn about a person when you see how they handle winning and losing,” he said. Because Prodigy doesn’t serve alcohol, it’s also a safe place to ‘break the ice’ with someone.

“While we host plenty of families and friends, our place appeals to folks who don’t know each other well, but end up knowing each other better at the end of the experience,” he noted.

With that dynamic in mind, he sees hosting business groups as a growth opportunity for Prodigy in 2020. “Because games bring out the competitive and cooperative nature in us, I feel we can offer companies a great place for team-building events and networking opportunities.”

From day-long rentals to single meetings, Bujak said Prodigy is set up with plenty of audio-visual support, including a 10-foot-wide screen for PowerPoint and video presentations and seating to accommodate up to 40 participants.

Recently, Bujak hosted his former co-workers from Viability, who took part in several staff days. This experience assured him that Prodigy can be an effective location for off-site business meetings.

“When you have a social event with a game theme, it generates conversation in ways other gatherings don’t,” he said, adding that “competing with yourself or with others creates healthy competition, which is good for your mind and good for productivity.” 

Prodigy has found success early on as a place where people bring their friends to share a fun place they’ve discovered, which is right in line with Bujak’s marketing strategy.

“From the beginning, I’ve told people that Prodigy is not like any other place,” he said. “It’s something you have to come and see.”

Hampshire County

A Shopping Evolution

General Manager Lynn Gray

General Manager Lynn Gray

Hampshire Mall has seen its share of changes over the decades, particularly in recent years with the onslaught of online retail that has severely challenged brick-and-mortar shopping centers across the country. But this complex on busy Route 9, in a largely affluent, college-dominated region, has recrafted itself as an entertainment destination, where people can do some shopping, yes, but also enjoy go-karts, bowling, laser tag, a movie, and more. The takeaway? Malls may be challenged, but they’re not obsolete yet.

When Bill Hoefler purchased Interskate 91 at the Hampshire Mall 19 years ago, the rollerskating destination had been open for several years, and the mall itself had been thriving, more or less, for two decades.

He wondered how that could be. “Hadley’s population was only about 3,800.”

But the commercial corridor on Russell Street had been growing for some time, he went on, serving as a bridge between Amherst and Northampton, two communities with eclectic, college-centric populations where it could sometimes be difficult to build.

“Walmart had just been built in ’98,” he noted, “and we knew the mall had plans to demolish the theaters and build new ones. Then you had Chili’s and Applebees just a half-mile away. Those companies usually will not build where there’s not a 100,000 population density within a five-mile radius. So why are they in Hadley?”

Fast-forward almost 20 years, and Route 9 is even more built out than before. Interskate continues to draw a loyal clientele, and Hoefler has expanded his adjoining laser-tag operation from 2,100 square feet to 4,500. And Hampshire Mall — at a time when malls, especially those not bordering major highways, have been rocked by the online retail revolution — is not just surviving in tiny Hadley, but bringing in new tenants, many of them entertainment-oriented.

“It’s a hotbed,” Hoefler said. “People in Western Massachusetts will drive 45 minutes to do what they want, but why not just go to Holyoke? Well, a lot of people north of Holyoke just won’t go that far; they stop here. Or they come in from the west. We even have people from Westfield who would rather come here than mess with the perception of the ‘city mall’ in Holyoke.”

Lynn Gray has a lot of experience at Hampshire Mall as well, starting her career in marketing there about two decades ago, when Kmart was still a thriving anchor, and Cinemark was turning the old six-screen movie theater into a 12-screen megaplex. After leaving to work at another Pyramid Management Group property a decade ago, she returned around the start of 2016 and now serves as the mall’s general manager.

“So I got to see where the center was 20 years ago and where it is today, and the changes in between have been really exciting,” she said, rejecting the idea that brick-and-mortar retail is in permanent decline.

“The word I like to use is evolution, because shopping behavior changes constantly,” she told BusinessWest. “What consumers want, how they want it, when they want it, how they want it delivered to them, or how they want to see, touch, and feel it has constantly changed.”

Many still desire that hands-on, instant-gratification shopping experience, she added, which explains why Hampshire has brought in new retail tenants in recent years, from chains like PetSmart to service-oriented shops like T-Mobile and Nail Pro & Spa to local favorites like Faces, which previously spent decades in downtown Northampton.

But it has also morphed into an entertainment destination, complementing long-time tenants Interskate and Cinemark with newer arrivals like Autobahn Indoor Speedway and PiNZ.

“Twenty years ago, there was a theater here, which is entertainment. We had rollerskating and laser tag, which is entertainment,” Gray said. “Over the last several years, as a lot of developers and shopping centers have moved away from big boxes and wondered what to do with some of the changes in retail, they’ve been introducing more and more entertainment. We’ve followed suit, but Pyramid has always been at the forefront of that anyway. Having a rollerskating rink at a shopping mall is not traditional.”

Not much has been traditional about successful malls in recent years, Hoefler agreed, but the business model is working in Hadley.

“When we got here, we saw it was the beginning of an upswing, and we made it our home,” he said. “We’ve been big cheerleaders for the property, and we love being here.”

Gaining Speed

Jake Savageau, general manager of Autobahn, feels the same way. The karting chain boasts 12 locations across the country and attracts a broad clientele, from parents bringing young children during the day to a college and adult crowd at night, racing electric karts that can reach 50 mph. The center’s oldest racer to date was a 95-year-old.

“So much entertainment is coming into malls,” he said, “so when people come in expecting to buy clothing and other items, they see us making a lot of noise, and it attracts their attention — ‘what’s going on here?’ It makes them stay in the mall longer and spend more money and have a good time at the end of the day.”

PiNZ, a small, Massachusetts-based chain, is another recent addition, bringing bowling, arcade games, and a full restaurant and bar to the mall — plus the most recent attraction, axe throwing. General Manager Jessica Ruiz said PiNZ attracts the same kind of crowd flow Autobahn does — younger kids during the day, college students and adults at night.

Jake Savageau says shoppers sometimes discover the entertainment options, like Autobahn Indoor Speedway, when they arrive — and then return to spend more time and money in the mall.

Jake Savageau says shoppers sometimes discover the entertainment options, like Autobahn Indoor Speedway, when they arrive — and then return to spend more time and money in the mall.

“They love it,” she said of the axe-throwing room. “For the most part, people are surprised they like it as much as they do. Everyone’s looking for an experience now. And that’s what we give them, with all the activities we offer here.”

The mall has begun installing ‘patios’ outside the PiNZ eatery and nearby Arizona Pizza, offering a sort of sidewalk-café experience that connects diners to the mall as a whole. Speaking of connecting to the mall, neither PiNZ nor Autobahn has an exterior entrance — the idea is to bring people into the mall to see what else catches their interest.

The Cinemark theaters still do well, Gray said, and continue to invest in the space, including new seating last year and updates to the HVAC system to become more energy-efficient. “They’re making a lot of changes and reinvesting because this is a great, desirable location for them, too.”

Pyramid has made capital investments as well, she added, not only in space improvements to attract new dining, shopping, and entertainment options, but efforts over the past decade to install new lighting, new flooring, restroom updates, and seating modifications to make the center more attractive to both customers and retailers.

“The food court was redone, we have new digital display directories … it’s been really nice to see,” she said. “Fifteen or 20 years ago when I came here, it was the cobblestone and a sort of ’80s-’90s vibe, and today, it’s fresh, it’s exciting, it’s bright.”

With new retail and entertainment tenants in the fold, she would like to see more dining options come on board — perhaps some locally owned eateries, or even a brewery. The idea is to constantly evolve the mix to transform what was once retail-dominant into a center where people can have a diverse experience and spend plenty of time — and money.

“Twenty years ago, people wouldn’t have thought they’d see a Target in a shopping center, and the next evolution is that people wouldn’t have thought a gym would be in a mall,” she said, noting the presence of Planet Fitness. “But that’s here, and go-kart racing is here. So it constantly changes.”

Blurring Lines

Malls aren’t done evolving, Gray said, noting that even online retailers, like Warby Parker, are showing up in malls.

“Even Amazon is doing pop-ups inside shopping centers. The online world and the e-commerce world does still look to brick and mortar to enhance their brands as well. While you can buy things on Target.com, people still want that experience and that instant gratification, while other people can wait for their product. A lot of people still want to come into a mall, into a setting where there’s more than one option, to see, touch, and feel their products before they make their purchase.”

That said, no one managing malls today is downplaying the impact of online retail.

“Your online presence is always going to be there — that’s the wave of the future,” Gray told BusinessWest. “But by introducing an entertainment component, it’s about the experience — and we’ve taken that experience to a new level. With the collection of all these experiences all under one roof, the goal for us is to make sure we’re all things to all people and we provide the customer with what they want, when they want it.”

Faces built its name for 33 years in downtown Northampton, but now it’s one of the newest retail options a few miles to the east at Hampshire Mall.

Faces built its name for 33 years in downtown Northampton, but now it’s one of the newest retail options a few miles to the east at Hampshire Mall.

Hampshire Mall is well-positioned to roll with changes in shopping habits, Gray added, because of its community demographics and the economic vitality of Route 9 in general.

“Retailers are looking for population density, but they’re also looking for household income thresholds, and this area offers so much. It’s a very affluent community, the crossroads between Northampton and Amherst,” she explained. “But we’re also in great proximity to a wealth of the college student population, which definitely is a driver for this area.

“Twenty years ago, this section of Route 9 was completely different than what it looks like today,” she went on. “There wasn’t a Lowe’s, a Home Depot, a Starbucks. Now all these things exist here, and this becomes a very desirable area for a lot of different uses. LL Bean is moving across the street; Autobahn is open here. A lot of people see this as valuable real estate because of its access to the affluent community and the college students.”

Bill Hoefler

Bill Hoefler says he enjoys being part of the “funky and eclectic” mix of tenants at Hampshire Mall.

Faces is a good example, she said. “It’s traditional retail, if you will, but with a non-traditional flair,” she said of the quirky store that opened in downtown Amherst in 1971 but recently ended a 33-year run as a downtown Northampton mainstay.

“They relocated to Hampshire Mall because they saw the collection of entertainment and dining and all the uses they wanted to be around to support their business for the long term,” Gray noted. “I think that’s a testament to how, when you put the right people under the same roof, people are more drawn to come in, and businesses are more drawn to open new locations.”

Rolling Along

Hoefler has certainly seen his share of mall evolution, but continues to draw families to the uniquely shaped skating rink above the food court and his new, cutting-edge laser-tag center downstairs. “We didn’t just want to move; we wanted to do it bigger, better, with the latest technology.”

The skating business ebbs and flows, he added, but in perhaps unexpected ways; when the economy is good, he sees new faces, but he typically does best when the economy is flat, because he has a loyal clientele, largely middle to lower-middle class, that appreciates an affordable entertainment option. “Even when times are tough, they still come skating.”

Now that those entertainment options have expanded, Hampshire Mall’s target audience — a mix of college students, factory workers, agricultural families, and more — have additional reasons to make their way to the mall.

“We’re proud of our history,” Hoefler said. “We’re proud to be in the mall. We’re glad to be part of the mix that keeps this funky and eclectic. It’s a good time.”

Joseph Bednar can be reached at [email protected]

Hampshire County

World Changers

Phil Weilerstein

Phil Weilerstein wants to help innovators move their ideas into practice — and perhaps change the world.

Katya Cherukumilli has a big idea with potentially bigger impact.

Her nonprofit startup, Seattle-based Global Water Labs, is developing a scalable and affordable fluoride-removal technology that aims to reduce the incidence of irreversible diseases as a result of consuming excess naturally occurring fluoride in groundwater — a risk common to some 200 million people worldwide.

She credits Hadley-based VentureWell with helping her move her big idea beyond the headspace into something tangible and, hopefully, impactful.

“One of the things VentureWell helped me realize was that the business model has to be really different for the R&D pilot phase and the scale-up and commercialization and expansion phase,” she said. “In a sense, I pivoted from how I was thinking about the fundraising for the initial pilot phase to thinking about who the different donors and funding agencies would be for the scale-up phase.”

VentureWell, which has been promoting technology entrepreneurship — especially in the sciences, medicine, and the environment — for almost a quarter-century, was a key reason Cherukumilli was able to even reach the pilot stage, thanks to $25,000 grant, but also connections to additional opportunities and networks she otherwise wouldn’t have access to.

“One of the things VentureWell helped me realize was that the business model has to be really different for the R&D pilot phase and the scale-up and commercialization and expansion phase.”

Myriam Sbeiti tells a similar story. While at New York University, she co-founded Sunthetics, which has developed a solar-powered device to use during the chemical-input phase of nylon production, helping eliminate greenhouse-gas emissions from the manufacturing process. But she quickly learned that conceiving a way to solve a worldwide problem and actually solving it are two different things.

“I’ve learned that entrepreneurship is finding solutions to completely new problems every day. I’ve been able to develop many new competencies from scratch — from negotiating contracts to navigating regulatory hurdles,” she said. “VentureWell has been a catalyst for our development. They provide a healthy balance of business mentoring and support while also keeping in mind the feasibility and viability of a venture’s technology.”

It’s that gap — between good ideas and viable businesses — that VentureWell has been trying to bridge since its founding in 1995, largely working with teams of college students and faculty. Its success to date, and its future promise, have both turned heads and drawn significant funding support, from the likes of the Lemelson Foundation, USAID, the European Investment Fund, the National Institutes of Health, the Autodesk Foundation, the Ewing Marion Kauffman Foundation, the National Science Foundation, to name a few.

“Our objective broadly is to impact entrepreneurship and innovation at colleges and universities,” VentureWell President Phil Weilerstein told BusinessWest, noting that its programs encompass grant making, faculty development, conferences, and curriculum — all with the goal of “making the idea of entrepreneurship more available to students.”

Laura Sampath says VentureWell is looking to adapt its model to enterprises that aren’t college-based.

Laura Sampath says VentureWell is looking to adapt its model to enterprises that aren’t college-based.

More specifically, the idea is to foster programs that help people move ideas into practice — and then scalability.

“As someone who’d started a business in the Valley before this, I wish I’d have had someone share these things with me so that the startup process was more effective, efficient, and less painful,” he went on. “It’s very rewarding, knowing the value it has for the people we work with, and being able to do it in a way that not only supports that particular venture but creates, through that venture, other pathways.”

Such a program is needed, if a recent report by the National Chamber Foundation and the Millennial Generation Research Review is to be believed. While more than 2,100 U.S. colleges and universities have added an entrepreneurship curriculum, the report notes, a large percentage of former students claim that the coursework did not adequately prepare them to start a business. Which raises the question, how can student innovators gain the necessary tools and knowledge to take their idea to market?

Enter VentureWell, and its team of 56 individuals trying to change the world from their quiet corner of Hadley. “We provide people with a healthy start,” Weilerstein said, “and get them on a pathway they might not otherwise have found.”

How they do that can’t be explained in a few words — and the potential worldwide impact is broader still.

What’s the Big Idea?

VentureWell was established in 1995 with support from the Lemelson Foundation, founded by prolific independent U.S. inventor Jerome Lemelson, who believed invention was essential to American economic success and vitality and envisioned a program that would foster the next generation of collegiate inventors and help them bring their ideas to impact.

In 1995, Lemelson convened a group of higher education faculty and administrators at Hampshire College to discuss how to make his vision a reality. In the meeting, Lemelson described an organization that would support educators in implementing a hands-on, experiential approach to learning while at the same time helping students develop new products and boost them toward commercialization.

VentureWell — originally called the National Collegiate Inventors and Innovators Alliance — was created out of this meeting. It began offering grants to faculty to start programs in technology entrepreneurship, particularly ones that focused on the development of ‘E-teams’ — groups of students, faculty, and advisors working to commercialize a novel idea. VentureWell then funded the best E-teams coming out of those courses and programs, helping them bring their inventions to market.

Christina Tamer (left), senior program officer, and Lauren Gase

Christina Tamer (left), senior program officer, and Lauren Gase, senior evaluation analyst, at VentureWell’s annual OPEN conference, which promotes connections among innovators and entrepreneurs.

The organization has since grown to a membership of 200 colleges and universities from across the U.S., engaging — and funding — thousands of undergraduate and graduate student entrepreneurs each year.

“Our approach from the outset has been to develop pathways for people with good ideas to figure out how to make an impact in the world through an innovation process that leads to scaled entrepreneurial outcomes,” Weilerstein said. “We’ve been successful at doing that both in the individual E-team ventures as well as working with institutions — with faculty and folks who are the enablers of this work — to improve the productivity of their environments.”

The end goal, he added, is to create pathways and support resources that enable ventures not only to emerge, but emerge with the ability to scale up and sustain that growth.

This is accomplished in three ways: programs to assist early-stage innovators, faculty initiatives, and cultivating broad-based innovation and entrepreneurship networks.

E-teams — VentureWell’s most common approach to early-stage innovation — are formed through competitive grants accessed through universities, Weilerstein explained. “Students are driving the projects — they’re the entrepreneurs, and they’re expected to be the startup founders, typically after they graduate. They learn by doing early-stage development in school, so they’re in good position to raise money and launch the company after graduation. Our training programs are designed to support that process.”

VentureWell’s second means to achieve its goals is by supporting faculty initiatives at colleges and universities — basically, challenging innovation and entrepreneurship (I&E) faculty to pioneer new and better ways of engaging their students in the entrepreneurial process. To these ends, the organization issues grants up to $30,000 to support science- and technology-based I&E in higher education.

Finally, VentureWell wants to cultivate networks of inventors and entrepreneurs to build an ecosystem of innovation.

“VentureWell has awarded over $11 million to 450-plus faculty at more than 230 different institutions,” Victoria Matthew, VentureWell senior program officer, said during a recent conference session on a project called Mission 2025, which was designed to elicit a vision for the future of I&E education. “Over that time, I&E education ecosystems have flourished and advanced such that competitions, entrepreneurship centers, and maker spaces are now standard on many campuses. While the progress is impressive, many in our community are now asking: ‘where do we go from here?’”

Indeed, Laura Sampath, vice president of Programs, told BusinessWest that, more than five years ago, VentureWell started being recognized nationally for the work it was doing with early-stage innovators, and funders were asking how to translate the model to support innovators who were not necessarily university-based. So the organization started working with USAID and the Bill & Melinda Gates Foundation on programs that supported scientific community.

“It’s the same at its core with a slightly different participant base, and those programs have continued to grow,” Sampath said, adding that VentureWell also works with the U.S. State Department to promote enterprises in Africa, Eastern Europe, and other areas. “With this model we developed over our first 20-plus years in existence, there are a great deal of transferrable ideas within that.”

Getting Down to Business

Again, the idea is to effect broad change in some area of technology, healthcare, or environment — and change lives, perhaps worldwide.

“We want to have an impact on educational and institutional systems, infrastructure, and ecosystems that provide the breeding ground and opportunity space where people with ideas can begin to think about the applications of their ideas,” Weilerstein said. “We work with the innovators to move that forward to support opportunity and investment and jobs — but also societal benefits through health and environment impacts.”

Sometimes the innovator doesn’t even understand what the eventual value of his or her invention will be.

“Like, I might know how to put a coating on a piece of glass so that nothing will stick to it. Well, who cares about that?” Weilerstein said, suggesting that, perhaps, people who make solar panels and want them to shed dust may value that idea most. “The initial thinking was, ‘I can make windows that never need to be washed.’ Well, it turns out that’s not actually worth much to people. So the innovators are finding out where the value is and what will actually lead to a viable, scalable business.”

In short, the E-teams and other programs are teaching students and faculty how to go from thinking like a scientist to thinking like an entrepreneur. “How can we support the scaling of your brilliant research idea and help it move more quickly or successfully into use by other people? That’s the critical jump between nothing ever coming of a really interesting research result and something actually world-changing happening.”

At VentureWell’s inception, Sampath added, the field of innovation and entrepreneurship was very different, and the types of institutions it works with must continue to evolve along with societal needs. “Part of what we now need to do is create that engine in a way that keeps us up with the times, that ensures we’re meeting the need of the [innovation] field as it stands today, which is constantly changing. And there’s no shortage of opportunity.”

Part of Mission 2025, Weilerstein said, is building tech-innovation networks in geographic pockets — like in the Midwest — that don’t have the advantages of, say, Boston, where resources, funding, and talent to build a billion-dollar company are close at hand.

“This is very rewarding work,” he added. “I feel lucky every day to come to work. It is meaningful work, both for the outcomes that happen and the way the work we do changes people.”

Even if an idea never turns into a viable business, the E-team experience often changes the mindset of the students, who then bring that heightened entrepreneurial approach to whatever career they attempt.

And if an idea does take root? Well, the world is full of massive problems in need of solving.

“The solutions to the problems facing society are often found at scale in an entrepreneurial way, and I think that’s true of things like climate change, pollution issues, and healthcare,” he went on. “People often are reluctant to associate problem solving with entrepreneurship, but that’s the way we approach it. Our work starts with invention. That’s really at the core of what we’re looking for — people who have figured out how to take a good idea and reduce it to practice. And the good idea is usually a solution to somebody’s problem.”

To an entrepreneur, the end goal of a good idea might be a business, independence, and financial security. That’s all fine, but Weilerstein wants people to think bigger.

“You have the satisfaction of a career, but it’s also an important way for society to solve problems,” he said. “All the things we think of as a crisis, we also see as an opportunity.”

Joseph Bednar can be reached at [email protected]