Home Archive by category Sections (Page 3)

Sections

Home & Garden Show Lets Contractors Put Their Best Foot Forward

By
The leadership team at Ace Chimney Sweeps, Kelly Kapinos and her sons, from left, Kelly, Matty, and Joey.
Home Improvement Special Coverage

Getting Down to Business

The leadership team at Ace Chimney Sweeps, Kelly Kapinos and her sons, from left, Kelly, Matty, and Joey.

The leadership team at Ace Chimney Sweeps, Kelly Kapinos and her sons, from left, Kelly, Matty, and Joey.

 

Kelly Kapinos says it started with one of those cereal box records that were prevalent in the ’60s and ’70s.

Her husband, Jay, was looking at a trade magazine in a doctor’s office after an on-the-job injury, she explained, when he came across an item for chimney sweeping.

“It talked about how you could be your own boss, help people stay safe, meet a lot of people, and not have to work in a cubicle,” she recalled, adding that he sent away for the record, which started with “Chim Chim Cher-ee” from Mary Poppins.

“It talked about the advantages of being a chimney sweep, like being outside in the nice weather. It didn’t talk about how cold it gets, or how hot it can be on roofs, or how dangerous it can be,” Kapinos recalled with a laugh, adding that, after some deeper due diligence on this business, they bought in and hung out their shingle. Sort of.

They kept their full-time jobs and started cleaning chimneys on weekends before it became a full-time pursuit called Ace Chimney Sweeps. And 40 years later, Kelly and her three sons, Matt, Jamie, and Joe, are still at it (Jay went on to get his class A license and now moves heavy construction equipment), as one of the very few locally owned chimney sweep companies still doing business in the 413 and just beyond.

And this is one of the points they stress to visitors to their booth at the Original Western Mass Home & Garden Show, which will stage its 71st edition at the Big E on March 26-29.

The company has become a regular at the show over the past several years, said Kapinos, adding that it uses those four days to help fill an already-crammed schedule for the coming seasons, but also just to get the word out and build some brand recognition.

“For the first time in a long time, people want to sign up to get work scheduled. In past years, they’ve been so busy … they came to the show because they didn’t want to lose their spot and they wanted to keep their name out there, but they really weren’t trying to sell work. This year, there’s a different mindset.”

These are the main motivations for vendors at the show, many of which have been appearing for decades, said Andy Crane, president of the Home Builders & Remodelers Assoc. of Western Mass., which produces the show.

The showcase provides a great opportunity for businesses to do some brand building and, quite often, put some business on the books, said Crane, adding that, with the economy slowing in some respects, many vendors are more focused on looking for work than they have been in recent years, when they were booked solid heading into the show.

“A lot of businesses are really busy, but there are many businesses that would like to see more booked jobs to feel good,” he explained.

Meanwhile, for visitors, the show presents an opportunity to get a break from winter (especially this year), see what’s new, and perhaps find someone to handle the next project on their to-do list.

For BusinessWest, its annual show preview provides a chance to tell the stories behind some of the vendors — like Dimauro Carpet & Tile. The East Longmeadow-based company, now celebrating 30 years in business, will be making its first appearance at the show, and Jeff Beturne, project manager for the company, is expecting … well, he’s not really sure what to expect.

“I’m excited about what it might bring — we’re really not sure,” he said, adding that members of the company’s leadership team are putting together a game plan for the show, including deals to be offered to customers.

Overall, they will be looking to introduce themselves to the region and “get our personality out there,” he went on, adding that the company will stress its longevity and the fact that it is locally and family-owned.

Andy Crane

Andy Crane says the Home & Garden Show provides vendors with an opportunity to be visible — and also put some business on the books.

For Earthlight Technologies, an energy solutions company based in Ellington, Conn., and with offices locally in Northampton, the goals are similar, said Andrew Bessette, content manager.

“The trade show is a good way for us to get more visibility and get direct lines to our customers,” he noted, adding that, while the company gains several jobs directly from the show, it also builds name recognition and tries to separate itself from competition that is not as focused on quality and customer service (more on this later).

For this issue and its focus on home improvement, BusinessWest previews the Home & Garden Show and talks with several area businesses about why these four days at the Big E are time very well-spent.

 

Home Work

This is the slow season for chimney sweeps.

It starts in January and goes until about the end of winter, said Kapinos, adding that this general quiet allows the company to make the significant investment in time required of home show vendors.

“We start revving up for spring cleanings, and then we’re out straight again until next January,” she explained, adding that the show, while time-consuming, is a solid investment for Ace when it comes to getting its name out and making acquaintances.

“The show keeps us in front of people that have been coming to us for years,” she said. “They stop by the booth to say ‘hi’ and put my face with my voice on the phone, and also meet the guys because they’re at the show with me.”

This business of putting faces with voices and ‘meeting the guys’ might be the unofficial mission of the home show, said Crane, who said organizers are on track for another sellout when it comes to vendor space.

Crane noted that, in the wake of COVID, a time when people spent more time at home — and also when many had more disposable income — most contractors and home improvement companies had all the work they can handle. Some didn’t want to come to the home show and tell those visiting their booth that they couldn’t put them on the schedule for several months at least.

Most contractors are still busy, he said, but there is now more need to get in front of people and, hopefully, fill the calendar with work.

“For the first time in a long time, people want to sign up to get work scheduled,” he said. “In past years, they’ve been so busy … they came to the show because they didn’t want to lose their spot and they wanted to keep their name out there, but they really weren’t trying to sell work. This year, there’s a different mindset.”

Like many home improvement companies, Dimauro received a significant boost from COVID, said Beturne, noting that the company’s portfolio leans heavily (about 80%) toward commercial and municipal work, and there was a lot to be found in 2020 and 2021.

“Municipalities had an influx of money, and it was just sitting there,” he explained, adding that the company gained a significant amount of work taking out carpeting and putting in hard surfaces.

“This past year was the first quiet year after all of that,” he went on, adding that there was less work to be had on the municipal side and more competition for what did emerge, and it was also slower on the residential side amid inflation, tariffs, and general uncertainty. The company is looking at home show participation as one strategy for putting more work on the books for 2026 and beyond.

“We want to be aggressive; we want to put our best foot forward in terms of getting people to knock out the room they’ve been holding out on,” he explained. “If they’re renovating a room, a home office, bedroom, you name it, then we want to be able to provide products at excellent prices.

“It’s about making sales, but it’s also about getting our name out there,” Beturne added. “It will be good to remind people that we’re here and that we’re willing to travel to handle a project.”

For Earthlight Technologies, there are several motivating factors when it comes to trade show participation, and the company takes part in several, Bessette noted.

It does so to educate the public on its many products and services, he said, listing EV charging stations, energy efficiency, and other energy solutions. But it’s best known for commercial and residential solar, which remains a popular option, despite the end of the 30% federal solar tax credit on Dec. 31 with the signing of the One Big Beautiful Bill Act.

“The value proposition doesn’t really go away because there’s no tax credit,” he explained. “The sky is not falling; solar is still going to be a very viable option for a long-term return on investment.”

There is a good amount of work on the books for 2026, he noted, adding that the show will hopefully generate more, while also helping the company tell its story and differentiate itself from what is still a crowded field of competitors.

“The trade show is a really good way for us to stand out, specifically when customers can talk to our sales reps,” Bessette said. “Unfortunately, our industry doesn’t have the best reputation. In any industry, there are bad actors or people that might promise more than they can actually deliver. You have that in any industry, but it’s fairly prominent in the solar industry. When you talk to our sales reps and the people at our company, that’s a differentiating factor — we take really good care of our customers.”

 

Bottom Line

Each company has its own message to get across, said Crane, adding that the Home & Garden Show has been connecting contractors with the public — and existing and potential customers — for seven decades now.

This tradition will continue later this month, with a four-day show at which vendors and visitors can get down to business, in every sense of that phrase.

Britt McGrath Helps People Achieve Healthy Bodies — and Healthy Self-image

By
Britt McGrath opened the Hadley studio of My Health Matters Fitness in late 2023.
Healthcare News Special Coverage

Creating a Movement

Britt McGrath opened the Hadley studio of My Health Matters Fitness in late 2023.

Britt McGrath opened the Hadley studio of My Health Matters Fitness in late 2023.

 

In her bio on the website of My Health Matters Fitness, Britt McGrath makes it clear what she thinks of ‘diet culture.’

“I have been on a decades-long journey of learning to look at my body for everything it is, rather than everything it is not. And through years of certifications, training, and actual hands-on work, I’ve found my purpose. I’ve found my worth again,” she wrote. “And that is to help other people who have had similar histories as mine give diet culture and all of its toxic friends a huge middle finger — to finally start living our lives in ways that do not revolve around how our bodies look, but rather everything else life has to offer.”

Now in her sixth year of helping a growing roster of clients make fitness and wellness work for them, she believes in that philosophy even more.

In short, too many people have been let down by a fitness and diet industry that puts too much emphasis on weight numbers and body shape, and have grown up in a society that overly focuses on the way they look, and places all the value on that, McGrath told BusinessWest during a broad conversation at her Hadley fitness studio.

“For as long as I can remember, I always fixated on my body. I was an athlete for many years, and I felt strong, but once I stopped playing, that’s when my eating disorders started happening because I didn’t know how to control my body anymore,” she said. “And over the years, as I started healing my own body image, I started making more connections with other people speaking out and letting me know they’ve also experienced that.”

“Over the years, as I started healing my own body image, I started making more connections with other people speaking out and letting me know they’ve also experienced that.”

My Health Matters contains many trappings of a traditional gym — weights, circuit training, boxing, group classes, personal training, and much more — but with a few key differences, from a lack of mirrors to a deliberate de-emphasis on number of pounds lost. Instead, fitness plans are individualized to each member’s needs, goals, and body type, with an emphasis on improving quality of life rather than chasing specific numbers.

“We’ve created a community of people who have been wanting something like this, to be able to escape a lot of what they’re exposed to in other places or by their own families and friends — whoever is telling them, ‘you have to look a certain way, or else you’re unhealthy,’” McGrath explained.

My Health Matters features a host of different exercise modalities, plus group classes and personal training.

My Health Matters features a host of different exercise modalities, plus group classes and personal training.

“A lot of folks are coming in and saying, ‘thank God there’s a place where I can just be me. I can say no to a movement that I don’t want to do. I can flip off the trainer if I want to. I can leave halfway through class if I feel like that’s what I needed.’ And I think the bodily autonomy of it, being able to make those choices without shame or guilt, is really important for us here.”

It’s an idea she’s become passionate about, and which drove her to create a safe space that’s welcoming to all body types — and women and men of all ages and backgrounds who want to express themselves and find their own path to wellness.

“I think it’s important to go against the grain a little bit,” McGrath said. “How many centers are talking about, ‘lose the weight,’ ‘burn this off,’ ‘eat this.’ There’s constantly another diet, another thing that’s coming up. But if all these diets were supposed to work, then why haven’t they worked? It’s because they’re not supposed to work, and they’re damaging to our bodies, and they’re damaging to our mental health. And they make us feel like failures if nothing happens.

“And also, why do we have to lose the weight? Why do feel like we have to hate our bodies if they don’t fit into a little box that society has deemed as appropriate this year? And that changes every year. I just felt like this needed to change,” she went on. “We have many amazing companies in our area, and a lot of personal trainers that I started getting to know as I was developing this space, who are practicing these things, but only in bits and pieces.”

 

Body Talk

McGrath didn’t always intend to work in this field; she has a background in environmental studies. But in many ways, fitness was always at the back of her mind.

“I was an athlete growing up; soccer was my baby. I ended up playing lacrosse for a few years, but soccer was always at the forefront.”

She picked up soccer at age 9 because a close friend was playing, and she wound up competing in a municipal league in Belchertown, then Belchertown High School, and was scouted by colleges — but a knee surgery early in her college career shut everything down. She did wind up coaching soccer at the high school level, which she enjoyed.

“Playing sports always felt really at home for me and made me feel connected to my body — but then, also disconnected, because I didn’t know how to feed it and how to take care of it when I wasn’t being an athlete.”

Britt McGrath says she wants to be the kind of positive fitness example to people that she wishes she had growing up.

Britt McGrath says she wants to be the kind of positive fitness example to people that she wishes she had growing up.

Seeking to get back in touch with what she enjoyed about movement, McGrath started working as a spin instructor at Energia Fitness in Hadley, now known as 50/50 Fitness/Nutrition. Later, she became a high school physical education teacher and a personal trainer, before launching her own business in 2020 that started with remote classes and home visits, before she hung out a shingle on Route 9 in October 2023.

“What I love is teaching folks, helping people see that there’s always potential, there’s always a possibility of finding a way that feels good in your body rather than feeling like you’re stuck. You should never feel stuck,” she said. “There should always be another option that someone can provide you so you’re like, ‘wow, look how cool my body is doing these things.’ That’s what I want to teach people — I want people to experience how good it can feel to be like, ‘my body is cool,’ rather than, ‘what’s wrong with me all the time?’

“We don’t need that, especially with everything going on these days,” she went on. “The last thing we need is feeling bad about ourselves continuously. So fitness is an opportunity to be able to connect with our bodies and with other like-minded folks and be like, ‘yeah, let’s do this.’”

Having struggled with body image and eating disorders in her past, McGrath is convinced that, had she encountered a role model with a body-positive take on fitness, her experiences might have been very different — and she wants to be that kind of positive influence for her club members today.

“I wanted this to be inclusive — different bodies, different identities, different lived experiences. We wanted to have a lot of variety for folks to be able to choose what works best for their bodies,” she explained. “So we have a mix of some higher-engaging classes like spin classes and boxing and strength classes. And then we wanted classes that have a sweet balance of making sure that you’re not just like beating your body into submission to feel like your value based on that — so we have mat pilates, yoga, we’ve even had meditation in the past. Bar classes are also nice because they work the smaller muscle groups and help keep your joints supported in those ways that you might not in the larger muscle groups.”

“I hear so many stories from our clients about the crap they’ve dealt with. Then they connect with other community members and are like, ‘my God, that happened to you too.’ And then they become closer.”

Aubrey Endress gets to the heart of choosing the right activities in a recent post about ‘joyful movement’ on the My Health Matters Fitness blog.

“Whether you’re walking with a friend, dancing solo to your favorite song in the kitchen, or finding your center in a yoga class, finding joyful movement establishes a level of trust within ourselves. You are taking the time to really listen to your body and respect it by choosing movement that supports what you need in the moment. No guilt, no shame, no punishment — just connection with what your body truly will benefit from.”

McGrath loves seeing members, many of whom have been scared off by other gyms and who have struggled with body image, find their connection — and a new passion for movement.

“I hear so many stories from our clients about the crap they’ve dealt with. Then they connect with other community members and are like, ‘my God, that happened to you too.’ And then they become closer,” she told BusinessWest. “I think it’s so needed. To be able to make those connections with like-minded folks is really important for a lot of us. And it’s really beautiful to see.”

 

Down to Business

McGrath reiterated more than once that opening a physical location and bringing on employees — she has 14 of them now — has been challenging and scary, but also deeply gratifying.

“I was terrified to do it — still am, sometimes. At the beginning, I really was trying to figure out what was best for my mental health and how to mix the balance of work and my personal life. With the pandemic, my mental health got pretty bad, and that gave me some perspective of what I was looking to do.

“Then a lot of my clients were starting to express that they wanted to lift heavier weights and be able to go somewhere and do that. That was at a time where a lot of us were saying, ‘OK, maybe we can start going out in public more.’”

She has partnered with other like-minded businesses, like Happy Valley Nutrition, a group of dietitians who, led by founder Amanda Mittman, also promote an anti-diet, weight-inclusive view of fitness and wellness.

“I love connecting with people and making people feel strong and validated in their experiences and their bodies,” McGrath said. “A lot of times, we go through the world thinking that everyone either hates our bodies or sees things about our bodies that aren’t there, and we develop bad body image or eating disorders.

“A lot of people have specifically sought us out because they’re like, ‘you’re different. This is cool.’ This is something they’ve actually been wanting to do, but might not have had the means yet. Or they’re looking for something that can heal their own trauma with movement. I say all the time that I needed this growing up so I could have healed my relationship with my body and my mind. And a lot of people working for us have specifically come here to help people with that.”

Clearly, McGrath has figured out that relationship for herself, and is passionate about helping others get there as well.

“I think this is the first job I’ve had where my cup is filled after I leave, rather than being completely depleted,” she said. “I feel very grateful. I mean, owning a business is no joke. That can be draining. The people are not.”

Lenox Keeps Building Its Brand as a Destination

By
Marion Hayden says she’s always had a “love for color, design, and merchandising,” and all three come together in her new venture, Home on Main.
Community Spotlight Special Coverage

Community Spotlight

Marion Hayden says she’s always had a “love for color, design, and merchandising,” and all three come together in her new venture, Home on Main.

Marion Hayden says she’s always had a “love for color, design, and merchandising,” and all three come together in her new venture, Home on Main.

 

When it comes to the arts, hospitality, history, and architecture, Sara Goodberlet says, Lenox has an extremely strong brand.

It’s been built over time and is fortified by institutional landmarks such as Tanglewood, Shakespeare & Company, the Mount (Edith Wharton’s home), Ventfort Hall (home to the Gilded Age Museum), spas, inns, restaurants, retail shops, nature trails, and much more.

And as the relatively new director of the Lenox Chamber of Commerce, she said one of her primary directives is to protect, nurture, and enhance that brand.

“I want to keep building Lenox as a brand, as a destination,” she said. “It’s a strong brand, but I want to freshen it up a little bit. We’re in a unique position … we have some older, mature, historical roots, but then we also have this fresher, modern vitality that’s also in the mix.”

Elaborating, Goodberlet said one of her goals is to educate and inform the public about not only the pillars of Lenox’s strong arts and hospitality sector — like Tanglewood, which has two Paul Simon concerts featured in a packed 2026 schedule, or Shakespeare & Company, which also a full slate of shows starting in June — but the many small businesses and nonprofits that help make this brand as strong as it is, and the people behind them.

People like Molly Lyon-Joseph, who owns two restaurants in town — Frankie’s, an Italian-American eatery, and Pizzeria Boema — and is set to open a third, Bea’s House, in a historic property, the former Café Lucia on Church Street.

“I want to keep building Lenox as a brand, as a destination. It’s a strong brand, but I want to freshen it up a little bit. We’re in a unique position … we have some older, mature, historical roots, but then we also have this fresher, modern vitality that’s also in the mix.”

Or Scott Shortt, a former financial services veteran turned serial entrepreneur whose latest venture is a unique event space, called the Belvedere, carved out of a former retail space in downtown Lenox.

Or Marion Hayden, a long-time employee at the former Annie Selke store in downtown Lenox, who, after the store closed, decided to keep that destination alive with a venture she calls Home on Main.

Individually and collectively, these businesses (much more on them later) contribute to the vibrancy that defines Lenox for at least three seasons each year — winter is considerably slower and a challenge for many businesses — and also to a highly supportive environment.

“I wouldn’t choose to do business anywhere else — I love the Lenox community. I feel like everyone supports each other; there’s collaboration on many levels,” said Lyon-Johnson, adding that the many hospitality businesses benefit from Tanglewood, especially, but all the major draws, and they support those institutions in kind.

Added Goodberlet, “I’ve never been in a business climate where there’s so much being created. It’s such a treat to help support them, bring people together, and market our area and continue to give it the personality it has.”

For this latest installment of its Community Spotlight series, BusinessWest takes an in-depth look at Lenox and how its brand is stronger than ever.

 

The Play’s the Thing

Jaclyn Stevenson, director of Marketing & Communications for Shakespeare & Company, described 2026 as an important year for the live theater venue, for many reasons.

For starters, it will be a time to remember Tina Packer, the company’s co-founder and founding artistic director, who passed away on Jan. 9. There will be a celebration of life on May 31 at the Shakespeare & Company campus, said Stevenson, adding that Packer remains an inspiration to all those at the company, and in her honor, the Tina Packer Legacy Fund has been established to support the future of the institution and the work she founded.

Meanwhile, 2026 will mark a financial milestone — this will be the first time since its founding in 1978 that the nonprofit theater is completely debt-free, having paid off the remaining $1.7 million of the $4 million mortgage on its campus, thanks to contributions from its board of trustees and a combination of successful property transactions, community support, and a strong box office season, Beverly Hyman, chair of the board of trustees, described this financial development as a turning point for the institution.

The Arthur S. Waldstein Amphitheatre, seen here during last season’s production of Romeo and Juliet, is one of three outdoor theaters at Shakespeare & Company.

The Arthur S. Waldstein Amphitheatre, seen here during last season’s production of Romeo and Juliet, is one of three outdoor theaters at Shakespeare & Company.

“We have some long-term board members who have been around the block a few times in terms of financial ups and downs, and even they see this as a turn into all new territory,” she said. “We now have the opportunity to expand education programs — including our nationally recognized Shakespeare in the Courts program — and to focus on our Center for Actor Training, which requires highly skilled faculty.”

There are other developments as well, said Stevenson, noting that Shakespeare & Company, named by Newsweek as one of the top outdoor theater companies in the country, is now the new home to six sculptures created by noted philanthropist Harold Grinspoon. Each more than 30 feet high, the sculptures create a new attraction on the property that visitors can enjoy year-round.

Then there’s the 2026 schedule, which includes a limited run of Midsummer Dreamers, a two-person interpretation of Shakespeare’s A Midsummer Night’s Dream; Matthew Barber’s Fireflies; and a production of Twelfth Night.

Goodberlet said that, while large institutions such as Tanglewood, Shakespeare & Company, and the Mount are in many ways the foundation of Lenox’s arts and hospitality base, this sector has many moving parts, with the emphasis on moving.

“You always put together a plan, you make assumptions, and you work through the details and consider a lot of scenarios and how things will work. But it’s all theory until you actually start putting it into practice.”

Indeed, while there are some constants, there is always change and new additions to the landscape, all of which contribute to the overall Lenox vibe.

These pieces include Lyon-Joseph’s restaurants, which, in addition to fine dining, provide jobs to people of all ages, but especially young people. She said she’s diligent about providing not just a paycheck, but learning experiences on many levels.

Indeed, she recently took her leadership team to the Gramercy Tavern in New York City’s Flatiron District to get a first-hand look at how that landmark establishment provides customer service, and to learn from what patrons experience.

“The Gramercy Tavern is known for their hospitality,” she said, “and I wanted my team to see what it’s like on the other side of that, so they can take it home and have that amazing experience.”

As for Lyon-Joseph’s latest endeavor, it involves renovating an 1853 landmark, as well as opening another restaurant, in this case one focused on contemporary new American cuisine.

“I love old antiques, and I’ve spent the past year and a half collecting things that are going to be placed in the restaurant,” she explained, listing, among other things, a telephone from the early 20th century that will carry a sign that says ‘Call Mom.’

“We’re a very serious restaurant in terms of our menu and our wine list, but our approach is very whimsical; we don’t take ourselves too seriously,” she told BusinessWest, adding that she’s expecting to open later this month.

 

Designs on Growth

Hayden brings a diverse background to her new role as shop owner and entrepreneur.

Indeed, she worked in publishing for many years, and later as an assistant to Doug Trumbull, Academy Award-winning film director and visual effects producer, before studying interior design at the New York School of Interior Design and then working for local designers.

She became the on-site manager of the Anne Selke store on Main Street in Lenox, named after the interior designer who created, and later sold, the Pine Cone Hill and Dash & Albert brands of home décor.

When the store that was created to showcase those brands closed in October 2024, Hayden sensed the disappointment among customers and those in the community and decided to take an entrepreneurial plunge and open a similar outlet at that location, taking her career in a different and rewarding direction.

Lenox at a Glance

Year Incorporated: 1767
Population: 5,095
Area: 21.7 square miles
County: Berkshire
Residential Tax Rate: $9.85
Commercial Tax Rate: $14.37
Median Household Income: $85,581
Median Family Income: $111,413
Type of Government: Select Board, Open Town Meeting
Largest Employers: Canyon Ranch, Boston Symphony Orchestra, Kimball Farms
* Latest information available

“I have always had a love for color, design, and merchandising,” she told BusinessWest. “Opening Home on Main gave me the opportunity to stretch those creative inspirations and knowledge. I can merge this creative side with my administrative skills — because a retail business heavily relies on both when you are the sole owner.”

Home on Main opened in January 2025 and recorded a solid first year thanks to a a wide range of brands, including Pine Cone Hill and Dash & Albert, and products ranging from rugs — there’s a ‘rug library’ that affords individuals the opportunity to take out samples and see how they look in their homes — to candles, diffusers, and pillows.

Hayden said she attracts a broad base of customers that include local residents, those with second homes in and around Lenox, and those vising the community and taking in all it has to offer.

“Once Tanglewood opens, the population swells — it’s a big draw,” she explained, adding that, like other businesses in town, she struggles during ‘shoulder season,’ but understands the year-long pattern of business and plans accordingly.

Shortt, as noted earlier, worked in finance for many years before moving to Lenox in 2010, when he purchased an inn and spent seven years renovating it and then operating it before selling it in 2022.

He then put his focus on renovating the former retail space at 21 Housatonic St. into something he said was lacking in Lenox, a versatile event space that could host everything from weddings to company retreats to nonprofit events.

Opened just over a year ago after an extensive, two-year renovation that included construction of a commercial kitchen, the Belvedere has become a popular alternative for all types of gatherings.

“We’ve done birthday parties, weddings, rehearsal parties, corporate meetings, product launches, baby showers, bridal showers, a little bit of everything,” Shortt said, adding that the facility’s first year was solid, and the business now has a firm foundation on which to build.

“We got our legs under us, and we had a large number of various events,” he noted. “The thing that was great was … you always put together a plan, you make assumptions, and you work through the details and consider a lot of scenarios and how things will work. But it’s all theory until you actually start putting it into practice and have all those different types of events to make sure it comes together.

“And it did — we’ve proven it out in various scenarios and ways, and we’re very pleased,” he went on, adding that, for year two, the goal is to continue adding events, especially meetings and other corporate uses.

“Those typically happen outside the summer season and usually happen in the middle of the week,” Shortt explained. “So those events are additive — they don’t take away from weekend social events.”

The Belvedere is just one of dozens of businesses contributing to the Lenox ‘brand,’ one that has stood the test of time and continues to grow, evolve, and make this community a truly unique destination.

New England Employers Face New DEI in 2026

By Contributor
Law

Culture Shock

By Tanzi Cannon-Eckerle, Esq.

 

By now, most New England employers have heard the rumblings: the Equal Employment Opportunity Commission (EEOC) is taking a dramatically tougher stance on workplace practices it views as ‘DEI-motivated discrimination.’ What began as a political undercurrent in 2025 has become a fullscale regulatory pivot in 2026, and companies across Massachusetts, Connecticut, and Rhode Island are realizing that the DEI landscape they have operated in for a decade has shifted beneath their feet.

The message from Washington is blunt. EEOC Chair Andrea Lucas has made clear that any employment decision — hiring, promotion, training, or even internal programming — that factors in race, sex, or similar protected characteristics may trigger scrutiny in 2026. The agency is actively reviewing organizations with DEI policies, affinity groups, or diversity-focused hiring or marketing initiatives, signaling a broad and aggressive enforcement posture.

Tanzi Cannon-Eckerle

Tanzi Cannon-Eckerle

“Any employment decision that factors in race, sex, national origin, or other protected characteristics — even with the best of intentions — may now trigger scrutiny.”

That means any employment decision that factors in race, sex, national origin, or other protected characteristics — even with the best of intentions — may now trigger scrutiny. Hiring pipelines, mentorship programs, employee resource groups (ERGs), and even internal messaging are being examined through a new, far more conservative lens.

For New England employers who have long prided themselves on inclusive cultures and progressive workforce strategies, the shift is more than a compliance headache. It is a strategic reckoning.

And increasingly, companies are turning to an unexpected ally to navigate it: fractional general counsel.

 

A New Enforcement Era Arrives

The EEOC’s 2026 enforcement strategy is rooted in a strict interpretation of Title VII, one that treats DEI initiatives as potential sources of ‘reverse discrimination.’ The agency is signaling heightened attention to:

• Hiring or promotion practices referencing demographic goals;

• Diversity-focused recruiting pipelines;

• ERGs organized around protected characteristics;

• Training or leadership programs aimed at specific demographic groups;

• Public DEI commitments that imply preferential treatment; and

• Workplace policies tied to national origin, religion, or COVID19 vaccination.

According to reporting, the agency is even reviewing companies’ websites and public statements to identify DEI-related language. In other words, if it is on your website, it is fair game.

This is particularly relevant in New England, where employers — from Boston’s tech corridor to Springfield’s manufacturing base to Providence’s healthcare systems — have spent years building DEI programs as part of their brand identity. Many now find themselves asking the same question: what does compliance look like in 2026?

 

The New England Challenge: Values vs. Liability

New England companies tend to be values-driven. They care about fairness, community, and workplace culture. They have invested in DEI not because it was trendy, but because it aligned with who they are.

But the EEOC’s new posture means that even well-intentioned programs can create legal exposure. A mentorship program for women in leadership? Risky. A hiring initiative aimed at increasing representation? Risky. An ERG for employees of color? Risky unless structured carefully.

The challenge is not abandoning inclusion — it’s modernizing it. And that’s where fractional general counsel has stepped into the spotlight.

 

Why Fractional General Counsel Is Suddenly in Demand

Most midsized companies in New England don’t have a fulltime general counsel. They rely on outside firms for litigation and occasional advice, but they don’t have someone embedded enough to understand their culture, operations, and risk profile.

Fractional general counsel (GC) fills that gap. It’s a model that gives companies ongoing, strategic legal support, without the cost of a full-time executive. And in a regulatory environment that is shifting monthly, that combination of expertise and affordability is proving invaluable.

Fractional GCs are helping companies:

• Audit DEI-adjacent programs;

• Redesign policies and training;

• Reframe initiatives around neutral, business-driven goals;

• Strengthen documentation and decision making;

• Respond to EEOC inquiries;

• Coordinate with outside litigators when needed; and

• Keep leadership informed as the legal landscape evolves.

In short, they are giving companies a way to stay compliant without abandoning the values that define them.

 

What Fractional General Counsel Actually Does in This Moment

The role goes far beyond reviewing handbooks. In the context of the EEOC’s 2026 crackdown, fractional GCs are functioning as strategic advisors, risk managers, and operational partners. Their roles include:

Conducting DEI Risk Audits. Fractional GCs review everything from hiring practices to ERGs to training modules. They identify where language, structure, or intent may now be interpreted as discriminatory. This includes subtle issues — like job postings that reference ‘diverse candidates’ — that once signaled inclusion but now raise red flags.

Rebuilding Programs Around Legally Defensible Principles. Instead of demographic targets, companies are shifting toward skills-based leadership development, equal-access mentorship programs, workplace civility and respect initiatives, and culture building open to all employees. The goal is to preserve the spirit of inclusion while eliminating legal exposure.

Training Leadership and HR. Managers and HR teams are often the ones making decisions that later get scrutinized. Fractional GCs provide practical training on objective hiring criteria, documentation standards, avoiding demographic preferences, handling complaints, and responding to employee concerns. This reduces risk and increases consistency.

Strengthening Documentation. Documentation is everything. Fractional GCs help companies standardize interview processes, build defensible evaluation frameworks, ensure that promotion and discipline decisions are job-related, and create clear, consistent records. This protects against both traditional and reverse discrimination claims.

Managing EEOC Inquiries. When the EEOC (and their state counterparts MCAD, CHRO, and RICHR) come calling, companies need a steady hand. Fractional GCs coordinate responses, manage communication, gather documents, work with outside litigators if necessary, and keep the business’s perspective front and center. This prevents the operational disruption that often accompanies regulatory investigations.

Providing Ongoing Monitoring. The 2026 enforcement shift is not a one-time event. Fractional GCs stay on top of new guidance, court decisions, agency priorities, and state-level developments.

 

The New England Advantage: Culture Without the Liability

New England companies do not need to abandon inclusion. They simply need to express it in ways that comply with the evolving legal landscape.

The employers who will thrive in this 2026 anti-DEI environment are those who maintain strong workplace cultures, avoid demographic preferences, focus on equal access and opportunity, build legally defensible programs, and stay ahead of regulatory shifts.

 

Attorney Tanzi Cannon-Eckerle is principal and chief legal officer at General Counsel by Cannon, PLLC. Based in Western Mass. and serving companies across the region, the firm focuses on labor and employment law, business law, and fractional general counsel services. With deep experience advising organizations on DEI-related compliance, regulatory risk, and workforce strategy, General Counsel by Cannon helps businesses modernize their policies, strengthen their culture, and stay ahead of the EEOC’s evolving enforcement priorities, without the cost of a full-time legal department; www.gcbycannon.com; [email protected]

What a Recent Decision Means for Restaurant, Bar Owners

By Contributor
Law

A Liquor License Lesson

By Joshua M. Goldstein, Esq.

 

Operating a restaurant, bar, event hall, or other business that utilizes a liquor license is hard enough without accidentally tripping over a clause in your lease that turns into a legal disaster. The Massachusetts Supreme Judicial Court’s recent decision in Nicosia, et al. v. Burn LLC, et al. (2025) is a good reminder that, when it comes to liquor licenses, contract terms still matter, and creative financing can come with some very sobering consequences.

 

How This All Started

This case arose out of a fairly common commercial setup and straightforward set of facts. N&M Trust VII (Nicosia) leased a commercial property in downtown Boston to Burn, LLC (Burn). As part of the lease agreement, Nicosia sold its liquor license associated with the property to Burn for the sum of one dollar. The lease terms included an ‘anti-pledge’ provision, which prohibited Burn from pledging the liquor license as collateral for a loan, and provided that any pledge in violation of such provision constituted a default under the lease. In addition, at the end of the lease term, Burn was required to transfer the liquor license back to Nicosia for one dollar.

Joshua M. Goldstein

Joshua M. Goldstein

“Pledging a liquor license as collateral may seem like an easy solution when money is tight, but if doing so violates your lease terms, it can lead to lease termination, an awkward conversation with your landlord, and very expensive consequences.”

Before the lease term expired or otherwise terminated, Burn pledged the liquor license to its principal, Brian Lesser, as collateral for a loan to Burn in the amount of $445,000. When Nicosia discovered this, it declared Burn in default of the lease, terminated the lease, and demanded the return of the license.

Nicosia initiated the lawsuit, and Burn challenged its claims, arguing that the lease’s anti-pledge provision is unenforceable as it violated public policy and Massachusetts General Laws c. 138 § 23, the statute which governs and expressly permits the pledge of liquor licenses.

 

The Court’s Holding

The court disagreed with Burn’s argument and upheld the anti-pledge provision as enforceable. The court reasoned that the clause did not violate public policy concerns as financing agreements among commercial sophisticated parties do not generally raise public policy concerns.

Further, the court distinguished this case from its decision in Beacon Hill Civic Assoc. v. Ristorante Toscano Inc. (1996), where it found that a private agreement not to apply for a liquor license was unenforceable because it thwarted public participation. In the case of Nicosia, et al. v. Burn LLC, et al., the anti-pledge provision does not interfere with public participation but rather is only a limitation on the licensee’s ability to use the liquor license as collateral to secure financing. No loopholes. No judicial sympathy for “but we needed financing.”

 

Why This Matters to Business Owners

Liquor licenses are often viewed as valuable assets, and they can be to a business. However, Nicosia makes it clear that their value can be tightly controlled by contract. Here are the key takeaways:

• A Liquor License is Not Always ‘Your’ Asset. Even if a license is technically in your business’s name, contractual restrictions can dramatically limit what you can do with it. If your lease says “no pledging,” that means no pledging no matter whether the lender is a bank, a private investor, or your own business partner.

• Courts Will Enforce Anti-pledge Provisions. This decision confirms that Massachusetts courts will uphold contractual limits on liquor licenses so long as they don’t limit a prospective licensee’s ability to participate in the licensing process or conflict with statute. Public policy is not a magic eraser for inconvenient lease terms.

• Financing Shortcuts Can Trigger Long-term Pain. Pledging a liquor license as collateral may seem like an easy solution when money is tight, but if doing so violates your lease terms, it can lead to lease termination, an awkward conversation with your landlord, and very expensive consequences.

 

Practical Advice for Local Restaurant and Bar Owners

If you currently operate, or plan to operate, a business that utilizes a liquor license, this case offers some practical lessons:

• Read the Entire Lease (Yes, Even That Section). Anti-pledge clauses are easy to overlook, especially when they’re buried in lengthy lease sections or among boilerplate provisions. But as this case shows, it is very important to read the entire lease, whether you have an existing lease or are considering entering into a new lease. Further, it is important to review the lease to ensure that any anti-pledge provisions apply to real property or personal property other than a liquor license.

• Coordinate Legal Advice Before Financing. Before pledging any business asset as collateral, make sure it doesn’t conflict with your lease or other applicable agreements. A quick legal review can be a lot less costly than litigating or defending a default of a lease.

• Assume Enforcement, Not Flexibility. Courts generally assume that sophisticated parties mean what they sign and expect to be bound by the same. It is very important not to rely on hoping a judge will ‘balance the equities’ later.

 

Final Pour

Nicosia is not flashy, but it’s important. For local business owners, the lesson is straightforward: treat your lease like required reading, and don’t assume that creative financing will survive creative lawyering on the other side.

If you’re ever tempted to pledge a liquor license as collateral without reviewing your lease first, just remember: the hangover from that decision can far outlast the term of the loan.

 

Attorney Joshua M. Goldstein is an associate with Bacon Wilson, P.C. whose practice areas include banking and finance and business and corporate law, with additional specialties including liquor licensing and other licensing matters. He is administered to practice law in the state of Massachusetts and is an active member of the Hampden County Bar Assoc.

Gasoline Alley’s Businesses — and Customers — Create a Unique Environment

By
Tim and Andrea Monson, owners of Monsoon Roastery.
Features Special Coverage

‘A Place, an Idea, an Inspiration’

Tim and Andrea Monson, owners of Monsoon Roastery.

Tim and Andrea Monson, owners of Monsoon Roastery.

 

Technically, it’s a collection of old industrial buildings on Albany Street in Springfield in the shadow of the huge oil storage tanks that provide its name.

But Gasoline Alley is so much more, say the people doing business there now.

They describe it as a community, an incubator of sorts, a sustainable business collective, a place for events, and … well, did we mention community?

“It’s an amazing place,” said Andrea Monson, co-owner, with her husband, Tim, of Monsoon Roastery, one of several businesses now part of what’s called the Urban Food Brood, also described as an avant-garde culinary haven.

It was created, with the help of a MassDevelopment grant, by the Monsons; Teri Skinner, owner of Nosh Café and Restaurant; and Jack Wysocki, owner of Urban Artisan Farm — entrepreneurs who knew each other and were already partners of sorts.

The vision was to build a pandemic-proof business, a place for “community, collaboration, and culinary innovation,” said Monson, adding that, in recent years, like-minded individuals have joined the venture as tenants within the collaborative. These include the owners of Rumspringa Books, Corsella Butcheria, Forest Doe Botanicals, Journeys Lemonade, and Happy Man Freeze Dried, which, as name suggests, specializes in all things freeze dried, from smoothies to dog treats.

Monson described the assembled businesses as family, with each member taking on the many challenges of operating a business individually, but also collectively.

“It’s a family, and with any family, there’s conflict and resolution,” she explained. “We don’t give up on each other.”

“We each have our little part that we do that creates that magic that we have here.”

Skinner agreed. “It’s definitely an interesting community, and the best thing about it is the support that you have from your fellow partners or entrepreneurs that are working here,” she said. “Everyone in this place is a business owner, and that alleviates some of that pressure from being the sole business owner who has to do everything. We each have our little part that we do that creates that magic that we have here.”

The Urban Food Brood is a huge part of the broad picture at Gasoline Alley, but there is a diverse list of other tenants as well, including Chris Marion Photography, Street LXL Mixed Media Arts, FJR Towing, and many others.

Collectively, they are continuing a long tradition of entrepreneurship, innovation, and collaboration at this location.

Indeed, since 1990, more than 1,000 jobs have been created through more than 100 alumni companies, including Al’s Beverage Co., Marty’s Soda Mix, the Salon at Gasoline Alley, Mad Gab’s, the ReStore, and many others, said Joe Sibilia, founder and creator of Gasoline Alley, which he describes as “a place, an idea, an inspiration,” and so much more than a mailing address.

“Culturally, it’s a campus and culture that embraces the arts,” said Chris Marion, who started taking pictures as a side hustle years ago and eventually made it his career, and Gasoline Alley his home — a studio out of space that was formally a club for motorcycle police. “It’s a fun place to be. We all have our own businesses, but in a lot of ways, it’s like family.”

Joe Sibilia describes Gasoline Alley as an ever-evolving community of entrepreneurs.

Joe Sibilia describes Gasoline Alley as an ever-evolving community of entrepreneurs.

Behind the ventures that now call Gasoline Alley and the Urban Food Brood home are entrepreneurs who are, as Skinner noted, learning from one another and often leaning on one another as they try to grow their ventures.

“What’s nice about being here is that, as a small business owner, I have the ability and opportunity to talk it over with other small business owners,” said James Brooks, owner of Happy Man Freeze Dried. “We’re always helping each other out; it’s a great environment to be in.”

For this issue, BusinessWest takes an in-depth look at a truly unique spot on the local business scene, a community of business owners who all contribute to the magic being created there.

 

Coming Together

Sibilia doesn’t really like to talk about himself or his various roles at Gasoline Alley.

He would rather put the focus on the businesses and the programs there — and that’s essentially what he’s done from the beginning. When pressed, he said he’s a landlord, yes, but he’s also a facilitator of sorts and a mentor to many, passing on advice to entrepreneurs and sometimes advising them that it might be best if they found something else to do.

He said Gasoline Alley has had a long history of not only incubating businesses and hosting them — sometimes for a dozen years or more — but also for supporting local police (there remains on site a stable where police horses are fed) and providing job training and life skills to young people.

“We had, for many, many years, young men between the ages of 15 and 20 who hadn’t graduated from high school, never held a job, some of them homeless or living with extended family, may or may not have been convicted of a crime, on a six-week job training program here — basically triage for the local thugs,” he said, adding that the program ran until COVID. “That was very rewarding.”

Kate Forest (left) and Missy Doe are co-owners of Forest Doe Botanicals

Kate Forest (left) and Missy Doe are co-owners of Forest Doe Botanicals, one of the many diverse and interconnected businesses at Gasoline Alley.

Sibilia is proud of Gasoline Alley’s strong track record for helping businesses get off the ground and get to the next level. The list of alumni also includes several other soda companies, the Springfield Journal, Todd Lemieux Design, Artifact Cider, and even state Rep. Athan (Soco) Catjakis. The list goes on and on, everything from a skincare salon and car detailing shop to photography and yoga studios and a car wash.

They’ve all called that relatively hidden slice of Springfield home. And now, it’s time for the current generation — an equally eclectic mix of businesses that live by one of Gasoline Alley’s credos, “to give value to that which has been abandoned” — to thrive.

“In nature, and in humanity, there is no waste,” said Sibilia, adding that another credo is for the businesses there to create a “learning community,” which is another tradition that continues today.

He referenced almost all the current tenants on a tour during which he emphasized everything from the diversity of the businesses to the many, often unlikely, success stories, such as FJR Towing, to the manner in which the businesses support one another and create a community.

Ventures like Forest Doe Botanicals. Founded by Kate Forest and her wife, Missy Doe, the venture specializes in a broad range of eco-friendly gifts, including plant-based body care — soaps, salves, face and beard oils, relaxation roll-ons, and body oils handcrafted with organic, vegan ingredients.

“Our mission is around self-care and planet care,” Forest explained. “We’re helping people be a little more eco-conscious about the products they put on their bodies, the products that they use that go off their bodies and down the drain and into our bodies of water and affect our marine life and go into our air and effect our breathing.”

“What’s nice about being here is that, as a small business owner, I have the ability and opportunity to talk it over with other small business owners. We’re always helping each other out; it’s a great environment to be in.”

The two started three years ago in Doe’s kitchen, dabbling in oils and shea butter, and eventually expanded into soaps and took their act on their road, transforming a 2016 Ford van into a home on wheels. On their travels, they met a soap maker, and “it snowballed from there.”

Like many, they frequented Gasoline Alley and the eateries in the Urban Food Brood — Nosh catered their wedding roughly 18 months ago — before making it their own business home.

“We walked into this space, and Teri [Skinner] said, ‘they’re bringing vendors in here,’” Forest recalled, referring to a space created when a wall was knocked down within the 5,000-square-foot complex that was home to the Urban Food Brood. “We asked if they would consider letting us come in with our production space and our retail space. Teri said, ‘let’s talk to Joe,’ and we signed a lease a week and a half later; it was pretty quick.”

The two set up shop last April, becoming the first tenants in the marketplace. Their large suite includes a production area and the retail space, and it was expanded into recently vacated space for an eco-conscious gift shop.

“It’s such a great community to be involved in,” Forest said of Gasoline Alley. “As we grow together, we become more like a family — it’s great to be a part of this.”

 

Food for Thought

Those sentiments were echoed by others we spoke with, especially in the Urban Food Brood — open Friday through Sunday — where things are generally humming.

Even within this small space, there are some intriguing stories about entrepreneurs finding a home — and finding their stride.

Like Brooks, an operating room nurse by trade who once made jerky but found it wasn’t a good business model, and who is perhaps better known as the ‘freeze dried guy.’

During the pandemic, he did some scrolling, came across the freeze drying process, and eventually decided he could create a business that would fit in nicely with the overall mindset at Gasoline Alley.

“It’s very much what Joe Sibilia wanted — there’s no waste at all, and the health benefits are off the charts,” he said as he showed off his space and his equipment.

Brooks noted that he freeze dries just about everything, from fruit to meats; from candy to those smoothies and dog treats. He was making some of the latter when he spoke with BusinessWest.

“It’s all chicken,” he said of the treats. “There’s no additives; there’s no preservatives. This machine will freeze the chicken livers to like 20 below zero, and over a period of time, it starts to heat back up … this vacuum pump turns on, and the water from the chicken collects on the cylinder on the inside. It takes out 96% of the water and holds 96% of the nutrients, so it’s shelf-stable.”

The smoothies are a recent addition to the stable, he said, adding that he makes them in a blender and then pours the mix into a mold, creating small squares that are put into a freezer and then the freeze drier, creating snacks that have become a best seller, with flavors such as mango, pineapple, banana, and more.

Brooks is a tenant, but he has also helped Sibilia build out some of the spaces at Gasoline Alley. And as he noted earlier, the businesses support one another in many different ways.

Skinner agreed, noting that she decided to expand into Gasoline Alley with a second location after a space became available — and some prompting from the Monsons and Wysocki. And while there were some logistical challenges and build-out issues, “now, it’s awesome.”

Skinner said that, while the businesses started the process of creating the intriguing overall environment at Gasoline Alley and its Urban Food Brood, the customer base that has emerged has certainly contributed to that ‘magic’ she described earlier.

“We have a really diverse base of customers,” she said, noting that, while the Urban Food Brood is open only three days a week, those days are busy, and the location has become a real destination for people living across the 413.

Andrea Monson agreed, noting that she and Tim explored Gasoline Alley at Wysocki’s advice — the two ventures crossed paths at a winter farmer’s market.

“Tim actually went first and, unbeknownst to me, signed a lease,” she recalled. “And then we both went to check out the space and meet Joe.”

They opened in 2019 and survived the pandemic through a delivery service and then a walk-up window on the Gasoline Alley property. “People would come in the rain and the snow; they’d order at one window and walk around and pick up at the other window.”

Through the MassDevelopment grant, they and their other partners embarked on what would be a three-year journey to create the Urban Food Brood, which, with its condensed schedule — a broad effort to address changing spending habits as the economy slowed — has become a bustling destination those three days of the week.

“On Saturday, it’s packed — there’s a line out the door,” she said, adding that the businesses take full advantage of a location just off several major highways. “We get a lot of people passing through, but we also have a large number of regulars.”

They come for the traditional offerings, but also special events like farm-to-fork table dinners on Thursday nights, where Skinner handles the food, Andrea Monson mixes drinks, and other businesses in the complex chip in as well.

“People come, and they spend three hours with us for a six-course meal,” she said, adding that Gasoline Alley has become a gathering spot for businesses and patrons alike, continuing a unique tradition at a place that is most certainly also an inspiration.

Employers Concerned About Broader Immigration Enforcement

By Contributor
Law Special Coverage

ICE at the Door

By Marylou Fabbo, Esq.

 

In 2026, employers across the U.S. are expected to continue to face intensified and broadened immigration enforcement efforts. Executive actions, regulatory shifts, agency‑level mandates, and recent events reflect aggressive enforcement within and outside of the work environment.

ICE (Immigration and Customs Enforcement) has become a household word. Restrictions on enforcement in certain areas, such as schools, hospitals, and places of worship, have been lifted. Unannounced visits to the workplace, expanded audits, and coordination between ICE and other enforcement agencies has strengthened.

In 2025, certain cities, states, and industries were affected more than others when it came to the Trump administration’s efforts to enforce immigration policies. The focus was on agriculture and farming, food processing, construction, healthcare workers, and cleaning and maintenance services because they often employ immigrant workers.

In 2026, efforts have been expanded, and are expected to continue to expand, to employers in all businesses of all types, sizes, locations, and number of employees. All employers, regardless of industry, size, or location, must be prepared for ICE visits to the workplace as well as other potential enforcement actions, such as unanticipated Form I-9 audits conducted by the U.S. Department of Labor.

Marylou Fabbo

Marylou Fabbo

“All employers, regardless of industry, size, or location, must be prepared for ICE visits to the workplace as well as other potential enforcement actions, such as unanticipated Form I-9 audits conducted by the U.S. Department of Labor.”

Importantly, employers must also be prepared for conflicts that may arise when employees or ICE agents engage in actions that may have unintended and serious consequences, such as personal injury.

 

ICE Visits to the Workplace

Immigration agents may go to a workplace to conduct a Form I-9 audit, a raid, or to detain specific people. ICE doesn’t always ring the bell before entering. ICE can enter the public areas of a business, such as the reception area, without permission. Still, ICE does not have the unrestrained authority to stop, question, or arrest someone, even if they are in a public area.

Rather, for access to the private areas of a business, ICE needs either company permission or a judicial warrant. A judicial warrant is from a court and is signed by a judge. Although some agents may present an administrative warrant, that type of warrant is insufficient. An administrative warrant usually says “Department of Homeland Security” or is from an immigration court, and it does not give ICE the right to enter private areas of your business without your permission.

Having a judicial warrant only gives ICE authority to enter the areas identified on the warrant to be searched. Be wary, however. While it is illegal for ICE to enter any private area without a judicial warrant, there have been many reports of ICE failing to adhere to legal standards when entering the workplace, and employees permitting ICE agents to do more than they would otherwise legally permitted to do. Such actions give rise to one of the newer concerns being discussed among employers: whether the deadly results of community enforcement actions having turned violent spread to the workplace.

 

Access to Employees

Attempts to arrest an employee may also lead to physical altercations between ICE agents, the employee at issue, or other employees protecting the employee who is being sought or employees who wish to aid ICE’s efforts.

The desire to assist ICE often derives from U.S. citizens’ concerns about losing employment opportunities to undocumented workers, regardless of whether an employer intentionally employs individuals who are not authorized to live and/or work in the U.S. There is a misconception that all employers who are employing an employee who does not have authorization to work or be present in the U.S. knowingly do so.

For Form I-9 purposes, employers are not required to be document review experts. If the document reasonably appears to be genuine and related to the employee, it is sufficient. Therefore, some employers are shocked when ICE arrives with a judicial warrant to arrest someone who has been a hardworking, long-term employee and who presented what appeared to be genuine Form I-9 supporting documentation.

If a judicial warrant is presented, employers must comply. If ICE has an administrative warrant identifying an employee, the employer does not have bring the agent to the employee or even have to let the agent know if the employee is working that day. That is, if ICE enters the employer’s property at all, it has become more common for immigration officials to stop employees before they pull into the employer’s parking lot. Employers must consider whether they want to have a plan in place if such a circumstance arises.

 

Employers’ Right to Legal Advice

Human resource personnel, the company president, and all other employees can ask to speak to a specific attorney or ask the immigration officer for a list of pro bono lawyers before speaking to immigration authorities or answering any questions. It’s not certain, however, that the request will be granted.

Still, no one is required to speak at all. No one must state where they were born or whether they are in the U.S. legally, sign anything, or group according to country of origin. Employees do not have to show identification or other papers to ICE agents. However, if someone does not cooperate, it is not out of the realm of possibility that ICE would claim that the person is ‘impeding’ their efforts and arrest them. Employers should communicate to employees their position on ICE cooperation even whether or not ICE’s actions appear to be legally supported.

 

Difficult Choices

Employers who violate immigration-related employment laws or lawful enforcement actions can be subject to fines, large penalties, the inability to work on government contracts, and even criminal liabilities. But in today’s immigration landscape, there’s been much contention that even lawful activities can be penalized. An even greater concern is increasing violence.

If an ICE agent demands action that you believe to be illegal, what do you do? Efforts to assert an individual’s rights in the face of an improper action may lead to unexpected — and even dangerous — situations. Most employers do not know what their employees will do who take offense to ICE’s action, whether right or wrong, and also lack action plans when circumstances begin to present a risk of harm to one more people involved.

Regardless of the position employers take on Minnesota’s enforcement-related deaths, they must recognize that similar situations could occur in their workplaces and should consider having a plan in place to address them.

 

Attorney Marylou Fabbo is a senior partner at Skoler Abbott and heads the firm’s immigration team. She has successfully represented the firm’s clients in state and federal courts, as well as the Equal Employment Opportunity Commission, Massachusetts Commission Against Discrimination, Connecticut Commission on Human Rights and Opportunities, and other forums.

Insurance Industry Grapples with Need for Young Talent

By
Insurance Special Coverage

Protecting the Future

Lisa Johnson admits an insurance career can be challenging — and a constant learning experience.

“Even our veterans will tell you, nobody knows everything about insurance. They’re learning something new every week — from each other and from formal education,” said Johnson, chief operating officer of Encharter Insurance in Amherst. “We make sure we have people taking classes every year. We incentivize learning; it improves our businvess.”

And that goes double for new employees; even after landing a job, she said, it takes about a year of training to fully ramp up on personal lines, and three years on the commercial side.

“It’s a complicated business. As an agency owner, you have to be willing to put in the time and the energy to make sure people are getting the training they need,” Johnson told BusinessWest. “Sometimes people underestimate the learning curve, and it’s tough to stick with it and get licensed and have a career. You’re dealing with a lot of regulations, it can be a very technical business, and it can be very overwhelming.”

That may not sound like the most appealing pitch, but there are rewards on the other side, she said.

“We have a career that’s not stagnant; you’re always learning new things, learning to manage obstacles, and that should be presented as an opportunity. It’s enrichment for your career. It’s furthering your personal value. This career offers exceptional long-term benefits, a lot of stability. It’s recession-proof, with a lot of variable and transferable skills like customer service and sales. I always tell people, a great salesperson will never starve.”

That said, according to a recent article in Insurance Journal, the Bureau of Labor Statistics projects that the industry will face approximately 21,500 job vacancies each year over the next decade, and “this growing talent shortage is compounded by a rise in the severity of claims and by the industrialization of plaintiff litigation. As veteran employees leave the workforce, the industry loses invaluable expertise. That creates a ripple effect of challenges for claims-management organizations.”

Lisa Johnson

Lisa Johnson

“It’s a complicated business. As an agency owner, you have to be willing to put in the time and the energy to make sure people are getting the training they need.”

And that leaves growing agencies with a real challenge. John Dowd Jr., president and CEO of the Dowd Agencies in Holyoke, said recruiting may be more of a problem in the 413 than elsewhere.

“It has been a challenge for a long time to attract more people into this industry. I don’t think that’s unique to Western Mass., but compared to Eastern Mass. or more metropolitan areas, we just have fewer candidates that are drawn to the industry.”

Still, “I think it’s a great industry,” Dowd said. “We have many people come here to work with us, and most stay. Some don’t because they either don’t like it or they move to a different area, whatever the case may be.”

Recruiting the right people, those who will stick for the long term, has become so important, in fact, that the firm has, for the first time, hired a talent recruiter, as opposed to running ads in newspapers or working through headhunters.

“We’ve done those things for years, trying to attract people, both young people interested in the industry and seasoned people who have been in the industry for a period of time,” Dowd said. “Obviously, it’s easier to hire an experienced person to step in with minimal training and be effective at their job. But those people are not that easy to find. So a lot of times, we’ll say, ‘let’s recruit young people and train them and teach them our way.’ That way, they’re more likely to assimilate into our company’s culture.

“It is a great business, with a lot of different things you can do, depending on what your skills and interests are, and what your long-term ambitions are,” Dowd added, noting that the new recruiter will help build a pipeline of young talent. “We have multiple locations in multiple states. We’re going to have people retiring, people moving out of the area, and we have to fill those positions. We’re excited about this new role because we really think it’s going to help us fill positions and find better-qualified people — either experienced or inexperienced with lots of upside.”

Because of the training involved in hiring younger people, Johnson said, “it’s a huge savings if you can grab one of the seasoned people in our area, but I think it’s kind of a small group of people rotating from one agency to another.”

John Dowd

John Dowd

“Colleges typically don’t direct course curriculum to the insurance industry, and people don’t get introduced to it in high school or college unless they’re looking for that. And even then, it’s difficult to find courses specific to the insurance industry.”

So the industry absolutely needs an influx of young talent — and insurance careers can be appealing to them in a number of ways, she added.

“I do think it’s been a challenge in today’s labor market to find the right people. We’re competing with banks and other roles that appear more modern to younger candidates,” she said. “But it’s definitely an industry that is going to supply young people with a lot of upward mobility, particularly because they’ll bring their technical knowledge that some of the folks retiring don’t have.”

 

School’s Out

Part of the problem, Dowd said, is educational. “Colleges typically don’t direct course curriculum to the insurance industry, and people don’t get introduced to it in high school or college unless they’re looking for that. And even then, it’s difficult to find courses specific to the insurance industry.”

Considering that landscape, Sam Hanmer, president and CEO of Rush Insurance Group in Chicopee, said it’s valuable to work with community colleges and high schools to recruit through internships and generally expose students to opportunities in insurance.

“We have plenty of work, and they’re paid internships, so we hope we can get some young people to stick around,” he told BusinessWest. “We’ve even reached out to local high schools as well, creating opportunities for them. We want them to come work after school, do some data entry work, that kind of thing. We’re talking to guidance counselors about the potential for them to send over kids who are looking for after-school jobs.”

Sam Hanmer

Sam Hanmer

“Depending on what side of the fence you want to be on, there’s also a lot of financial work, payables, receivables, billing, all of that. And as an agency, we also need IT support. So there are a lot of different areas.”

The problem, as noted earlier, is that only a handful of colleges in the country actually offer coursework in insurance.

Hanmer noted that the Isenberg School of Management at UMass Amherst has put together an insurance club — one more oriented toward the carrier side of the business, not the agency side, but it’s a start toward exposing more young people to career opportunities.

“These are good jobs; they’re actually very-well-paying jobs relative to Western Mass. It’s really about educating people, getting them interested in trying this career path,” he added. “And the interns, we’re paying $22 an hour to keep them engaged. Minimum wage is not going to keep them engaged.”

Dowd, obviously, had an unusual level of exposure to insurance, as his family has been in the business for 128 years, and the business now includes the fifth generation of company leaders.

“I had plenty of introduction to the industry, and I always had an eye on it because it was a family thing. I watched my father and uncle over the years, and I went to work right out of college for an insurance company in New Jersey as an underwriter.”

That said, “I knew being an underwriter wasn’t something I wanted to do for the rest of my life, so I came back and joined the agency as a salesman. I knew that was the area I wanted to focus on. I liked interacting with people, helping them sort through the complexities of the insurance business and insurance policies.”

That movement speaks to one of the draws of an insurance career, Hanmer said.

“Insurance is a lot of contract law, and you get to learn a lot of insurance policy,” he said. “But, depending on what side of the fence you want to be on, there’s also a lot of financial work, payables, receivables, billing, all of that. And as an agency, we also need IT support. So there are a lot of different areas. Someone could come in and hang around and say, ‘hey, there’s an area I want to potentially continue my career path on.’”

Dowd agreed. “What I say to them is, ‘look, there are a lot of different things you can do in this business. You can be in customer service as an account manager, or be on the claims end of things, or be on the accounting end of things, or be in sales, or start as a receptionist and work your way up,’” he explained. “We’ve had some of our best people start as receptionists and work their way up to senior account manager positions or claims directors; it’s really about how ambitious you are, and we nurture them along the way.”

In fact, three current employees in leadership roles started as receptionists, he noted. “They’re thriving, and they’re happy, and we’re happy with them.”

Of all those roles, salespeople may be the hardest to find, Dowd said. “Or, I should say, good salespeople. Everyone thinks they can sell until they find out how hard it is. But it’s easier if you like people, if you’re ready to work hard, and if you’re patient, knowing you have to work your way through and gain experience and gain the confidence of clients. That takes time.

“You have to have perseverance and dedication to the process, becoming a student of the business, to be an effective service professional and service customers far and wide,” he went on. “If you are of that personality and have that dedication, you can thrive in our business.”

Johnson also has senior employees who started as receptionists, so she can testify to the opportunities for advancement.

For most young recruits, she noted, “whether they’ve just come out of high school or they have a PhD, we’re still training them from square one. Typically, our agency is looking for people with experience, but it’s not that we don’t take people without experience — we have done quite a bit of that.”

Youth Movement

Hanmer told BusinessWest that the insurance business may not be flashy enough for teenagers considering career paths, and they’re more likely to gravitate toward more technology-oriented fields.

“Insurance is not tech-heavy, although it’s evolving,” he noted. “So I don’t think insurance is exciting enough for them, and it’s too bad because it’s a great business. When I find a young person and I can bend their ear for a minute, I encourage opportunities to be in the insurance world.”

The Insurance Journal article argues for better efforts at understanding the workplace needs of younger generations, which include remote work, modern tools and technology, a collaborative environment, and clearly outlined core corporate values.

Johnson said Encharter has cultivated an environment that not only values constant learning, but the importance of relationships.

“It’s a person-to-person business, and that’s how you build relationships. I can’t overestimate how important that is,” she explained. “Also, if they think they’re valued and what they do matters, it’s a much more rewarding career — and that’s something we build on with that team environment.”

Dowd said agency leaders check in with new hires 90 days after onboarding process, “to find out not only how they’re doing, but how we’re doing. Are we living up to the promises we made, to the commitments we made, to provide training and support so you can thrive in your new position?

“It’s a great business because you meet all kinds of new people and learn about businesses of all types, inside and out, and the clients become your friends. Oftentimes, you can have decades of relationships with these people who really become your friends,” he added.

“I say to every one of them, ‘we want you to retire here.’ We’re proud when we can see somebody employed and happy. I always say, ‘we can’t do it without you. And together, we can survive and thrive in a competitive industry.’”

Deerfield Is ‘a Front Door and a Backbone’

By
Victoria Tubbs and Vytautas Sukys have big plans for Magic Wings Butterfly Conservatory.
Community Spotlight Special Coverage

Community Spotlight

Victoria Tubbs and Vytautas Sukys have big plans for Magic Wings Butterfly Conservatory.

Victoria Tubbs and Vytautas Sukys have big plans for Magic Wings Butterfly Conservatory.

Victoria Tubbs says her first visit to Magic Wings Butterfly Conservatory in Deerfield was certainly a memorable one.

Indeed, as she and her brother, Vytautas Sukys, offered a tour of the business they now own and manage, she pointed to the bridge over the small koi pond in the conservatory and said, “I was proposed to right there 16 years ago.”

As she and Sukys stopped for a photo on that very spot, with one of the 4,000 or so butterflies inhabiting the place at any given time fluttering in the background, they said their broad goal is to create special memories for others while taking this business — now celebrating 25 years as one of the pillars of Franklin County’s tourism scene — in new and different directions.

These include a greater focus on events and creating more experiences for the thousands who come here every year, everything from glassblowing to classes on various subjects, blending nature with art and education.

Magic Wings, as noted, is one of the major draws in Deerfield. Others include Yankee Candle, Tree House Brewing Co., Historic Deerfield, and the Rock Fossil and Dinosaur Shop, all of these on or accessible from Routes 5 & 10.

Magic Wings Butterfly Conservatory

Magic Wings Butterfly Conservatory

Together, they contribute to an outsized role in the local tourism sector, its workforce opportunities, and overall regional identity for a town of just over 5,000 people.

“I like to say Deerfield consistently punches above its weight,” said Jessye Deane, executive director of the Franklin County Chamber of Commerce & Regional Tourism Council. “Deerfield works as a front door and a backbone in a lot of ways. It’s where a lot of visitors first experience Franklin County, and it’s also home to businesses that quietly operate on a regional and national scale, and it’s great that they found their home here.”

Elaborating, she said easy access off I-91 and multiple attractions combine to make Deerfield a destination for people looking for fun and education across a broad spectrum, whether it’s candles, beer, butterflies, or 18th century history — lots of it.

The last item on that list can be found at Historic Deerfield, an outdoor museum that interprets the history and culture of early New England. And, like other venues celebrating that time in the nation’s history, it is gearing up for the country’s 250th birthday with several new exhibits.

These include “Picturing the Revolution,” an exhibit that explores the diverse ways in which 18th-century individuals ‘pictured’ or understood the revolution as it unfolded, with maps, drawings, ceramics, and even satirical cartoons; “Dressing the Revolution: Fashion and Politics 1760-1789,” a display that includes more than 20 garments, accessories, textiles, and prints that illuminate the role of clothing at the time of the Revolution; and “A Town Divided: Deerfield in the Age of the Revolution,” an exhibit that explores how this rural Massachusetts community responded to the upheaval of the late 1760s through the 1780s.

They will all open April 18, said Amanda Lange, director of the Curatorial Department and curator of Historic Interiors for Historic Deerfield, adding that these and other programs will shed light on a time being brought into focus by the 250th celebrations — as well as some current events — and also bring more people to the museum and Deerfield.

“It’s an increasingly interesting time to be re-examining the birth, or origins, of the United States of America and the foundational documents,” Lange said, “as well as what was going on here, especially in Western Massachusetts, at that time.”

Amanda Lange

Amanda Lange

“It’s an increasingly interesting time to be re-examining the birth, or origins, of the United States of America and the foundational documents, as well as what was going on here, especially in Western Massachusetts, at that time.”

Overall, it promises to be an intriguing year for Deerfield, with new owners at Magic Wings, new programs at Historic Deerfield, more concerts at Tree House, and the many other draws. For this latest installment of its Community Spotlight series, BusinessWest looks at how Deerfield lives up its billing as a both a front door to Franklin County and the backbone of the region’s tourist economy.

 

Taking Flight

Tubbs told BusinessWest that she’s held leadership positions at several businesses, including a stint as wedding and event coordinator for the former Yankee Pedlar in Holyoke, but never owned one until now.

“I’ve always made money for other people,” she said, adding that all this changed, and she started working for herself, when she saw a notice on the internet that Magic Wings was for sale. “I thought, ‘that’s nice,’ and I closed my computer, but my brain would not let it go.”

Thus began a lengthy process of due diligence, learning a business that would be foreign to just about everyone, and talking her brother, an aerospace engineer by trade, into coming out for a look, and then eventually to come along for the ride.

“I knew there was a lot of stuff I didn’t know about — heating and cooling, for example — that I needed his help with,” she explained. “I do know weddings, I do know events, and I knew that this place was awesome.”

Sukys, who was working for GM in Michigan when his sister first started the exploratory process, said it was a slow, gradual course by which the two decided not only that they wanted to buy the business, but that they could make it a success.

“From the get-go, we were excited about it, but it was over time that we came to realize that we could make Magic Wings happen and also thrive,” he explained. “Then, it was like a full-out commitment, and I moved out here entirely; I got a lot of hands-on experience just being here.”

“From the get-go, we were excited about it, but it was over time that we came to realize that we could make Magic Wings happen and also thrive.”

All of the above took about two years, and in mid-January, they began a new era in this venerable business, officially taking over for another sister-and-brother team, Kathy Siore and George Miller.

The business plan calls for everything from updating the heating system and making it more efficient — a temperature of 70 to 75 degrees must be maintained for the butterflies — and also making the conservatory even more of a destination, especially for events. Several weddings are staged there each year — ceremonies and receptions alike — and Tubbs wants to do more of them, as well as birthday parties and other gatherings.

Meanwhile, there are plans to add a glass-blowing studio, reopen the café at the facility and broaden its menu, incorporate more local art in the gift shop, and offer classes in everything from painting butterflies to preserving butterfly wings they find in nature.

This is a year-round business, Tubbs noted, and January is actually a popular time to visit, both to beat back cabin fever and enjoy a few minutes without needing a winter coat.

“It’s the best way to get to the tropics without going very far,” Sukys said, adding that people come just to get a break from winter and smell the flowers in the conservatory.

Magic Wings and its new owners comprise one of many intriguing business stories in Deerfield, said Deane, noting that, while tourism is the dominant force, the town’s economy is quite diverse, featuring a solid mix of hospitality ventures, retail, manufacturing, education, agriculture, and service businesses.

This image is one of many that will be on display as part of the “Picturing the Revolution” exhibit to open on April 18 at Historic Deerfield.

This image is one of many that will be on display as part of the “Picturing the Revolution” exhibit to open on April 18 at Historic Deerfield.

It also boasts both legacy businesses and institutions, such as Deerfield Academy, Historic Deerfield, and Yankee Candle, and relative newcomers, such as Marty’s Local, a regional food distribution company founded in 2015 that connects more than 100 local farms and food producers with restaurants, schools, grocers, and institutions across New England and New York.

“That’s the best part about Deerfield — it’s not one product or one sector; it’s really an ecosystem,” she noted. “There’s agriculture, tourism, manufacturing, and culture, and they’re all intersecting in Deerfield in a visible way.

 

Stitch in Time

As she talked about the new exhibits soon to open at Historic Deerfield, Lange noted that she’s sensing growing interest, not just in that round-number anniversary celebration to climax on July 4, but in the period being celebrated.

The Ken Burns documentary The American Revolution has certainly helped fuel such interest, she said, as have the many commemorations in area communities of the Henry Knox Trail, the route of Col. Knox’s famous ‘noble train of artillery’ from Fort Ticonderoga in New York to the army camp outside Boston, a trek that ended in January 1776.

Knox and his men didn’t pass through Deerfield, Lange said, but there was plenty of other history written in this community, as a trip to the museum will reveal.

And the new exhibits to start in April will shed more light on the period and the people who lived through it, she said, adding that the museum has been planning for the 250th for some time now, especially with regard to assembling items for display, both from its own collection and other sources.

The “Picturing the Revolution” exhibit, for example, will include some battle plans for an engagement in 1780, showing the arrangement of the regiments and troops of the Continental Army.

“It didn’t happen because they were betrayed by Benedict Arnold,” she explained, adding that the plans were scrapped, and the forces were instead deployed to reinforce the fort at West Point.

The battle plan is among the dozens of items that will be on display at the museum across three exhibits. The “Dressing the Revolution” exhibit will focus on fashion, but also the manufacturing of items here and the profound shift — after the imposition of onerous taxes on British-made goods — toward non-importation. The “Town Divided” exhibit, meanwhile, will present multiple perspectives on how Deerfield residents embraced, rejected, or questioned Revolutionary ideals, said Lange, adding that the community was evenly split, more so than other area towns, between Loyalists and Whigs.

Other programming includes three one-act plays set in Deerfield during July 1774, on the eve of the Revolution, as well as a recreation of a tea party staged by Loyalists in defiance of non-consumption agreements. Historic Deerfield expects these various exhibits and programs to draw more people to the museum than would be considered typical.

Meanwhile, at Tree House, the brewery will continue to be a major draw, when it comes to both beer and music.

“Tree House has always been a destination, and not much has changed in that regard in the past decade,” co-founder Nate Lanier said. “We draw from all over — we’ve had visitors from more than 50 countries in the past year alone.”

Music has become a big part of the scene, he added. “Music has always been part of the Tree House experience. It goes all the way back to a record player in our original red barn in Brimfield. We started our concert series in Charlton with a small show, developed relationships with artists and promoters, and grew from there. Today, we’re hosting nationally touring acts; it’s been a natural evolution.

“Last year, concerts accounted for roughly 10% of our foot traffic in Deerfield,” he went on. “The concert-going crowd is significantly more diverse than our regular customers, which is great for us and for the region. Concerts are a challenging business, as we’ve learned the hard way, but they’re a significant economic driver: they generate regional lodging, food, and transportation spending, along with foot traffic to other businesses in the area. We’re proud of the role we play in making Deerfield a unique destination.”

And the backbone of the region’s tourism economy.

How AI Search Strengthens Manufacturing Business Growth

By Contributor
Manufacturing

On the Cutting Edge

By Brick Marketing

 

It’s true that manufacturing has been driven by precision and innovation, so any way you can gain the advantage over a competitor is always welcomed. This means it is important for manufacturers to embrace innovation themselves, to better create innovations for customers.

Artificial intelligence (AI) has become an important part of this. It has moved well beyond experimentation and is now in the mainstream, and it’s time for manufacturers to embrace it. It is also helpful to think of AI search as a new opportunity to connect with the audience.

Why? Because it plays a clear role in how manufacturing companies are evaluated, especially when you’re deciding which companies or partners to trust. It has become a signal of credibility, readiness, and professionalism.

Here are some ways AI search helps strengthen business growth for manufacturers.

 

AI Search Signals Modern Capability and Industry Relevance

Manufacturers and their customers now operate in an AI-driven information environment. Search engines, recommendation systems, personalization tools, and automated support have set new expectations for speed and relevance. When a manufacturer’s marketing feels generic or outdated, it often suggests the systems supporting it haven’t kept pace.

A manufacturing company that actively uses AI signals that it understands the business environment. AI-powered research, audience analysis, and content optimization allow marketing strategies to align more closely with how people search, browse, and make decisions today. When AI is integrated thoughtfully into a manufacturing company’s marketing approach, it communicates that the brand or agency isn’t relying on outdated tactics, but building for how customer behavior is right now.

 

Clear Information Builds Confidence Through AI Search

Trust doesn’t come simply from claiming to use AI, and in manufacturing, trust is built on clarity. It comes from being clear about how it’s used. Buyers are likely cautious of vague promises or black-box solutions that sound impressive but offer little insight into process or accountability.

AI search prioritizes companies that clearly explain what they do, how they do it, and why it matters. Manufacturers that publish structured, accurate, and informative content send a strong signal that they understand modern discovery behaviors. This positions them as current, capable, and relevant within their industry.

As AI becomes more prominent, manufacturers that align their content with these systems are better-positioned to be trusted.

AI Search Supports More Relevant Buyer Experiences

Relevance is one of the strongest drivers of trust. AI allows marketing efforts to be more precise, timely, and personalized across channels. Content can better match search intent. Ads can adapt to performance signals in real time. Reporting can surface insights that matter to your actual business goals rather than vanity metrics. This is how manufacturers can generate leads — by leveraging AI and the insights that are generated from it.

It’s all about formulating digital marketing campaigns that feel intuitive and aligned to a manufacturing-oriented audience. This helps your audience feel understood and valued, which over time will encourage business growth. Over time, consistent relevance reinforces the sense that the brand behind the experience knows what it’s doing and is paying attention.

Strong AI Visibility Shortens the Sales Cycle

Manufacturing companies dream of shortened sales cycles, and this could be possible by leveraging AI. You need a digital marketing strategy that leverages AI that also aligns with business goals. This means adapting as consumer behaviors change.

AI-forward manufacturers tend to appear more scalable, resilient, and prepared for what’s next. They show that they are investing in systems that support growth, insight, and adaptability, rather than reacting to change after it happens. That forward-thinking mindset reduces risk and increases confidence in the partnership. This is something that the audience values.

 

Bottom Line

At its core, AI as a brand trust signal is all about being keeping manufacturing companies at the forefront of innovation. When AI is used thoughtfully and communicated clearly, it signals competence, transparency, and long-term thinking. It can also help improve business growth and generate more leads.

 

Brick Marketing, a Boston-based digital marketing agency, drives digital marketing strategy and implementation that solves complex challenges, achieving business, sales, and marketing goals by offering a combination of expert digital marketing services, training, and consulting solutions.

Make an Effort to Cultivate Self-care This Valentine’s Day

By Contributor
Healthcare News

Love Starts with You

By Karen Rossacci

 

When Valentine’s Day arrives each February, chocolates, dinner reservations, and flowers naturally come to mind — especially flowers, as Valentine’s Day is the biggest day of the year for floral sales in the U.S., with Americans spending nearly $3 billion on blooms alone. These gestures are often how we show love to others. But what if, this year, Valentine’s Day became just as much about showing care and compassion for yourself as it is about celebrating someone else?

Self-love is not a trendy buzzword — it’s a foundational element of mental and emotional wellness. This February, MiraVista Behavioral Health Center is using the holiday to remind people that loving yourself deeply and intentionally is as important as any romantic relationship. Rather than seeing Valentine’s Day only as an outward-facing celebration of partners, MiraVista encourages the community to pause, reflect, and honor the relationship we have with ourselves.

At its core, self-love means giving yourself the same compassion, patience, and care that you freely give others. It means acknowledging your worth not because someone else validated it, but because you recognize it. Mental wellness experts agree that this inner kindness fuels resilience, supports emotional balance, and strengthens our ability to connect with others. For example, practices like mindful self-compassion are shown to diminish harsh self-judgment and support emotional well-being.

For many, this Valentine’s Day is an invitation to shift perspective. Instead of focusing solely on outward expressions of love, we can look inward and intentionally choose to nurture our own mental and emotional needs. After all, how we treat ourselves sets the tone for all other relationships in our lives.

Karen Rossacci

Karen Rossacci

“At its core, self-love means giving yourself the same compassion, patience, and care that you freely give others. It means acknowledging your worth not because someone else validated it, but because you recognize it.”

As chief Nursing officer at MiraVista and TaraVista Behavioral Health Centers, I know well the connection between self-care and overall wellness — and I have seen firsthand how self-attunement can be transformative.

Self-love isn’t selfish. It’s a vital part of staying mentally well. When we honor our own needs — our thoughts, emotions, boundaries, and health — we cultivate strength and clarity that radiate outward into every part of our lives.

It’s important to note that self-love doesn’t mean perfection or constant happiness. Rather, it’s about acceptance — recognizing that you are worthy of care even on your hardest days. True self-love begins with listening. Listen to your body when it needs rest, your mind when it needs calm, and your heart when it needs reassurance. Those are not signs of weakness — those are signs that you are human and deserving of care.

So just how does one practice self-love this Valentine’s Day? Here are a few tips grounded in mental wellness principles.

 

1. Start with Kind Self-talk

Instead of focusing on flaws or failures, rehearse affirmations that acknowledge your strengths. For example: “I am worthy of peace and joy.” This shifts internal dialogue from criticism to compassion. Reinforce all those characteristics that make you you — and what it is you love about yourself.

 

2. Prioritize Your Well-being

Schedule time for activities that restore and nurture you — whether that’s a walk outside, journaling, meditating, or simply sitting quietly with a warm cup of tea or cocoa. Making time for these things isn’t indulgence — it’s self-respect.

 

3. Set Healthy Boundaries

Self-love means protecting your energy. Saying ‘no’ to extra obligations when you’re overwhelmed is not rude — it’s necessary. Respecting your limits helps prevent burnout and preserves your emotional reserves.

 

4. Connect Authentically

Reach out to friends, family, or a community that supports you — but do so in ways that feel nourishing. Genuine connection matters, but it should uplift, not drain, your spirit.

 

5. Celebrate Small Wins

Maybe today you woke up on time. Maybe you reached out for help. These small actions are worthy of acknowledgment. Self-love happens in the everyday as much as in the big moments.

 

Bottom Line

Caring for yourself is not a one-day event, but an ongoing practice. Loving yourself is like tending a garden — it needs steady attention, patience, and trust that what you’re doing feeds growth. Some days will bloom beautifully — and some days will not. And that’s OK. Love remains.

So, as this Valentine’s Day approaches, encourage yourself to see the holiday as an opportunity not just to give love, but to receive it from within. Whether you celebrate with others or spend a quiet evening on your own, the most enduring love you can nurture is the one you give yourself. Sometimes, the best person to spend time with is you.

 

Karyn Rossacci is chief Nursing officer at MiraVista Behavioral Health Center in Holyoke and TaraVista Behavioral Health Center in Devens.

Second Chance Animal Services Launches Career Exposure Program

By
Dr. Jackie Fix shares a moment with a kitten during an exam.
Healthcare News

Behind the Paw

Dr. Jackie Fix shares a moment with a kitten during an exam.

Dr. Jackie Fix shares a moment with a kitten during an exam.

 

Second Chance Animal Services, a nationally recognized nonprofit improving the lives of pets through veterinary care, adoption, and community programs, recently announced the launch of Behind the Paw, an immersive experience designed to introduce qualified job applicants to careers in mission-driven animal welfare.

Behind the Paw offers applicants the rare opportunity to spend a few hours or a full day alongside Second Chance staff in departments including veterinary services, shelter and animal care, reception, development, and more. Participants observe real-world operations and learn how each role contributes to Second Chance’s mission of helping pets stay healthy, stay in their homes, and find new beginnings.

“As one of the fastest-growing nonprofit animal welfare organizations in Massachusetts, Second Chance is always looking for compassionate, dedicated people who want to make a difference,” said Sheryl Blancato, CEO of Second Chance Animal Services. “Behind the Paw gives qualified applicants the chance to see firsthand what mission-driven work looks like and how every team member plays a vital role in saving and improving pet lives.”

Second Chance helps more than 64,000 pets each year through affordable veterinary care, community programs, adoption services, and shelter support. As demand for its services continues to increase, the organization is expanding programs and developing innovative community initiatives, creating a continual need for skilled, values-aligned professionals.

Behind the Paw is specifically designed for individuals who are qualified to work in roles such as veterinarian, veterinary technician/assistant, animal care technician, veterinary reception, and development/fundraising.

“Behind the Paw gives qualified applicants the chance to see firsthand what mission-driven work looks like and how every team member plays a vital role in saving and improving pet lives.”

Qualified participants may explore opportunities for both current openings and roles that may become available in the future. When no current openings exist, applicants may be added to Second Chance’s talent priority list, ensuring they are among the first considered for new or upcoming positions as the organization continues to grow.

Behind the Paw is for qualified job applicants only; students enrolled in veterinary, vet tech, animal science, or related programs can apply to Second Chance’s dedicated intern/externship program instead, which is tailored to meet academic and hands-on training requirements.

“Second Chance is not just a workplace, it’s a mission,” Blancato said. “Every person who joins our team helps us keep pets with the families who love them and expand access to affordable veterinary care across Massachusetts. Behind the Paw helps prospective team members experience that purpose before they apply.”

Those interested in exploring this program should visit www.secondchanceanimals.org/behind-the-paw.

Coming Off Strong Year, Contractors Eye More of the Same in 2026

By
Dave Fontaine inside the new East Longmeadow High School, now under construction.
Construction Special Coverage

Building Momentum

Dave Fontaine inside the new East Longmeadow High School, now under construction.

Dave Fontaine inside the new East Longmeadow High School, now under construction.

 

 

Bill Laplante says it wasn’t that long ago when a whole-house renovation with a price tag of $400,000, $500,000, or more was extremely rare.

Now, it’s commonplace,” said Laplante, owner of East Longmeadow-based Laplante Construction, which specializes in high-end homes, remodeling, and some light commercial work. “People are staying where they are and just putting the money into the house.”

Still, somewhat high interest rates have something to do with this surge in large-scale remodeling, he said, adding that many people bought their current homes at roughly 3% and are now looking at something just north of 6% (and it’s been higher the past few years) if they want to buy something new. So, in many respects, it makes sense to invest in the current home and stay in it, he went on.

This thinking helps explain why 2025 was one of the best the company has recorded, said Laplante, and also why 2026 is lining up to be another very solid year. “It was probably the largest-volume year in our history. We had a very, very, very good year — we had a lot of projects.”

“There were a lot of questions early last year regarding interest rates and whether they would go down or go up. I think people are feeling a little more comfortable with what they’re seeing recently.”

Bob Provost, co-owner of Greenfield-based general contractor Mowry & Schmidt, agreed, noting that 2025 was a good year for the company, with a diverse mix of projects, including the new hockey rink at Northfield Mount Hermon School and renovation of the former Greenfield Public Library into part of what could now be called the Greenfield Savings Bank campus in the heart of the city’s downtown.

“This past year was a very good for us, and it’s looking very promising for 2026 as well for both commercial work as well as residential,” he told BusinessWest. “There were a lot of questions early last year regarding interest rates and whether they would go down or go up. I think people are feeling a little more comfortable with what they’re seeing recently, and mortgage rates are lower than they have been. All this bodes well for builders.”

Mark Sullivan, president of Northampton-based D.A. Sullivan & Sons, which specializes in commercial and institutional work, agreed. He said the firm handled a lot of work for colleges during the summer break — he calls them ‘summer slams’ — as well as municipal projects in Chicopee and other communities, and has a good amount of similar work on the books for 2026.

There are some issues and headwinds confronting builders — finding enough help remains difficult, scheduling becomes more of a challenge as the volume of work increases, and Dave Fontaine Jr., president of Fontaine Brothers Construction in Springfield, noted that a slowdown in private sector work in the eastern part of the state is creating more competition for public projects, such as a new middle school in East Bridgewater that the firm bid on.

Bill Laplante says a good number of whole house renovations contributed to a record year for his company.Staff Photo

Bill Laplante says a good number of whole house renovations contributed to a record year for his company.
Staff Photo

“Because the firms that generally focus on private work in Eastern Mass. are slow, we’re seeing a lot more competition for work throughout the rest of the state,” he explained. “We just interviewed for the project in East Bridgewater; generally, there would be anywhere between three and four other firms competing, but on that project, I think there were a total of nine firms that submitted bids.”

Still, for the most part, these are good times for construction firms, which are taking full advantage of somewhat greater stability on the national and global fronts (as of mid-January, anyway) and accompanying confidence among business owners and residents alike to move forward with projects.

“We just interviewed for the project in East Bridgewater; generally, there would be anywhere between three and four other firms competing, but on that project, I think there were a total of nine firms that submitted bids.”

Meanwhile, there is a solid amount of public work taking place and on the drawing board, which is good news for firms that specialize in that kind of work, including Fontaine.

Indeed, the firm is moving toward the conclusion of one major school project locally (East Longmeadow High School), in the middle stages of another (Agawam High School), and getting ready to start a third (the new Longmeadow Middle School). And there are projects in other corners of the state as well.

And if all goes well, the company will have to balance all that with construction of a new courthouse in Springfield, one that will likely have a price tag approaching or exceeding $500 million — Fontaine is one of the lead players in a proposal (one of 11 now being considered by the state’s Division of Capital Asset Management and Maintenance) to build a 15-story courthouse roughly across State Street from the current facility.

When asked if the firm could handle all that, Fontaine laughed and said, “I hope that’s a question we have to answer; we’ll manage somehow.”

Renovation of the former Greenfield Public Library into part of the Greenfield Savings Bank campus is one of many projects in the Mowry & Schmidt portfolio.

Renovation of the former Greenfield Public Library into part of the Greenfield Savings Bank campus is one of many projects in the Mowry & Schmidt portfolio.

Right now, most construction firms are managing quite well, and while all those we spoke with cautioned that the scene (globally and nationally) could change quickly, the outlook for 2026 is generally positive.

 

Going Up

Laplante told BusinessWest that, while there was a solid mix of work in 2025, with residential and light commercial contributing to that solid bottom-line performance, it was the high-end renovations that stood out and gave the year some definition.

As he noted, there were more of them, and they signify a trend that likely has some staying power until interest rates come down significantly.

And when he talks about whole house renovations, he means whole house.

“They want a new kitchen, they want new appliances, they want all the bathrooms done over, they want to change out the windows, the siding … everything,” he said, adding that, depending on the size of the house — and most of these are quite large — the final price tag can exceed $400,000, $500,000, or even $600,000.

This new home in Longmeadow is one of many built by Laplante Construction in 2025.

This new home in Longmeadow is one of many built by Laplante Construction in 2025.

As noted, Laplante’s firm did several of those in 2025, most in Longmeadow, East Longmeadow, and Wilbraham. In addition to these renovations, the firm built roughly a dozen high-end new homes — in Western Mass. and also on the Cape, where the company opened a satellite office a few years ago to better serve customers looking to build there or renovate existing homes.

There were also several commercial projects of various sizes and in different stages of completion, including a dental office in East Longmeadow, a warehouse building for Revitalize CDC in Springfield, and another warehouse for GoGraphix in East Longmeadow.

Commercial work comprises just 20% of the firm’s book of business, but it’s an important part of the portfolio, he noted, adding that the company has more from that sector on the books for 2026, including a 24,000-square-foot memory care facility expected to break ground in the spring.

Meanwhile, there is a steady diet of more residential work, especially those high-end renovations, slated for 2026, said Laplante, adding quickly that, as the volume of such work increases, getting on the schedule becomes more of a challenge.

“We have a dozen new home starts, the memory care facility, and more renovation work in the pipeline, to the point where we’re having to push out when it comes to scheduling them,” he explained. “One of the tough things is that we can’t start a major renovation in a month now … we’re having to space them out and schedule them well ahead of time and make sure we get everything ordered and ready to go.

“Overall, we have work on the books for 2026 that should make it as good if not better than 2025,” he went on. “We have a lot in the pipeline.”

Sullivan echoed those sentiments. He said 2025 was a solid year, joking that the firm took on maybe a few more summer slams than it should have, but it fit them all in.

“You can’t start until the students are out, and you have to finish before they get back,” he said, adding that firm handled work at Smith, Mount Holyoke, UMass Amherst, and other schools. “Everything gets squeezed in the middle, so you’re behind before you start, so those are always anxious projects, but they’re interesting.”

In addition, the firm had several anchor projects, as he called them, including renovation of the former public library in Chicopee into meeting space and ongoing renovations to City Hall there (see related story, page 13), as well as a library addition in Fitchburg, work at the Eaglebrook School in Deerfield, projects at UMass Amherst, and other initiatives.

He said colleges and municipalities have the resources and confidence to move ahead with projects after a few sluggish years following COVID.

And for 2026, the company already has a good amount of work on the books.

“We entered the year with probably 60% of our targeted year, which is where we want to be, and we have a few potential projects queued up,” he said. “They haven’t been finalized, but they’re trending in that direction, and if they happen, we’ll be over our annual volume goal.”

 

Firm Foundation

Provost offered similar sentiments, noting that, while the outlook is mostly positive, things can change quickly — and profoundly — and this is why diversity is so important for builders, including his firm.

“Being in this area, being in Western Mass., and especially Franklin County, for us, there’s always been a need to stay diverse,” he noted. “You never know where the market’s leaning, so we stay busy in both residential and commercial.”

The latter comprises 65% to 70% of the portfolio, he went on, adding that recent projects in that realm include the ice hockey arena at Northfield Mount Hermon, a $12 million undertaking that will be ready for the 2026-27 season, as well as the historic renovation of the former Greenfield Public Library, a project nearing its completion.

On the residential side, Mowry & Schmidt handles both new construction and renovation, with many extensive projects in that latter category.

“We do a lot of bathroom, kitchen, and addition remodels; we’ve got one going now that involves a sunroom addition, new mudroom entry, and full kitchen addition — basically a whole house renovation,” Provost said, echoing Laplantewhen he noted that more people are staying put and investing in their current home rather than trying to find another one, especially as prices increase and interest rates remain somewhat high.

And there is plenty potentially coming onto the books in 2026, he continued, adding that the firm is bidding on a number of projects — with many customers leaning toward the design-build model, with one firm handling both under a single contract.

By and large, there is confidence within the private sector, on both the commercial and residential sides of the ledger, to move ahead with projects.

“There was a stretch over the past six to eight months where people were a little uneasy,” Laplante said. “But I think they’re starting to relax and say, ‘the world isn’t such a bad place,’ and move forward and don’t worry about everything.”

Fontaine agreed, but said there is still a good amount of volatility to contend with, and the broad construction sector is especially vulnerable to such forces. “I think we’re seeing a market slowdown in the private sector, particularly in Eastern Mass.”

This slowdown began more than a year ago, by most accounts, he went on, adding that it has been fueled by still-high interest rates and uncertainly about if, when, and by how much they will fall, but also by tariffs and price increases on certain products.

Still, Fontaine is busy, with those school projects, in this market and elsewhere; other public sector work, such as an extensive renovation and expansion of Jones Library in Amherst (a project delayed by cost escalation and redesigns) and a public safety complex in Easton; as well as private sector work such as the $70 million initiative to expand and modernize Fairview Hospital in Great Barrington.

The firm generally handles a dozen or so projects at a time, he said, adding that it’s always working to keep a steady flow of work in the pipeline and balance out the projects that are being wrapped up with new initiatives.

And that’s the case with projects like East Longmeadow winding down (it will be ready for the new school year), and others, like Fairview Hospital and Jones Library, just getting started. And bidding never stops for new projects, such as the new middle school in East Bridgewater, Fontaine said, adding that it can be — and often is — several years between when a project first comes on the radar and when a shovel is put in the ground.

The firm is awaiting word on that project, as well as the courthouse — no word on when that verdict will be handed down — while also keeping a vigilant eye out for new opportunities.

By most accounts, there will be a good supply of them in the near future as confidence builds — and individuals, businesses, and municipalities look to build.

Simulation Coordinator Brings Realism to Health Education at STCC

By
Daniel O’Neill, Patient Simulation Information coordinator at the SIMS Medical Center at STCC.
Healthcare News Special Coverage

True to Life

Daniel O’Neill, Patient Simulation Information coordinator at the SIMS Medical Center at STCC.

Daniel O’Neill, Patient Simulation Information coordinator at the SIMS Medical Center at STCC.

When healthcare program students in Springfield Technical Community College (STCC) step into a patient room at the SIMS Medical Center, they’re entering a high-tech learning environment designed to mirror the real world of healthcare.

Daniel O’Neill, Patient Simulation Information coordinator at the SIMS Medical Center, helps make those experiences possible.

“I’m one of two simulation coordinators,” said O’Neill, referring to himself and his colleague, Daniel Taibbi. “Together, we oversee a team of 15 employees who essentially build small movie sets so that students can practice high-fidelity healthcare simulations in a risk-free environment.”

The SIMS Medical Center hosts about 16,000 simulated experiences each year for students enrolled in 26 degree and certificate programs. O’Neill and his team ensure each scenario runs smoothly and meets national accreditation standards.

Accreditation by the Society for Simulation in Healthcare is no small point of pride. Last year, SIMS Medical Center earned this designation, making it one of only a few simulation centers in Massachusetts to reach that level of recognition, which is considered the gold standard in healthcare simulation and serves as a benchmark for excellence in patient simulation.

“These patients can blink, breathe, cry, respond to pain, and more. With the exception of walking out of the bed, they can do everything a human patient can.”

The center’s fleet of approximately 120 high-fidelity robotic patients allows students to practice their clinical skills in a realistic but safe setting.

“These patients can blink, breathe, cry, respond to pain, and more,” O’Neill said. “With the exception of walking out of the bed, they can do everything a human patient can.”

 

Virtual Reality

Simulation offers a powerful advantage in healthcare education. Studies show students retain up to 80% of knowledge gained through simulated experiences. STCC graduates also complete their clinical onboarding more quickly than peers from other institutions, O’Neill said, because they arrive with extensive hands-on practice.

Faculty play a key role in the process. Professors define learning objectives, and the SIMS team brings those objectives to life. “It’s a deep partnership,” he said. “We make sure what we’re setting up aligns with their vision for student learning.”

O’Neill spends a growing portion of his time in training and development meetings with faculty, helping them understand and use emerging technologies to enhance student learning.

Since 2020, STCC has expanded its innovation lab, introducing virtual reality to multiple health programs. Students can step into immersive scenarios or even view care from a patient’s perspective.

“AI lets us create more realistic and dynamic encounters that reflect cultural, religious, and social diversity. It prepares students to care for people who aren’t just like themselves.”

One simulation left a lasting impact on a 6-foot-5 student who experienced what it was like to lie in a hospital bed with a tall doctor standing over him. “He took the headset off and said, ‘I never realized how intimidating that feels,’” O’Neill recalled. “From that moment on, he started sitting down when talking to patients. That’s empathy building — and it’s just as important as any clinical skill.”

The SIMS Medical Center is also embracing artificial intelligence (AI), which allows for more authentic patient interactions. “AI lets us create more realistic and dynamic encounters that reflect cultural, religious, and social diversity,” O’Neill said. “It prepares students to care for people who aren’t just like themselves.”

In recognition of his contributions, O’Neill received the 2025 Individual Contributor Award/Star Award, an annual honor presented to an employee who demonstrates outstanding dedication and signature contributions to the college community.

STCC President John Cook praised O’Neill’s impact on the SIMS Medical Center and on students preparing for healthcare careers.

“What a unique skill set,” he said. “Dan, we are so grateful for all that you contribute to a very high-profile asset for the college. Our SIMS Medical Center, with the talent of Dan along with staff and faculty colleagues, provides a national model for future-now healthcare in higher education.”

 

Patient Approach

O’Neill’s path to STCC wasn’t traditional. He previously worked in restaurant management, at Apple as an educator, in event production, and even as a photographer for Lego. He joined STCC nearly nine years ago, first as a part-time simulation operator.

“I’ve always loved building teams and improving systems,” he said. “This role lets me do that while helping students prepare for meaningful careers.”

Prospective students experienced STCC’s SIMS Medical Center during a recent Career Exploration Night, where live simulations showcased the technology and immersive learning opportunities available.

“It’s the best night of the year to see what happens here,” O’Neill said. “Our goal is to give students the skills and confidence they need before they ever step into a hospital.”

Chicopee Anticipates Movement on Stalled Projects

By
The vacant Cabotville Industrial Park poses a huge challenge for Chicopee officials.
Community Spotlight Special Coverage

Community Spotlight

The vacant Cabotville Industrial Park poses a huge challenge for Chicopee officials.

The vacant Cabotville Industrial Park poses a huge challenge for Chicopee officials.
Staff Photo

John Vieau says he remembers the event vividly.

It was the fall of 2019. Vieau, a Chicopee city councilor at the time, was running for mayor, and he and many others were on hand for an event, a showcase of sorts, at the Silverbrook Mills Building, formerly Cabotville Industrial Park. Its owners had created two demonstration apartment units, and the event was essentially a party in anticipation of the 600 more to follow.

“We were all excited. I remember those beautiful demos — one-bedroom and an efficiency unit — high ceilings, beautiful views, granite counters, washer-dryer stacks. They were talking about renting the efficiencies for under $1,000 a month,” said Vieau, who would go on to win the election. “I realized the impact that would have on our renaissance that we were trying to create downtown; it would create foot traffic and bring residents who would be interested in goods and services downtown.”

To say things haven’t gone according to that script would be a huge understatement.

Indeed, the pandemic hit soon thereafter, and the plans for the huge, 700,000-square-foot mill, where those two demo units remain, have gone unfulfilled. The ensuing years have been marked by frustration, inaction, repeated scalingcback of plans, a court-ordered eviction of remaining commercial tenants in 2022 due to the property being deemed unsafe, the city being forced to step in pay for needed security measures, and more frustration and inaction, with the current owner “going dark,” the mayor said.

The matter reached a tipping point of sorts recently, when the city began the long, arduous process of taking the property for non-payment of taxes — something it really doesn’t want to do.

Instead, it would prefer to see the property redeemed — either by the current owner, 4 Perkins LLC, a subsidiary of Silverbrook Properties, or another entity — out of tax foreclosure, and then sold to a developer with experience with large mill conversions, said City Planner Lee Pouliot, adding that this remains a possibility, and it represents the best-case scenario at this point.

“We were all excited. I remember those beautiful demos — one-bedroom and an efficiency unit — high ceilings, beautiful views, granite counters, washer-dryer stacks. They were talking about renting the efficiencies for under $1,000 a month.”

“It has to be an entity that has knowledge of doing a conversion from the ground up and has a reputation particularly with public funders — because there will need to be public investment in this to make it happen,” said Pouliot, noting that the price tag for redeveloping the property could exceed $200 million. “Every public program that we could make it eligible for is in place; we just need the right partner now and a developer who can pursue them.”

Historic Chicopee City Hall is undergoing an ongoing, $30 million renovation.Staff Photo

Historic Chicopee City Hall is undergoing an ongoing, $30 million renovation.
Staff Photo

While the Cabotville mill remains a source of frustration, especially as the region and state are in the midst of a housing crisis, there are plenty of positive developments in the second-largest city in Western Mass. These include:

• The start of work to convert one of the remaining parcels within the former Facemate complex into 105 units of workforce housing, with two more phases of that project to come — redevelopment of a brick warehouse and an indoor sports complex;

• The selection of a preferred developer for the redevelopment of the four remaining buildings in the Uniroyal complex, bringing light to the end of a tunnel the city has been in for nearly 45 years as it sought reuse of the property;

• Ongoing work to renovate City Hall, a complex undertaking that involves revamping spaces while city government operates, a game of musical chairs that has reached its second phase;

• The recent opening of the Hub, community space created from redevelopment of the city’s former public library, next door to City Hall;

• Advancement of plans to build replace Berry Elementary School with a new, $124 million facility to be built on the grounds of Szetela Early Childhood Center;

• Plans to move the School Department out of temporary facilities (its former home was closed due to poor air quality) and into the Westfield Bank Loan Center, formerly Williamson’s clothing store, in the heart of downtown, bringing about 80 employees, and more vibrancy, to that area;

• Renovations to Szot Park and Sara Jane Sherman Park;

• A chamber of commerce that is enjoying growth in membership, new initiatives, and the return of its popular tabletop expo (more on that later); and

• Plans to hire the city’s first Economic Development director in several years. The mayor said he has been handling most of those responsibilities in the interim, but the City Council voted to fund that office again.

For this latest installment of its Community Spotlight series, BusinessWest looks at the many converging storylines in Chicopee and the many forms of progress in the community.

 

Milling About

As they talked about the Cabotville complex, both Vieau and Pouliot stressed that they don’t want this to become “another Uniroyal.”

By that, they meant property the city was forced to take for tax title and then essentially find someone to develop it — a long, difficult, and expensive process that has been playing out for many years now.

Instead, as noted earlier, the city would much prefer that 4 Perkins secure another buyer, one that can take the stalled project forward. And this is where much of the frustration comes in, said the mayor, adding that such a prospective buyer came forward a few months ago.

“He went through the permitting process, but it all came apart at the end; he said his agreement with the owner didn’t work out. He was frustrated and upset,” Vieau said. “In the meantime, entities have been calling and saying they’re interested; it’s a wonderful shell and has so much potential, and it’s really a key to the success of our downtown.

Indeed, several hundred units in that complex would bring people and vibrancy to the downtown area, bolstering existing businesses and probably inspiring new ones, he went on, adding that this is what the city was anticipating at that party back in the fall of 2019.

Chicopee at a Glance

Year Incorporated: 1848
Population: 55,560
Area: 23.9 square miles
County: Hampden
Residential Tax Rate: $15.24
Commercial Tax Rate: $32.60
Median Household Income: $35,672
Median Family Income: $44,136
Type of Government: Mayor; City Council
Largest Employers: Westover Air Reserve Base; J. Polep Distribution Services; Callaway Golf Ball Operations; Dielectrics; MicroTek
* Latest information available

That anticipation has been replaced by large question marks, and time is becoming increasingly a factor as the property sits idle.

“Structurally, the building is in fine shape for being vacant,” Pouliot said. “The concern that we have, and it was similar with Uniroyal, is that the longer buildings sit vacant, the more and faster they deteriorate. So, while it is in good shape, it’s the right time to get a developer experienced with mill conversions to pursue it.”

And the mayor is hopeful that the recent publicity about the city beginning the lengthy process of taking the property will bring more potential buyers to the table or spur the current owner to take some action. Recouping lost years of taxes, liens, and the money the city has spent on security, sprinkler system repairs, and other work is a priority, he noted, but the bigger priority is transforming that dormant property into a catalyst for vibrancy and more redevelopment downtown.

While that process enters its next phase, one clouded by uncertainty, the four-decade-long saga at Uniroyal is entering another phase as well.

Indeed, a preferred developer, Wisconsin-based J. Jeffers & Co., has been chosen and it is in very early-stage work to reimagine the four remaining buildings in the complex — the office building, a small retail building, and two large production facilities.

The company has a deep portfolio of mill conversions and related projects, including conversion of the Milwaukee Grain Exchange into event space and conversion of the former Milwaukee Journal Sentinel building into 141 market-rate apartments, and Pouliot said it is looking at a $300 million investment in the Uniroyal buildings, redeveloping them into roughly 600 residential units (a mix of market-rate and workforce) and some commercial space.

The city was recently awarded a $450,000 MassWorks grant to look into infrastructure improvements in the Chicopee Falls area to support such a project, Pouliot said, adding that, when needed work is identified, the city will apply for additional grants from MassWorks to pay for them. Meanwhile, J. Jeffers will put its financial stack together from an array of sources, and conversion work will take place over the next several years.

 

Opportunities Knock

While the city continues work on those fronts, it can celebrate the completion of another project that took years to conceive and bring to fruition — conversion of the former library into the Hub.

The ceremonial ribbon was cut last fall, and the space started hosting programs in November. These include a series of business development courses, led by Samalid Hogan, CEO of Greylock Management Consulting, as well as several one-offs, said Pouliot, adding that the city will soon launch a webpage on the facility highlighting its use policies, with the goal of filling out the spring schedule.

The library project is part of a larger effort to renovate, modernize, and reactivate historic city properties, including City Hall, built in 1871, which sits next door.

The work there is ongoing, with the recent completion of what Pouliot calls “phase 2, sequence 1,” which involved renovation of the City Clerk, Facilities, and Registrar of Voters spaces. Next will come sequence 2, the Human Resources and Retirement Office spaces, due to be completed later this month.

“I like to say that we’re retrofitting and maxing out every square foot of this building, and being a mayor in a building that’s been under construction since I took office — it’s been a challenge,” said Vieau, who talked with BusinessWest in a temporary office carved out of a portion of what had been City Council chambers. He will move to a new office on the third floor (near the Law Department and the renovated auditorium, which now hosts council meetings) later this year, although he joked that he likes his current space and would prefer to just stay there.

The mayor’s historic office is now a conference room, with its waiting space now part of a larger office for the city clerk.

There will be more shuffling to come in a project that will be completed in 2028 — because the work is being undertaken as city government continues its work — and a total cost of nearly $30 million.

While change comes to City Hall, the old library, and hopefully (eventually) Cabotville, it is also coming to the Chicopee Chamber of Commerce, said Melissa Breor, its executive director, noting that the agency is adapting to the changing wants and needs of its members.

For example, the traditional chamber breakfast has been replaced on the schedule with monthly coffee hours at member businesses. These gatherings take less time to plan and execute, she explained, and they provide additional opportunities for members to network and showcase their businesses.

“We’ve adjusted the style of event to suit the schedules of our members,” she said, adding that the chamber runs at least two events a month — a coffee hour, an after-hours function, or one of its signature events — to give members opportunities to network.

Meanwhile, the chamber is turning back the clock in some respects and bringing back a tabletop business expo, slated for April at the Castle of Knights.

A slimmed-down version of the program staged years ago, which included several different chambers, hasn’t been undertaken since before the pandemic, but this edition will feature Chicopee chamber members (and non-members), said Breor, adding that it’s being brought back at their request.

“Our current members have been asking for something like this,” she said, adding that it’s been so long since a tabletop event has been staged that newer businesses may not be familiar with the format. Thus, the chamber will be doing some Zoom orientation meetings to help participants make the most of their opportunities there.

Commonwealth Packaging Brings More Clients into the Fold

By
Elizabeth Gosselin Kouflie didn’t plan on taking over the family business, but she eventually found a passion for it.
Construction Special Coverage

Thinking Outside the Box

Elizabeth Gosselin Kouflie didn’t plan on taking over the family business, but she eventually found a passion for it.

Elizabeth Gosselin Kouflie didn’t plan on taking over the family business, but she eventually found a passion for it.

Elizabeth Gosselin Kouflie says she can’t pinpoint the time when she first came to realize the COVID pandemic was likely to be the best thing to ever happen to Commonwealth Packaging.

But she started to get that sense when customers and potential customers didn’t even bother asking for a price on a job — which, in this business, is saying something.

“Normally, it’s ‘I’d like a quote on this many.’ Then, it was ‘how fast can you get me this; I don’t care what it costs.’ That’s when we knew this was going to be a real opportunity,” said Kouflie, adding that, as the world shut down and people couldn’t get the products they wanted, everything had to be shipped. And that added up to a banner year for Commonwealth, the company started by Kouflie’s father, Joe, in 1982, which she was now managing.

Indeed, in a business where margins are as thin as the cardboard sheets in the warehouse and customers can be lured away by competitors offering to do things for a few pennies less per item, Commonwealth recorded more than 20% growth year over year in 2020, said Kouflie, adding that the plant was busier than it had ever been.

“COVID opened my eyes to what we can produce out of this one-shift factory, and that’s what I want to get back to,” said Kouflie, who officially took ownership of the business in 2019 and has been bringing much-needed change to a company where there had been little of it in the three and half decades prior.

That includes a thorough renovation of the plant on Sheridan Street in Chicopee, its first in decades, as well as new machinery, the addition of a design team, better use of IT — and now AI — as well as a stronger push, with the addition of a sales rep, into Rhode Island.

It also includes marketing, something the company had never really done before, previously relying almost entirely on word of mouth and its reputation for quality and customer service in a business where there is so much emphasis on price.

Commonwealth has started to reach out to customers and potential customers with materials highlighting everything from Kouflie’s ties to Rhode Island (she graduated from Providence College and wears a PC sweatshirt in one marketing piece) to Commonwealth’s status as woman-owned, to the fact that its packages “go out first class” — literally.

Indeed, the shipping and safety supervisor’s name is David First Class.

“His last name is Class, and his middle name is First,” said Kouflie, adding that the marketing efforts, which began roughly a year ago, are starting to pay off.

“A lot of people are talking about Commonwealth right now — people are calling me up that never called before,” she noted, adding that the marketing piece targeting Rhode Island businesses is an example of efforts that have helped grow sales.

“I spent a couple of years just keeping the ship afloat and doing everything so I wouldn’t mess it up, because I was terrified of messing it up, and then I finally got comfortable a few years ago and made this my business. And we’ve changed quite a lot since then.”

“It’s working … we’re getting a lot of business,” she said. “People in Rhode Island love to do business with Rhode Islanders; it’s definitely getting some traction.”

These marketing efforts comprise one of many ways Kouflie is putting her stamp on the company (more on this later), while also maintaining its traditional focus on quality, service, and a ‘customer is king’ philosophy.

For this issue and focus on construction and manufacturing, BusinessWest talked at length with Kouflie about Commonwealth and how this is not her father’s packaging company — or your father’s packaging company — anymore.

 

A Cut Above

As she was earning her degree in business management at Providence College, Kouflie wasn’t sure what she was going to do with it. And eventually running the family business was not a thought that really crossed her mind.

Indeed, while she remembers getting rides on the forklift at the plant’s first location across from the Big E in West Springfield when she was young, and then holding a succession of summer jobs at the company during high school and college, she never intended to make Commonwealth a career.

All that changed in 2003, when, a year after graduating, she returned home to help her father care for her mother, who was suffering from Alzheimer’s disease. There was an opening for a bookkeeper at Commonwealth; she took that job thinking it would be a temporary assignment, but soon settled in at the family business.

“It was kind of trial by fire — help out wherever you can,” she recalled. “I started doing all the HR stuff, started learning how to spec build, started taking orders … in a family business, that’s typically how it goes — you do whatever needs to be done, help out with the IT, build a web page, whatever.”

Tracing the history of the company, Kouflie said her father worked for Mount Tom Box in West Springfield, gradually moving up in the ranks. When management wouldn’t make him a partner, he bought his own box company, Loreno Packaging in West Springfield.

“He used to tell me that he’d run the boxes in the morning, take customers out to lunch, get the orders, and come back in the morning and run the boxes,” said Kouflie, adding that the business continued to grow over the years, but always kept that customer-focused flavor.

Never big into titles — she says they don’t mean much in a family business — Kouflie held many in the years after joining the business, including Human Resource manager, her role when she was named to BusinessWest’s 40 Under Forty class of 2011, when she was just 30.

In 2013, her father took a step back from the business to spend more time at home and be a caregiver, while also battling cancer himself. And Kouflie continued to take on more responsibilities.

“He stopped coming to the office every day … he gave me some freedom to show what I could do — as long as I did whatever he said,” she noted with a laugh. “I’d have to send him my monthly statements showing him what I did, and he would let me know all the things I could be doing better; that’s how we operated for six years.”

She officially took the helm when her father passed away in 2019, and, after a few years of essentially maintaining the status quo — while also coping with the challenges and huge opportunities presented by the pandemic — started putting her own mark on the business.

“Before, I was running the company the way my dad wanted me to — the same way we’d always done everything; it was just follow the dotted line and do what we’ve always done,” she told BusinessWest. “When he passed away, I spent a couple of years just keeping the ship afloat and doing everything so I wouldn’t mess it up, because I was terrified of messing it up, and then I finally got comfortable a few years ago and made this my business. And we’ve changed quite a lot since then.”

 

The Complete Package

When asked to elaborate, she said the business model has changed, with an emphasis on being more competitive on price, while also maintaining its traditional emphasis on quality and service.

Other changes have included the addition of a design staff with a full-time designer, putting in a CAD table, marketing, renovating the entire building, adding new machinery, updating computer hardware and software, and exploring the use of AI to streamline quoting and other processes.

These steps and others are positioning the company for growth in a highly competitive industry, one often described with the single word ‘cutthroat’ and dominated historically by “price, price, price, price, price,” Kouflie said.

But increasingly, quality is becoming more a factor for many customers, she went on, citing the example of a prominent regional brewer — for years one of the company’s larger customers (Commonwealth makes its beer trays), but one that left when a customer offered a lower price.

“They dumped me, and six or seven months later, they called and I asked if I could come and sit down,” she recalled. “With their new supplier, the glue wasn’t holding on the trays when they put the beer in; the trays are coming in, the bottles are dropping in, the boxes are blowing open, and the beer is going all over the floor. They lost so much product — the pennies they saved on the boxes, they lost in product.”

It’s a story that’s been repeated countless times over the years, she said, adding that, moving forward, the company is looking to retain existing customers and add new ones by more aggressively telling its story and stressing its many qualities and selling points.

These include everything from Kouflie’s Rhode Island ties to the recently garnered ‘woman-owned business’ status.

“It’s part of a multi-pronged effort,” she said of the latter. “I think it catches people’s eyes — there are not a lot of woman-owned box makers.”

Part of the storytelling will be a focus on people — from David First Class to Customer Service Manager Kim Weagraff, highlighted in a different marketing piece.

“We want to show the end users, the buyers, who we are — our people — and the fact that we’re a young group,” Kouflie said. “A lot of our customers feel like we’re their best friends, and a lot of customers think they can just call us up and we’ll take care of them, and we will. But we want our customers to think they’re our only customer, and that we’re sitting here waiting for them to call, and we’re going to take care of them.

“These kinds of things are helping them feel connected to Commonwealth,” she went on. “I like to say that we’re not your dad’s box factory anymore. Lots of box factories are run by older gentlemen who are set in their ways; we’re trying to show our buyers who we are.”

Whether Commonwealth can return to that frenetic pace achieved during the height of the pandemic remains to be seen, but Kouflie is pushing the envelope — or, in this case, pushing the two-piece folder box — to achieve continued growth.

E-book, Cartoons Create Intriguing Dialogue About Aging

By
Features

Drawing Conclusions

Ira Bryck says he’s somewhat fascinated by the subject of aging, and he’s found he’s not alone.

Ira Bryck says he’s somewhat fascinated by the subject of aging, and he’s found he’s not alone.

 

Ira Bryck doesn’t recall either of his parents actually saying it, but when he was young, he was definitely given the impression that naps were a waste of time.

“I grew up with two industrious parents — I was not allowed to nap growing up,” he recalled, adding that, while his sisters still refrain from the practice, he now enjoys it and looks forward to the next one.

Which makes him a lot like most … let’s call them people of a certain age. And commonality is one of the many themes he tries to touch on with a new endeavor called Aging Humans: A Complete Breakdown — a play on words if ever there was one.

This is not a business, and it’s not exactly a hobby. Let’s call it the latest endeavor for Bryck, best known as the long-time director of the former Family Business Center at UMass Amherst. During more than two decades in that role, he assisted countless small businesses owned and operated by generations of the same family with the many unique challenges that come with such a management structure — and he was recognized by BusinessWest as a Difference Maker in 2020 for such efforts.

He’s still doing some business consulting and is creating some roundtables to assist fledgling businesses and fill a gap in the entrepreneurial ecosystem (a little more on this later), but much of his non-napping time is spent on Aging Humans: A Complete Breakdown, efforts that might best be described as creating an interactive dialogue through an e-book (irabryck.com/completebreakdown) on the subject of aging, complete with cartoons that he creates through AI “because I draw horribly.”

Indeed, Bryck calls his e-book Collective Wisdom from Real Elders, comprised of comments to questions such as ‘what surprises you most about being the age you are?’ ‘What have you learned from failure, misfortune, and unmet expectations?’ ‘How has your social life changed as you’ve aged?’ ‘How are you deciding and managing work and retirement?’ ‘Do you enjoy being alone? Do you get lonely?’ And even ‘how have your sleep habits changed over time, including napping?’

“I get some good feedback; some people think every one is genius, and others say, ‘I don’t get most of your cartoons.’ Most of my cartoons require some thought, and a lot of times they’re not ‘ha ha’ funny, but they are reflective.”

The responses, often humorous and from people feeling older at many different ages, certainly make for interesting reading. Here’s a sample:

• “When I look in the mirror, I see an old lady, but I still have the wonder and mentality of an 8-year-old.”

• “I thought I was 37 years old for 37 years.”

• “I don’t bounce anymore.”

• “When I wake up now, the only thing that’s stiff is my joints.”

• “When I put on my underwear now, I notice that I stand close to my bed in case I fall over while balancing on one leg.”

• “Closed captioning is my friend.”

• “My hearing aids amplify only what I don’t to hear.”

• “I do not put up with narcissists anymore. What a relief.”

• “Solitude is good; loneliness is not.”

When asked what inspired this project, Bryck, 72, said he’s intrigued by the many aspects of aging, but also research and writing on the subject, such as Erik Erikson’s theory that there are eight stages of psychosocial development, from infancy to adulthood.

“He was the first person to map human psychology through old age,” Bryck said. “And he basically said that, if you were successful in life, you would eventually come to the eighth stage at old age, where it’s ‘are you in a stage of integrity or despair?’ I just always imagined that, as a depressed person of the ’60s, I would end up as a despairing old man, and I was determined to not let that happen. And I’m interested in how people are aging.”

As for the cartoons, Bryck said he’s always enjoyed cartooning, even if he can’t draw, and the images spark more dialogue — about aging, and sometimes about whether they’re funny or not.

“I get some good feedback; some people think every one is genius, and others say, ‘I don’t get most of your cartoons,’” said Bryck, who added that’s he’s developed the requisite thick skin for such commentary. “Most of my cartoons require some thought, and a lot of times they’re not ‘ha ha’ funny, but they are reflective.”

 

Age-old Problems

Like many people of his age, and any other age, for that matter, Bryck has mixed feelings about AI, right down to how much energy is consumed to create it. But when it comes to his cartoons, he can rationalize.

“I felt like I was someone who suddenly had a prosthetic device that allows them to do something they couldn’t do before,” he explained, adding that, by giving AI some specific prompts, he can use it to create images that aging humans can relate to and talk about, such as the one featuring four unhappy looking, balding, graying men with seemingly nothing to say, under the caption, “when your breakfast club votes to curb discussion about health issues.”

“Your challenges are a lot less challenging if you realize how normal they are. Other people live with them, and other people survive them.”

This is one of Bryck’s favorites — he’s now created dozens of cartoons, many inspired by actual experiences or those of others he knows — and it puts a face (or, in this, four faces) on the issues and attitudes of aging humans.

This is what he had in mind when he launched the e-book, which continues to attract new readers and intriguing responses to the questions posed.

And it’s part of the evolving next chapter in Bryck’s career, which started with him working at his family’s clothing business and evolved into his role running the Family Business Center and even writing plays about the many issues facing ventures run by several generations of the same family.

Bryck still does some business consulting, coaching, and facilitating, and all three of these skill sets will be used for roundtables he’s creating for small but established businesses. Called Onward + Upward, the initiative will create what he calls “an advisory board of trusted peers” that will enable participants to work on their businesses together.

As that project comes together, Bryck will continue to generate dialogue about aging, an popular activity as the Baby Boom generation, of which he is a part, reaches its 70s, and with its older members touching 80.

He said the collective comments speak to the many issues and challenges people are facing and are ultimately offered, like many of his efforts over the years, to help people confront them together.

“The 21 questions are really good prompts, and I think a lot of people like to talk about aging,” he noted. “I just had breakfast with someone for two hours, and we talked about what is our stage of life, what are we doing with ourselves, and are we feeling productive?”

And with that, we turn to more thought-provoking comments to the questions posed in the e-book:

• “I didn’t laugh much until I was in my 60s. Now, I laugh all the time.”

• “I have become more direct and clear about boundaries and comfort. I have shifted from being more conscious of pleasing others at times to pleasing myself, within reason.”

• “I don’t imagine ever stopping work; there are so many projects around that I can play with. Maybe I’ll stop remunerative work at some point, but playing with projects … I don’t see that ending while my heart is still beating.”

• “Don’t wait too long to retire — no one knows what the future holds.”

• “Make the absolute most of whatever time you have left. Keep growing and trying new things. Count yourself lucky you got this far.”

There were originally 20 questions, Bryck said, but a friend in Amherst added one of his own: “do you feel responsible and/or guilty that you are leaving such a troubled world to the next generation, or is it their problem now?”

That query has drawn its own share of responses, such as: “I didn’t start the fire, but I probably could have a ton more to extinguish it,’’ and “not in the least bit. I am not convinced the world is all that troubled and different from previous generations. Does anyone remember the ’70s? The ’60s? WWII, etc., etc.?”

 

Beyond the Numbers

Such insight and running commentary is what Bryck was hoping to generate when he started the e-book, the latest endeavor from a business leader who has no intention to retire and intends to continue growing and trying new things.

“I think it’s all revealing, and it’s normalizing,” he said of the sum of what he’s collected so far. “And that was something I bring from the Family Business Center — the idea that your challenges are a lot less challenging if you realize how normal they are. Other people live with them, and other people survive them.”

And most of them, including Bryck, enjoy a good nap.

Auto Industry Faces Dramatic Shifts Heading into 2026

By
Ben Sullivan says that, with less urgency to sell EVs, automakers are providing incentives for other models on the lots.
Features

Driving Forces

Carla Cosenzi says the auto industry should see a less tumultuous year in 2026, but there will be challenges.

Carla Cosenzi says the auto industry should see a less tumultuous year in 2026, but there will be challenges.

‘Turbulent.’

Of all the single words that could be used to describe what kind of year 2025 was for the auto industry and individual dealers, Peter Wirth believes that one works best.

And it might even be an understatement.

Indeed, a sector that was working itself back to normalcy after COVID, chip shortages, a lack of inventory, scarce supplies of used cars, and inflation was hit with tariffs as well as a seismic shift in priority when it comes to electric vehicles.

This added up to some interesting times — that’s another adjective used heavily to describe the year that was — as well as a roller-coaster year for sales that ended up mostly flat or a few percentage points higher than 2024.

“It wasn’t a bad year; it was just a lot of ups and downs and changes — with tariffs being the obvious one, but there was also the huge change in course as far as electric vehicle adoption, which had a huge impact on manufacturers, but also on us,” said Wirth, owner of Mercedes-Benz of Springfield, referencing the expiration of federal tax credits for new and used vehicles after Sept. 30 and an abrupt U-turn on mandates concerning the percentages of new car sales that had to be EVs.

Carla Cosenzi, president of TommyCar Auto Group, which boasts four stores selling Nissan, Hyundai, Volkswagen, and Genesis, agreed. She said 2025 was a solid year, one that started strong as consumers sought to beat tariffs and ended somewhat sluggishly.

“We started to really see it around October,” she said, adding that manufacturers, perhaps anticipating a slowdown due to factors ranging from tariffs to still-high interest rates, ramped up the incentives to engage consumers, who stand to benefit from higher inventories.

“Overall, it was a really good year for us,” she said, adding that Hyundai and Nissan both posted solid numbers and finished strong, making up for some slower months in the middle.

As 2026 rolls on, the pendulum is shifting even more toward normalcy and perhaps less volatility, although no one can project too far ahead in this business, said Ben Sullivan, chief operating officer for Balise Motor Sales, which owns 26 dealerships across Massachusetts, Rhode Island, and Connecticut.

Indeed, the focus is shifting back to hybrids and gasoline-powered cars, and manufacturers are providing plenty of incentives to buy and lease them, including 0% financing in some cases, he said, adding that he projects 2026 will be a good year for auto buyers and, thus, a better one for dealers.

“From a consumer point of view, I’d say 2026 will be a very positive year,” Sullivan said. “And from the dealer perspective, we’re actually pretty bullish on where this is going to go. Affordability is such a key part of consumer behavior, and the fact that availability and the incentives are going to be there for the consumers prompts us to believe we’ll be growing by 5% to 7% this year.”

Wirth agreed, noting that Mercedes has rolled out aggressive sales programs for January.

“Mercedes is putting their money where their mouth is as far as being on a growth trajectory,” he explained. “They sold 303,000 units last year, and they want to sell 325,000 to 330,000 this year; that’s a 10% increase, and it’s one of the reasons we’re incredibly optimistic for this year.”

“It wasn’t a bad year; it was just a lot of ups and downs and changes — with tariffs being the obvious one, but there was also the huge change in course as far as electric vehicle adoption, which had a huge impact on manufacturers, but also on us.”

For this issue, BusinessWest talked with area dealers about the turbulence of 2025 and the prospects for more normalcy, probably the most since COVID, in 2026.

 

Shifting Gears

As he talked with BusinessWest about the year that was and the years ahead, Wirth said he sympathizes with car manufacturers, who have had to cope with many different, and often dramatic, changes to the landscape in recent years, especially with tariffs and changing policy on EVs.

“I don’t envy my colleagues in corporate because it’s really hard to deliver on three fronts at the same time — electric vehicles, plug-in hybrids, and combustion-engine cars, which is what’s happening right now,” he said. “This significant change in policy — and no one knows how it’s going to change in three years again — makes it really difficult for the manufacturers.”

Sullivan agreed. “For manufacturers, it takes three to five years to develop a vehicle program, and they were all assuming that, at some point, we’d have to be 100% electric, and they put a bunch of their development money down that stream,” he explained. “And now, the federal government is saying that this is no longer what they need to do. So all the manufacturers are trying to adjust and adapt just in the EV market — and that was just one of two large challenges that hit us last year.”

Ben Sullivan says that, with less urgency to sell EVs, automakers are providing incentives for other models on the lots.

Ben Sullivan says that, with less urgency to sell EVs, automakers are providing incentives for other models on the lots.

The other factor was tariffs, which hit some makers harder than others, he said, noting, as others did, that these factors are prompting hard decisions, many of which will take years to materialize, about where cars will be made — and what cars will be made.

For dealers and consumers, these issues changed some buying patterns and, in many ways, altered the sales calendar.

Indeed, when tariffs were first announced last March, there was a surge in sales as consumers looked to beat the tariffs, said Wirth and others we spoke with, making March and April better than they normally are and some of the subsequent, normally heavier months lighter.

“When you look at the first half of the year, it shook out the way we expected; it was just more volatile,” he said, summoning another word to describe 2025. “You had a higher high than you were projecting, and then a lower low.”

This was just one of the many intriguing aspects of this past year, said those we spoke with, noting that what is being called a retrenchment on EVs was certainly another. Indeed, sales spiked in the run-up to the end of the $7,500 federal government purchase incentive on Sept. 30, resulting in a record for the third quarter of 2025 (about 12% of the U.S. market), before falling off in the months that followed.

Cosenzi said EVs are still selling, in part due to incentives offered by the state, but they were off by roughly 10% in 2025 over the year prior — better than many other dealers are reporting because the TommyCar dealerships are in Hadley and Northampton, which she described as a great market for EVs — and this pattern is expected to continue into 2026.

The focus is now shifting to hybrids and gasoline-powered cars, with an even greater emphasis on SUVs, said Sullivan, adding that, due to the tariffs and shifts on EVs, makers are doing some model trimming because some offerings are no longer popular, cost-effective, or both.

 

Drive Time

Looking down the road and toward the year ahead, those we spoke with expressed optimism about the big picture and the manner in which car makers are incentivizing consumers to buy and lease.

As Wirth noted earlier, Mercedes has set ambitious goals for 2026 and is backing them up with programs and incentives that are similar to those intended to drive sales at year end.

“Our January programs are essentially as good as our outgoing December programs were, which is something I’ve never seen before with them,” he noted. “They’re really trying to hit the ground running and maintain and ultimately increase their market share in the luxury market.

“They were all assuming that, at some point, we’d have to be 100% electric, and they put a bunch of their development money down that stream. And now, the federal government is saying that this is no longer what they need to do.”

“And while it’s still very early,” continued Wirth, who spoke with BusinessWest in the first week of January, “they seem to be starting on the right foot.”

Cosenzi and Sullivan agreed, noting that conditions are right for a solid 2026, meaning dealers have inventory (especially for what’s in demand, meaning hybrids and SUVs); they have incentives, including attractive lease deals and financing rates for purchases; and are stocking more used cars, although they’re still in somewhat short supply.

“We’re putting a lot of focus on used vehicles heading into 2026, especially those under that $30,000 price range,” said Cosenzi, adding that TommyCar has created a buying center to maximize opportunities in a still-challenging market and build an inventory.

“We’re really working to have the right-priced pre-owned vehicles that can go through the stringent certified process to give the consumers the confidence they’re looking for,” she explained, adding that there is strong demand for such vehicles, especially SUVs, in the Five College area.

Sullivan said the stars are aligning as the industry moves into 2026. “Interest rates are starting to trend down, and availability of cars is getting better, unlike during COVID,” he noted, adding that the attractive incentives that were being offered to incentivize EVs, back when the pressure was on to sell those models, have been shifted to gas and hybrid models.

“Now that the manufacturers are not under that regulation anymore, you will see in 2026 some better incentives coming back, like attractive lease payments, low APR, and customer cash, because the manufacturers can afford to do that,” he explained. “So I think that will be a very big positive for consumers as we roll into 2026; their affordability matrix will be a lot better than it was in 2024 or even 2025.”

Meanwhile, Sullivan sees some general improvement in used car availability as new car inventories have improved and consumers can replace aging vehicles and enter into new leases rather than buying cars coming off lease, and this is another source of optimism heading into 2026.

As for EVs, dealers still have them, and they’re still selling them, but the pendulum has swung, with those who have been on the fence about such vehicles now more incentivized to stay on the gas or plug-in hybrid side, the latter of which provides some attractive middle ground for those looking to reduce their carbon footprint.

These are just a few of the issues that will shape 2026, a year that will still be interesting, but probably — that’s probably — less turbulent for dealers and consumers.

STCC Launches Workforce Readiness Academy

By
Katherine Ortiz (left), an education and career advisor, seen here assisting a student in a workforce development class, will oversee college and career workshops as part of the Workforce Readiness Academy at STCC.
Education

Tools to Succeed

Katherine Ortiz (left), an education and career advisor, seen here assisting a student in a workforce development class, will oversee college and career workshops as part of the Workforce Readiness Academy at STCC.

Katherine Ortiz (left), an education and career advisor, seen here assisting a student in a workforce development class, will oversee college and career workshops as part of the Workforce Readiness Academy at STCC.

 

Springfield Technical Community College (STCC) is now enrolling for the Workforce Readiness Academy, a free, 20-hour-per-week program designed to help prospective students build the digital, academic, and career skills needed to thrive in today’s job market and succeed in college.

The Workforce Readiness Academy offers a hands-on, personalized learning experience that equips participants with essential digital literacy skills, industry-recognized certifications, and strengthened college and career readiness competencies. Whether students are entering the workforce, changing careers, or preparing for further education, the Academy provides the foundation they need to move forward with confidence, Assistant Vice President of Workforce Development Gladys Franco said.

“This program is an incredible opportunity for anyone looking to gain confidence, earn meaningful credentials, and take their next step toward a rewarding career or higher education,” Franco noted. “The Workforce Readiness Academy was intentionally designed to remove barriers and meet students where they are. Our goal is to ensure every participant leaves with the skills, support, and resources they need to succeed.”

“This program is an incredible opportunity for anyone looking to gain confidence, earn meaningful credentials, and take their next step toward a rewarding career or higher education. The Workforce Readiness Academy was intentionally designed to remove barriers and meet students where they are. Our goal is to ensure every participant leaves with the skills, support, and resources they need to succeed.”

The Academy is supported by the state Gaming Commission’s Community Mitigation Fund. The program is offered in two sessions. The first runs Jan. 26 to April 9, while the second runs April 13 to June 25. Both run Monday to Thursday. Enrollees can choose day (9:30 a.m. to 1:30 p.m.) or evening (5-9 p.m.) options.

Each participant is paired with a dedicated college and career advisor for individualized support throughout the program.

The Academy offers the opportunity to develop computer competency and workforce readiness skills every employer expects. Students will work toward industry-recognized certifications, including ServeSafe and OSHA 10, while also engaging with local employers through networking and career connection opportunities.

To learn more or register, visit stcc.io/wra or call the Workforce Development Center at (413) 755-4225. To enroll in person, stop by Building 27 at STCC.

Consumers Rank Banks Above Other Industries for Fraud Protection

By Contributor
Banking and Financial Services

Survey Says

 

U.S. adults overwhelmingly trust banks more than any other entity to protect them from fraud, according to a new survey conducted by Morning Consult on behalf of the American Bankers Assoc. (ABA).

By more than a 6-to-1 margin over the next closest industry, consumers chose banks (50%) over healthcare providers (8%), non-bank fintech payment providers (8%), the government (5%), cryptocurrency companies (2%), major retailers (1%) and telecom companies (1%).

The research, unveiled at ABA’s 2025 annual convention in Charlotte, N.C., also gauged consumers’ views on access to their personal financial data, bank satisfaction, the competitive landscape of the banking industry, and the role banks play in the U.S. economy.

“Financial predators are more sophisticated than ever, and America’s banks are leading the charge to protect their customers from these threats,” said Rob Nichols, ABA president and CEO. “Consumers recognize and appreciate banks’ round-the-clock efforts to detect and combat fraud, and our industry continues to leverage award-winning consumer education campaigns and other tools to empower Americans to spot scams before they can do harm.”

Nearly nine in 10 bank customers (87%) said their bank takes proactive steps to protect them from fraud and scams, and three-quarters (74%) believe their bank does more than businesses in other industries to protect them. In addition, 59% of consumers have received a fraud alert from their banks alerting them to potentially suspicious account activity, and 96% found these alerts valuable.

Rob Nichols

Rob Nichols

“Financial predators are more sophisticated than ever, and America’s banks are leading the charge to protect their customers from these threats.”

Notably, 62% of alert recipients are concerned with government regulations stopping all bank messages, including fraud alerts. Under the Federal Communications Commission’s (FCC) existing Telephone Consumer Protection Act (TCPA) rules, if a consumer responds ‘STOP’ to a text message from their bank on any topic — such as marketing messages — the regulation would effectively require their bank to stop sending them all messages, including fraud alerts notifying them of potentially suspicious activity on their account. The FCC is considering issuing a notice of proposed rulemaking that would update the TCPA rules to address this and other issues, an action that ABA strongly supports.

 

Personal Financial Data Rights

The survey also explored Americans’ views on access to their personal financial data, or ‘open banking,’ which is when consumers give permission for their financial information — like their account balance or spending history — to be shared from their bank (or wherever it’s stored) to another company, such as a budgeting app or loan service.

Most adults believe that data shouldn’t be shared if it could put consumers at risk (80%), that all organizations holding consumer data should follow the same sharing rules (76%), and that data aggregators that are monetizing the data obtained from banks should share in the operating costs (70%). Eighty percent of consumers said companies shouldn’t use data they obtain from banks to train AI models or develop new products and services without explicit consumer consent.

“The survey shows that consumers agree that everyone in the open banking ecosystem should be subject to the same rules and that sensitive personal financial information should not be used by data aggregators to power AI models or for market research absent a consumer’s clear permission,” Nichols said. “Banks should be empowered to lower the risk of data breaches and unauthorized activity to protect consumers while ensuring they can safely share their data with companies they trust.”

 

Satisfaction with Banks

The new survey also found that consumers are happy with their bank and view banks as vital to the U.S. economy. Among Americans with a bank account, 89% say they are “very satisfied” or “satisfied” with their primary bank, and 95% rate their bank’s customer service as “excellent,” “very good,” or “good.”

The survey found that Americans believe the nation’s banks are competing aggressively for their business and that they have ample access to banking services. More than 8 in 10 (84%) of respondents agree they have multiple options when selecting products and services such as bank accounts, loans, and credit cards, and 85% said they have a wide array of choices when deciding where to bank. Meanwhile, 84% agree they have easy access to a bank branch when they need it.

Three-quarters of consumers (75%) said the nation’s banks are a source of strength for the U.S. economy and that they appreciate the key role banks play in supporting the financial needs of individuals, businesses, and local communities. Meanwhile, 69% said they are confident in America’s banks as a whole and their ability to support individuals, businesses, and the local communities they serve.

“This national survey shows that the vast majority of American consumers think highly of their bank and recognize the critical role banks across the country play in the growth and stability of our nation’s economy,” Nichols said. “Consumers trust and value the customer service they receive from their bank, and they appreciate that banks of all sizes are competing for their business with innovative products and service they want and need.”

Monson Complex Presents Challenges, Opportunities

By
Jeff Daley at one of the ‘T-bones’ on the MDC campus.
Commercial Real Estate Cover Story Special Coverage

Vision Quest

Jeff Daley at one of the ‘T-bones’ on the MDC campus.

Jeff Daley at one of the ‘T-bones’ on the MDC campus.

Jeff Daley stopped his pickup truck at a building known affectionately as one of the ‘T-bones,’ or ‘dog bones,’ because that’s what they’re shaped like.

It wasn’t the structure he wanted to comment on, necessarily — one of dozens of nondescript, red-brick buildings on the Monson Developmental Center (MDC) campus, this one a residential hall — but rather the view from it, of downtown Palmer and the mountains framing it.

“You don’t get many views better than that,” said Daley, president and CEO of Westmass Area Development Corp., which now owns a significant portion of the campus and is charged with redeveloping it, adding that he envisions this section at the high point of the sprawling complex to be ideal for estate lots of maybe five to 10 acres.

“Maybe a dozen or so could go right here,” he said, referring to an area with several T-bones, which, like almost all of the more than 40 buildings on the campus, are in an advanced state of decay and will be demolished.

“No matter how good you are, I really don’t think you can develop a vision of what this is going to be until these buildings are out of the way and we have a more permanent solution.”

And while he can imagine a large home with a bay window looking out on that view of the surrounding countryside, Daley said that it probably won’t be until all the buildings are down that Westmass and the developers it will likely partner with in this ambitious undertaking can fully understand what they have to work with — and what uses might emerge for this intriguing property.

“No matter how good you are, I really don’t think you can develop a vision of what this is going to be until these buildings are out of the way and we have a more permanent solution,” he noted. “But maybe by this fall we can start talking to developers, have them out, and see what they think.”

As he offered BusinessWest a tour of the rolling campus, Daley drove and talked about what might come next and the many hurdles to be cleared during what will likely be a 10- to 20-year project to transform the landscape into what will be known as the Village at Sawmill Brook and fill in a canvas that few residents of the 413 have seen.

Most of the buildings at the MDC are in an advanced state of decay and must be demolished.

Most of the buildings at the MDC are in an advanced state of decay and must be demolished.

As he did so, he used the word ‘challenging’ repeatedly, in reference to everything from demolition of the buildings, which are loaded with asbestos in the walls, floors, ceilings, and slate roofs, to finding new uses for the property — built on the side of a mountain — that will mesh with Monson’s decidedly rural character and slow, as in very slow, pace of residential growth and new building.

“When you only have 8,000 residents, you can’t plunk down something that won’t fit the community, and that’s something we’re sensitive to when we’re looking at this type of development,” he said. It’s all going to be market-driven; whatever the market dictates and zoning — that’s what we’ll manage.”

For this issue and its focus on commercial real estate, BusinessWest visited the MDC campus to get the lay of the land, if you will, and talk with Daley about the next, and quite intriguing, addition to the Westmass portfolio.

 

Peaking Their Interest

Daley said the buildings on the campus have deteriorated quickly since the center shut down officially more than a dozen years ago.

And it’s mostly the elements that have been responsible for the highly visible damage to many of the structures, he noted, adding that there has been little vandalism on the closely patrolled campus and few people willing to ignore the myriad ‘no trespassing’ signs posted on every building, save for the occasional ghost hunters.

“When you only have 8,000 residents, you can’t plunk down something that won’t fit the community, and that’s something we’re sensitive to when we’re looking at this type of development.”

“They come in with their infrared cameras and sound machines,” said Daley, adding that they’ve come out more in the summer months, and there’s no word if they’ve found anything.

Given the history of the MDC, there just might be a few ghosts to be found there.

An aerial view of the MDC campus shows the rolling topography.

An aerial view of the MDC campus shows the rolling topography.

Established nearly a decade before the start of the Civil War, it was first a state almshouse for the poor and eventually evolved into a primary school for poor children and then the Massachusetts House for Epileptics in 1895, and later the Monson State Hospital, housing people with epilepsy and developmental disabilities. The campus grew significantly in the early 20th century — with the complex expanding to more than 70 buildings across 600 acres and the population peaking at about 1,700 residents in 1968 — but faced declining populations with deinstitutionalization.

Redevelopment of the 108-acre main campus will be similar in many respects to reuse initiatives at Northampton State Hospital and the Belchertown State School, also large campuses once owned and operated by the state, said Daley, but each initiative has its own personality, with MDC’s still to be determined, obviously.

While Northampton State Hospital became a mostly residential development — more than 400 homes geared to all income levels have been built at Village Hill — along with a large manufacturing facility, the Belchertown State School property, now known as Carriage Grove, is becoming more of a mixed-use property, with plans for everything from housing to a community center in the old administration building.

The MDC will likely be more like the latter, said Daley, adding that the pattern of reuse will ultimately be shaped by the town and the development community. He said Westmass plans to advance a zoning bylaw to a town meeting vote this spring; the proposed zoning would create a mixed-use district to support long-term development of the property.

“There are a lot of folks around Monson and Palmer who raised families in big farmhouses, and now they’re getting to the point where they don’t need the big farmhouse anymore. But there’s limited housing available to move into; whether it’s a single person or an aging couple, there’s really no housing for them.”

Housing of several different types may emerge as options, he said, listing everything from three- and four-story apartment buildings to multi-family homes to cottages and those aforementioned estate lots. Other permitted uses could include small-scale commercial and office facilities, light industrial, and civic uses compatible with the neighborhood character.

The first step in the redevelopment process is clearing the site and demolition of all but a few of the 42 buildings on the main campus, 18 of which (the larger brick structures) will be mitigated by Westmass, with the state responsible for the rest.

“Unfortunately, the buildings are not savable,” said Daley, adding that preliminary cleaning and demolition work — on buildings as well as several underground and above-ground tunnels to convey steam — is expected to commence within the next few months. Bids are currently being sought, with the goal of clearing the site by the fall of 2027.

Demolition work is expected to cost roughly $16 million, and after this phase is done, there is considerable infrastructure work to be undertaken — everything from new roads and utilities to a new, wider bridge over Sawmill Brook, which runs through the middle of the property, to work to repair and upgrade the water tower on the campus (there is no pumping station that can supply water to the higher portions of the campus).

As these pieces fall into place, development efforts can move to the next stages.

Demolition of dozens of buildings at the MDC is slated to start later this year and be completed in 2027.

Demolition of dozens of buildings at the MDC is slated to start later this year and be completed in 2027.

“Our goal is to be done with the cleaning and demolition by 2027, and between now and then, we’re going to be working on getting a full design of where the infrastructure — water, sewer, power — will go,” Daley explained. “Then, we can do a road development study and figure out where roads will go and to what part of the development. And at that time, hopefully, some of the easier development pieces can be developed or sold to generate revenues to offset the investment we’re going to have to make on the capital side on the infrastructure.”

 

Grounds for Optimism

While most of the buildings on the campus will come down, a few can be reused, said Daley, who pointed to a structure known, coincidentally, as the Daley Building, a recreation center with a theater on its upper floor as well as a basketball court and a decaying bowling alley.

“Our hope is that we can provide this as a community center for Monson and Palmer,” he explained. “It’s a great hall, and there’s a big gymnasium; we’re not sure how it will all work out, but we’re hoping to keep it for that purpose.”

Meanwhile, Brookside Hall, another residential facility, could be salvaged and converted into senior or veteran housing.

“We’d like to do a veterans housing project — there’s definitely a need for one in this area — but projects like that take four or five years to develop,” he noted, adding that, overall, there is a need for many different kinds of housing, especially affordable options for an aging population.

Indeed, the Commonwealth officially conveyed the property to Westmass as part of larger efforts to utilize properties under its control to address an ongoing housing crisis that is impacting every corner of the state.

“There are a lot of folks around Monson and Palmer who raised families in big farmhouses, and now they’re getting to the point where they don’t need the big farmhouse anymore,” he said. “But there’s limited housing available to move into; whether it’s a single person or an aging couple, there’s really no housing for them.”

Whatever comes of the site from a development standpoint, it will have to mesh with the town’s rural character and not dramatically change the dynamic in a community that hasn’t seen much, if any, residential growth in recent years.

“I think they’ve built something like 12 houses in the last 20 years,” said Daley, who didn’t know the exact figure but did know it wasn’t a big number.

And that statistic represents just one of the many challenges involved with a project that will unfold over the next decade or two and change the landscape of that area — literally and figuratively.

Group Looks to Turn Back Clock at Wilbraham’s Lakeside

By
From left: Joe Sullivan, Jordan Healy, Marc Murphy, Mike Rogers, and John Sullivan.
Features Special Coverage

Landmark Decision

From left: Joe Sullivan, Jordan Healy, Marc Murphy, Mike Rogers, and John Sullivan.

From left: Joe Sullivan, Jordan Healy, Marc Murphy, Mike Rogers, and John Sullivan.

Joe Sullivan says he and business partner John Sullivan (no relation) were “looking to hedge our bets and diversify.”

It was the height of the pandemic; the restaurant they co-owned, Nathan Bill’s, was forced to close; and, like most all business owners navigating those difficult and unprecedented times, they didn’t know what was to come next.

“We were looking for real estate purchases and maybe another business opportunity,” said Joe Sullivan, adding that the two would buy a package store and then the plaza in which Nathan Bill’s was located, among other transactions. “And as we were doing all that, someone mentioned this spot to us and said it would be good for a restaurant.

“We already had three restaurants and said, ‘we don’t really want another restaurant, but it looks interesting,’” he went on. “We did our due diligence and realized that we could do something different and really special here.”

That was the genesis of one of the more intriguing development initiatives in the region — work to turn back the clock on the Wilbraham landmark known as the Lakeside.

Once a popular inn and restaurant, the property on Nine Mile Pond, most recently home to a transportation company, had fallen into disuse. John and Joe Sullivan have become partners with the principals at West Springfield-based Lock and Key Realty in an ambitious effort to revive the property and create a 15-room boutique hotel and restaurant, with outdoor dining and lake access.

“We already had three restaurants and said, ‘we don’t really want another restaurant, but it looks interesting.’ We did our due diligence and realized that we could do something different and really special here.”

The project has certainly captured the attention — and affection — of Wilbraham officials (members of the Planning Board are said to have cheered when the project was proposed), as well as the legions of fans of the Lakeside restaurant, often involving several generations of families.

“The community support has been overwhelming — social media has been huge, and we’ve gotten letters from people praising what we’re doing,” John Sullivan said. “Every time I’m out working on the yard, I’ve got people in kayaks thanking us and congratulating us.”

An early ad for the Lakeside Inn.

An early ad for the Lakeside Inn.

Such sentiments were repeated among the five main principals in this venture, who spoke with BusinessWest at the Lakeside recently. Collectively, they talked about how, while this is a solid real estate investment, the endeavor also blends history, tradition, and community, and these attributes bring ample amounts of pride and enthusiasm for what is being undertaken.

“It’s a property the community truly cares about, and with the right vision and redevelopment strategy, it has the ability to become a destination that drives economic activity and sustained local value,” said Jordan Healy, a partner at Lock and Key Realty. “For us, it’s more than a single project—it’s a chance to help reshape a landmark in a way that benefits the region for decades.”

Mike Rogers, another principal with Lock and Key Realty, agreed. “It seems that everyone who comes in has some family that had some experiences here, whether it was recently or decades ago,” he said. “So the appeal of renovating this property and trying to maintain some of that historic charm, like with the gazebo, while also modernizing it, is a huge draw for us and the community, and it’s really something that’s driving excitement in this project.”

As for the business aspects of this venture, the principals say that, while construction has not officially begun, they’re already hearing from people looking to book rooms — from couples planning to get married at the nearby GreatHorse country club to officials and participants involved with the Brimfield antique shows staged three times each year.

Meanwhile, the redevelopment of the former Eastfield Mall into a retail destination promises to bring more traffic to the Route 20 corridor and to businesses like the new Lakeside, said John Sullivan, adding that the new shopping center, coupled with the Lakeside project, is likely to spur new activity along that throughfare and activate currently idle real estate.

“There will be a ripple effect where there will be more investment opportunities and redevelopment along Boston Road,” he said, adding that there are several vacant or underutilized properties that could be reimagined.

For this issue, BusinessWest talked with the principals involved with the Lakeside project about the many aspects of this endeavor, from its history to the way it might well become a catalyst for more development on Boston Road.

On the Waterfront

For Joe Sullivan, the Lakeside project evokes a different time — for both Wilbraham and his family.

Indeed, his grandfather, Barton Sullivan, owned and operated the Auto Inn, an automobile-era lodging establishment, farther north on Route 20 and on the opposite side of Nine Mile Pond from where the Lakeside sits.

“It’s a property the community truly cares about, and with the right vision and redevelopment strategy, it has the ability to become a destination that drives economic activity and sustained local value.”

There were several establishments of that type on or near Route 20, he said, adding that, during the stagecoach era, there was one every 10 or 15 miles.

As for the Lakeside, it opened its doors in the early 1940s and quickly became a popular destination, with a restaurant, a club with bands, a banquet hall, and a few rooms for rent.

“There’s a lot of history here,” Sullivan said, noting an intriguing bit involving the name of the establishment and the body of water it fronts.

“This is called the Lakeside Inn, but this is Nine Mile Pond,” he said, noting that this name connotes how far the pond is from the center of Springfield. “At some point in the ’50s or ’60s, they changed the name of the body of water to Lake Machonish; the Lakeside owners just decided to do that because they wanted to advertise it as a lake. It didn’t catch on.

“We may try that again,” he said with a laugh, noting that it was partly out of a desire to turn back the clock, while making more business history on Boston Road, that prompted him to take a hard look at the Lakeside property. A serial entrepreneur, he and John Sullivan had become involved with several hospitality ventures, including Nathan Bill’s on Boston Road in Springfield, East Village Tavern in East Longmeadow, the Boulevard Bar on Page Boulevard in Springfield, and others.

The Auto Inn, owned and operated by Joe Sullivan’s grandfather, provided some inspiration for the Lakeside project.

The Auto Inn, owned and operated by Joe Sullivan’s grandfather, provided some inspiration for the Lakeside project.

As noted earlier, redevelopment of the property represented not merely a real estate investment, but a unique opportunity to revive what many would consider a landmark.

“Through talking to the architect and talking to the town, we figured out there was an opportunity to build a small boutique hotel and still have a restaurant on the first floor,” Joe Sullivan said. “Everything fit into place and worked out to look like a really successful plan.”

That plan was further solidified by the emergence of a partnership between John Sullivan, Joe Sullivan, and the principals of Lock and Key Realty — Healy, Rogers, and Marc Murphy — who, collectively and individually, have become involved with several business and real estate ventures in the 413, including Shaker Bowl in East Longmeadow and All American Masonry in Indian Orchard, as well as the redevelopment of several fire stations and other properties.

Healy said those at Lock and Key are always looking for real estate opportunities, and the Lakeside made sense on many levels.

“There’s so much history behind it … it just felt like a project where we could reutilize, revitalize, and restore something, make it pretty again — and it’s right in line with what we do,” he noted. “If we can bring some redevelopment back to Wilbraham, it’s a home run for everyone.”

Elaborating, he said there is considerable synergy between the two partnership entities, with Joe and John Sullivan bringing experience in hospitality, and Lock and Key thriving in the redevelopment realm.

Murphy agreed. “Partnering with the Sullivan Group was a natural fit. They have deep experience in hospitality, creating successful restaurant and bar concepts that consistently serve the community at a high level. Together, we blend hospitality vision with market insight to ensure the Lakeside project becomes both a vibrant destination and a strong, long-term asset for the region.”

Joe and John Sullivan officially acquired the Lakeside last August, but talks about the property and the creation of a plan for its redevelopment had been ongoing for a few years prior, Joe said.

“The timing is right because the community is ready for this property to be brought back to life.”

“I wanted to make sure the town approved of what we wanted to do before we bought the property,” he explained, adding that the partners obtained a special permit to create an inn there.

Shore Thing

As for the reimagining of the property, the partners said this will be a major undertaking, with projections for the overall cost to approach or exceed $3 million.

Indeed, while the work falls into the categories of renovation and restoration, it will be much more like new construction, said Joe, adding that, while the property still has good bones, it is no longer suited for either a restaurant or an inn.

“It’s going to be a major construction project — raising the roof, literally,” he told BusinessWest. “The major appeal is that this is waterfront property — they don’t make any more of that. It’s a beautiful spot; even the gazebo needs a little fixing up, but it adds to that picturesque appeal.”

Work is expected to start within the next few months, said John Sullivan, adding that the goal is be finished in perhaps a year to 18 months. The partners are planning a 15-room hotel and a 100-seat restaurant (to be managed by a third party), and they’re already seeing great anticipation for both.

Indeed, John said that, between parents of students at nearby Wilbraham & Monson Academy, wedding parties at GreatHorse, and visitors to the Brimfield shows, there will be strong demand for the inn’s rooms.

“A family from Scotland has asked to rent out the whole place for two weeks for a wedding, and the organizers of the Brimfield fair wanted it block it off for a whole month,” he told BusinessWest, adding that there have been many inquiries about both the inn and restaurant.

And the surge in traffic from the new retail center taking shape a few down the road at the former Eastfield Mall is expected to bring more people to the property, said the partners, noting that, given all they’ve seen and heard, from the Planning Board and kayakers alike, this certainly seems like a sound business investment.

But it has always been more than that, they stressed, noting the attachment the community has to this property and the memories it has created for generations of area residents.

“It’s a good investment opportunity, but it’s a community-focused project as well,” Healy said. “And for a lot of us, that brings a level of excitement that we normally wouldn’t have. You can build 20 houses, and you never get any notoriety from those 20 houses; you do a project like this, and the community gets excited.”

Rogers agreed. “The Lakeside project represents a turning point. It shows what’s possible when investment, vision, and community pride come together,” he said. “Projects like this attract new interest, encourage surrounding revitalization, and help establish the region as a place where people want to live, invest, and build.

“The timing is right because the community is ready for this property to be brought back to life, and market conditions support redevelopment that adds both lifestyle and economic value,” he went on, adding, as others did, that this project will being rewards — for the partners involved and the community as a whole — on many levels.

Colleges Help Students Overcome Barriers to Staying in School

By
Renee Tastad says HCC’s vision centers around helping students overcome barriers to success.
Education Special Coverage

More Than Food for Thought

Renee Tastad says HCC’s vision centers around helping students overcome barriers to success.

Renee Tastad says HCC’s vision centers around helping students overcome barriers to success.

 

Renee Tastad says Holyoke Community College (HCC) takes it seriously when a student withdraws from classes, whether for a semester or permanently.

But the conversations that followed those withdrawals, over the years, have helped many more students avoid that path.

“I think it comes down to our vision, which is to be a college of academic excellence known for helping students overcome barriers to success,” said Tastad, assistant vice president of Student Affairs and dean of Enrollment Management at HCC. “So we’ve called those students to find out, ‘what prevented you from being successful? And how can we get you back on track?’

“Primarily, their concerns were childcare, transportation, cost of living expenses — ‘I had to take on extra hours at work that prevented me from committing all of my time to my studies,’” she went on. “With the help of the HCC Foundation, which has been really tremendous, we’ve been able to say, ‘OK, what can we assist with? What are things that we can reasonably do to help lessen the burden on the student to have to work those extra hours, which takes them away from their studies?’”

What has emerged from those conversations is an evolving array of student supports at HCC, from the Thrive Center food pantry to the Itsy Bitsy Child Watch service to the President’s Student Emergency Fund, which helps students with unexpected expenses.

“We’ve called those students to find out, ‘what prevented you from being successful? And how can we get you back on track?’”

“If a student’s car breaks down, that expense could derail them — they have to determine, ‘am I going to put the rent money that I had set aside toward this car repair so I can get to class? Then I’m going to be behind on rent,’” Tastad said. “So the emergency fund is one of those ways to bridge that gap for these unexpected situations that could derail their progress in school.”

American International College (AIC) in Springfield also maintains an emergency fund for students to access in times of unexpected need.

Melisa Loa says AIC leaders don’t want students going to class hungry and unable to focus on learning.

Melisa Loa says AIC leaders don’t want students going to class hungry and unable to focus on learning.

“Students may request funds for emergency situations or unanticipated circumstances that make it difficult to continue in school,” said Melisa Loa, dean of students and director of Residence Life. “They’re able to request anywhere from $100 to $1,000, depending on need. We just ask that they’re currently enrolled as a full-time undergraduate student. We review those on an ongoing basis, and we’re able to help students through that fund.”

AIC maintains numerous other non-academic student supports, from its recently opened Buzz Stop food pantry to a program called the CARE Team (the acronym stands for Concerns, Assessment, Referral, and Education) that reviews concerns around mental health and helps students struggling with such issues to access the help they need to address them.

“It’s a robust team that does a lot of great work,” Loa said. “We’re following up with students to make sure they have appropriate resources, both on and off campus. We work really hard to make sure students’ mental health concerns are addressed in a timely manner.”

Just down the road, the Center for Access Services (CAS) at Springfield Technical Community College (STCC) provides students with a broad range of non-academic supports, helping them overcome barriers that stand in the way of self-sufficiency, allowing them to succeed and stay in school.

Specifically, the CAS office houses a variety of services and initiatives, including free school supplies and the RAM Mini Mart, which provides groceries and meals to students facing food insecurity. CAS staff also connect students to on-campus resources and provides referrals to community agencies that assist with financial challenges, food insecurity, homelessness, substance abuse, and various state and federal benefits.

“STCC is a contemporary community college in that there are so many non-academic supports that we provide students,” the college notes. “These range from an on-campus food pantry and food lockers to housing agreements with Elms College and AIC, a mental health counseling partnership with Uwill, and a long-standing, federally funded TRIO program investing in first-generation college students.”

“We’re following up with students to make sure they have appropriate resources, both on and off campus. We work really hard to make sure students’ mental health concerns are addressed in a timely manner.”

In short, colleges are invested in student success, and that begins with making sure they stay in school, and have the resources they need to do just that.

 

Hunger to Learn

At a time when food insecurity has been in the news, the food pantries available on area campuses take on greater importance. HCC and AIC both have partnerships with the Food Bank of Western Massachusetts, which provides many staples. HCC’s Thrive pantry also receives funding from Stop & Shop for food and personal care items, and the campus community has been generous in donating as well, Tastad said.

“We give out thousands of pounds of food every month to any students, faculty, or staff who has a food need. You don’t have to demonstrate your need; you just have to say, ‘I need some food today.’ And we got an earmark in last year’s budget to purchase refrigerated lockers outside Thrive, for non-perishable food. That’s really helpful because a student or anybody can put their order in, and our pantry staff will fill the order and put it in the refrigerated locker, and they can pick it up anytime the building is open, not just during the hours the pantry is open. That’s been really fabulous.”

At AIC, the Buzz Stop also provides perishable and non-perishable food as well as self-care items, which can be accessed outside normal pantry hours, Loa explained. “If a student needs an item in the middle of the night, they can contact the campus police, and the police will open it for them.”

“Their primary identifier is not necessarily a student — they’re a parent, they’re an employee, or they’re a caregiver, something other than a student. So we want to make sure that we’re respecting the time that they have here on campus.”

Like HCC, supplies from the Food Bank of Western Massachusetts have been supplemented by numerous monetary donations at AIC. “That’s really helpful to keep the pantry going, especially for items we’re not able to get from the Food Bank.”

Loa emphasized the importance of this simple service.

“We don’t want students going to class thinking about where their next meal is coming from, whether they’re residential or commuter. We want students to be happy, healthy, and fed, and able to focus on their academics. We want their basic needs to be met. That’s what these resources are for — to meet those needs so they can come to school and focus on their academics.”

Many students have become regular users of the Buzz Stop, she added, and many off-campus students who are food-insecure have said other community pantries don’t always offer the same amount of food.

“In the last couple of months, with things happening with SNAP, we’ve been very thankful that we’re able to provide food, and they’re really thankful and appreciative that this is a resource on campus.”

At HCC, the Thrive Center also helps students access housing in the area, Tastad told BusinessWest, partnering with AIC and Elms College to have students live on those campuses, and maintaining housing agreements with the Holyoke Housing Authority, with vouchers reserved just for HCC students to access Section 8 housing, among other options, including housing available through Gándara Center and at Westfield State University under a state homeless youth initiative.

Meanwhile, HCC recently expanded its Itsy Bitsy Child Watch Center, doubling its capacity. The center is a free, drop-in service for student parents who need short-term child care while they attend classes, study, or meet with tutors and advisers. It opened as a pilot program in fall 2022 after a $100,000 state allocation, and expanded with the help of a $600,000 grant from the Davis Foundation in late 2023.

The Itsy Bitsy Child Watch Center is now located next to the HCC Parent Learning Center, a study lounge and play area for parents and their children, and the Marieb Adult Learner Success Center, a support program for student parents and students ages 24 and older.

“So the students, when they’re in class, can drop their kids off at the child watch, but when they’re not in class, they sometimes go over to the Parent Learning Center because they can be in that space with their kids,” Tastad explained.

 

Springboard to Success

The throughline in all these efforts, again, is identifying what might derail a student from completing their degree, and then filling those gaps, Tastad said, all with the understanding that many students aren’t traditional, full-time attendees, but older part-time students with families, jobs, and other responsibilities to juggle.

“Their primary identifier is not necessarily a student — they’re a parent, they’re an employee, or they’re a caregiver, something other than a student. So we want to make sure that we’re respecting the time that they have here on campus.”

And make sure their studies continue — which not only helps the college and the student, but a regional economy that, in many cases, is struggling to recruit skilled talent in many fields.

“We take it seriously,” Tastad said. “We are a part of the Greater Holyoke community, and everything we can do to support the students and create that network is going to help everyone prosper. Student success is built into our strategic plan. We’ve put it out there that this is what we are known for, and it’s true.”

Banks, Credit Unions Leverage Evolving Technology

By
Marco Bernasconi says Country Bank’s adoption of new technology must be done smartly, with the needs of customers in mind.
Banking and Financial Services Special Coverage

Tools of the Trade

Marco Bernasconi says Country Bank’s adoption of new technology must be done smartly, with the needs of customers in mind.

Marco Bernasconi says Country Bank’s adoption of new technology must be done smartly, with the needs of customers in mind.

It’s no secret, Marco Bernasconi said, that all banks use similar technology. The difference lies in how they deploy it, and which services they emphasize.

“It’s not just about getting bigger, or being involved in more technology; it’s about operating with intelligence and leveraging efficiency and automation to drive sustainable growth,” said Bernasconi, chief Operating and Innovation officer at Country Bank. “For us, it’s about being smart and determining how to serve the needs of customers.”

Glenn Welch, president of Freedom Credit Union, agreed.

“A lot of us use services provided through a third-party provider. So if you go to our websites, they’re fairly similar — different colors, but the same tools,” he said. “So a lot of it comes down to service. You have to have the tools on the websites, but customers have to like you, too. You have to provide good service to the members.”

Both were speaking to a reality shared by all banks and credit unions these days — at a time when fewer customers actually visit a branch to do business, instead conducting most of it online, institutions need to ensure that those digital tools are robust, easy to use, and, especially, secure.

At the same time, though, there will always be a need for a physical branch presence for the business that people like to conduct there — opening accounts, loan applications, and, for some, normal deposits and withdrawals — so banks can’t afford to neglect that side of their business while they focus on developing and evolving their digital platform.

“We’re modernizing digital channels and continuing to leverage digital investing and marketing tools, and constantly reassessing different technologies to keep customers secure. But we also need to be equipped to train the team when people come in for traditional transactions,” said Bernasconi, noting that Country’s branch strategy includes its first branch in Springfield, opening this year.

“We’re modernizing digital channels and continuing to leverage digital investing and marketing tools, and constantly reassessing different technologies to keep customers secure. But we also need to be equipped to train the team when people come in for traditional transactions.”

The volume of branch visitors has changed from the time he was a teller, he added, “but they’re coming in with more difficult problems, and we’re spending more time with them on education, explaining different products, helping move their financial lives forward. So we certainly need traditional transactions at branches.”

A balance between high-tech and high-touch resources is important to commercial customers as well, said Aleda De Maria, executive vice president and chief operating officer at PeoplesBank.

“A lot of our small business owners are all things to their users — CEO, CFO, HR person, day-to-day manager. So we want to make sure we’re offering services through technology to make their lives easier,” she explained.

Aleda De Maria says PeoplesBank has bolstered its internal fraud detection tools to protect customers.

Aleda De Maria says PeoplesBank has bolstered its internal fraud detection tools to protect customers.

For example, “last year, we implemented some smaller balance lending that our customers can apply for 100% digitally and get answers from us within days, in some cases. We’d like to push that in 2026, optimize that to bring it to a wider audience. That’s something I’m super excited about.”

Last year, PeoplesBank underwent a core conversion of its technology and systems, building on the early growth of its digital brand, ZYNLO Bank, which it launched in 2020 in partnership with Nymbus.

“We didn’t just do the conversion to say we did it. We did it to continually evolve what we offer customers,” De Maria said, adding that the focus was on both back-end technology and front-end interface.

“We are constantly focused on the front end. That’s the window into PeoplesBank. If the customer opens an account and we’re not seeing them after that, what are they doing? They’re online and mobile,” she went on. “Because of the conversion, we have more control over the customer experience and can be more aggressive in updating user experiences — and to ask ourselves what services are available, how can we improve, and what we can add to that.”

Bernasconi said banks must decide whether to crawl, walk, or run toward new technology, but all are asking similar questions — how to deal with the rise of AI, from both a technical and governance perspective; how to help customers access new business products; and, through all of it, how to ensure a crisp customer experience.

“We’re competing with the Apples and Amazons, the fintechs now; it’s not competing only with banks and credit unions anymore,” he added. “The world has changed.”

 

Battling Back

All the area financial leaders who spoke with BusinessWest said fraud prevention — and the increasingly powerful tools that enable it — are critical to any institution’s technology strategy.

“One of the biggest things we’re talking about is fraud detection,” De Maria said. “I recently read an article saying financial scams are an industry now, and one of the things the scammers have going for them is the use of AI. So we’re having internal conversations about how to leverage new technology to detect and prevent these scammers from getting a foot in the door or gaining access to customer accounts — the concept of how to fight AI with AI, using different fraud detection tools.”

Last year, PeoplesBank launched a new fraud detection module developed through ZYNLO.

“We saw some success immediately in detecting fraud specific to account-to-account activity,” she noted. “We’re looking to expand that and get into other areas like mobile deposits, and also things like devices; the technology that we’re dealing with can look at a device somebody’s on and better detect whether that’s your device or not because of how they interact with the screen, where normally they’d spend three seconds on a screen, and they’re now spending 10 because it’s not as familiar to them.

“From a customer perspective, those things may not sound exciting — unless you’ve been the victim of fraud — but it’s certainly something we are extremely excited about as a bank, to be able to step up our game in this industry that has been created around fraud and scams.”

“From a customer perspective, those things may not sound exciting — unless you’ve been the victim of fraud — but it’s certainly something we are extremely excited about as a bank, to be able to step up our game in this industry that has been created around fraud and scams. So we’ll be looking this quarter at deploying more of those fraud technologies at PeoplesBank.”

Such efforts are critical, De Maria added, at a time when many people do the majority of their banking online.

“We still see a significant amount of accounts open in person — those are still greater than the accounts we open online — but after that, we may not see those customers often; they’re relying on the bank’s investment in technology. There is an expectation that, if they use that technology, they’re going to be safe; they’re going to be protected. I think customers should have the expectation that banks are investing in technology to make things safer and more secure.”

Welch said Freedom has also developed a robust set of fraud prevention tools on the back end, which can detect transactions that are unusual to an account at any given time. The same goes for wire fraud or other types of social engineering attacks designed to separate customers from their money.

“At times, I think we have annoyed members by asking them too many questions, but we want to keep them safe. And we’ve stopped a lot of fraud up front by just knowing our members, knowing what their normal transactions are, reaching out to them, and making sure that is something they want to do.”

Along with its wide array of digital banking tools, Country Bank also hosts numerous online financial literacy and fraud prevention resources, in addition to community outreaches like its Credit for Life fairs at area high schools.

Glenn Welch says people became more comfortable during the pandemic conducting basic transactions online, but many were relieved to return to face-to-face interactions.

Glenn Welch says people became more comfortable during the pandemic conducting basic transactions online, but many were relieved to return to face-to-face interactions.

“It’s extremely important that we spend a lot of time in our community and with the high schools, educating them in financial literacy and credit reports and how to manage budgets,” Bernasconi said, noting that it’s in the bank’s interest to engage young adults. “We spend a lot of time understanding the needs of younger generations. We’ve got to cater to the customers that we have, but also onboard the next generation and be astute to their needs as well.”

 

Face to Face

One way banks and credit unions have melded high tech with high touch is with interactive teller machines, or ITMs, which offer the functions of a traditional ATM with some enhanced services, such as making loan payments, cashing large checks, opening accounts, and, most notably, speaking live with a teller over a video feed.

“We launched our first ITMs in 2019. I like to say we had a crystal ball before COVID hit,” De Maria said. “Our ITM fleet is pretty significant — we have ITMs at every banking center, and also standalone remote locations throughout Western Mass. And we’re seeing, on average, about 25% of our in-person transactions occurring through the ITMs. At some banking centers, it’s as much as 35% to 40%.”

And it’s not just personal lines — about one-quarter of PeoplesBank’s commercial clients have used an ITM at least once. “We’re really seeing a good adoption of the ITM technology,” she said, noting that they operate seven days a week. “They’re what I would consider the next generation of drive-up teller, essentially.”

Country Bank has a fleet of ITMs as well, and while Freedom Credit Union offers one at its Springfield main office — and has the technology ready to deploy at other branches — Welch said questions remain about whether customers are clamoring for more.

“People are using it a lot like an ATM. We might need it more at remote sites because, if the branch is open, customers like to see people,” he explained. “These were perfect during COVID; we couldn’t let people in, or they had to wait in a long line. But now, I think if people travel to the branch, if they want the convenience of a drive-up ATM, they do that, but if they want to talk over transactions, we find they’re coming inside.

“We’ve stopped a lot of fraud up front by just knowing our members, knowing what their normal transactions are, reaching out to them, and making sure that is something they want to do.”

“So we’re going to turn on the remote one that we have in Ludlow to see if that makes a difference,” he went on. “If it’s not attached to a building or a branch in a remote area, and they have transactions they want to discuss with someone, they might get more out of it. So that’s part of our strategy this year — we’re going to test it in Ludlow and see how that goes.”

Part of any institution’s strategy, Welch added, has to be how to engage multiple generations, which is why all this technology is important.

“The younger generation doesn’t necessarily want to come in to do transactions. If they want to do an auto loan, they may not want to do it online, and definitely for mortgages, they want to be walked through the process and talk to people,” he said, adding that Freedom also has a secure video call platform where people can engage in these conversations from home and even download documents.

But since the pandemic, he added, “I think a lot of people got more comfortable doing basic transactions online.”

Across the industry, that’s especially true of younger customers, so Freedom — whose average customer age is around 50, a number Welch would like to see creep into the 30s — will, like all financial institutions, continue to evolve its digital platforms and other high-tech offerings in order to strike that generational balance and meet customer needs.

“When people age out of here, we need to have new members filling in the pipeline,” he said. “And we need to keep them here.”

Agawam Rides Growing Wave of Momentum

By
Steven (left) and Adam Rovithis in the Pit at Next Level Cowork Space.
Community Spotlight

Community Spotlight

Steven (left) and Adam Rovithis in the Pit at Next Level Cowork Space.

Steven (left) and Adam Rovithis in the Pit at Next Level Cowork Space.

They call it ‘the Pit.’

This an open area with several work stations, and it’s built “for momentum, not necessarily quiet,” said Adam Rovithis, adding that it is one of many realms within Next Level Cowork Space, a new venture he and his brother, Steven, launched last spring in Agawam’s industrial park.

There’s also the (Quiet) Cove, another open space, and mostly a no-phone-call zone; the Launch Pad, a conference room ideal for everything from small business meetings to real estate closings; the Lounge, event space featuring everything from a full kitchen to a foosball table (one local family recently rented it out for Thanksgiving); several small (95 to 350 square feet) offices; and some larger tenants, including a marketing firm and a kitchen design outfit.

It all comes together nicely at the region’s latest co-working concept, one the brothers Rovithis said is off to a solid start thanks to what they tout as attractive pricing — $250 a month for one of those private offices and $99 a month for an open desk, for example — a convenient location just a few minutes off Route 57, and an atmosphere they describe as “a community.”

“There’s no corporate feel here … we want it to be more of a community, more like family, than anything else,” Steven said, adding that, while the partners may eventually consider expanding and taking the concept to other markets, for now they’re fully focused on making the Agawam facility a success.

Next Level Cowork is one of many converging stories in Agawam. Others include:

• A small-scale lithium-ion battery storage facility, proposed by Long Road Energy in response to an RFP from the state, and planned for 404 Silver St., formerly home to Lucia Lumber. The proposal has drawn widespread opposition from residents, who cite everything from safety concerns to environmental impact and property values, but Mayor Christopher Johnson said the city is working with the developers to implement strict safety ordinances;

• Ongoing construction of a new Agawam High School. The $226 million project is being undertaken in phases, with current work focusing on the community wing of the school;

• A new police station, which opened recently in the former HUB Insurance building on Suffield Street. The $14 million facility, a price tag that includes acquisition of the building, was put beyond schedule by delays in procuring electric switch gear and a backup generator, said the mayor, but the ceremonial ribbon was cut early last month; and

• Several other new businesses, including a new Ollie’s Bargain Outlet, which is taking over the former American Freight space in the Southgate Shopping Plaza, Convenient MD Urgent Care & Walk-in Clinic on Suffield Street, a new Baystate Ob/Gyn facility on Silver Street, and Fancy Bagels, also in the Southgate Shopping Plaza.

“There’s a lot happening — it’s an exciting time in Agawam,” said Robin Wozniak, president of the West of the River Chamber of Commerce, which includes Agawam. “We’re seeing a lot of momentum in the community.”

As for the battery storage facility, the Silver Street proposal was not among the four chosen recently in the first round of projects — sites in Everett, Somerset, Chelsea, and Tyngsborough, which together will create 1,300 megawatts of battery storage, were selected — but there will be subsequent rounds, Johnson said.

“It’s a benign facility — it’s not what you see when you Google ‘battery storage facility,’ like in New York and California, where they had the fires. That’s not what they build today.”

He noted that such facilities are needed and are going to be placed … somewhere. With the proper safeguards in place, Agawam could and should be one of those places, he said, adding that a facility will bring some jobs, but it would also become the second-highest taxpayer in the city behind Six Flags.

“It’s a benign facility — it’s not what you see when you Google ‘battery storage facility,’ like in New York and California, where they had the fires,” he told BusinessWest. “That’s not what they build today.”

For this latest installment of its Community Spotlight series, BusinessWest takes a look at the many converging storylines in Agawam, and the many forms of progress in this city of almost 29,000.

 

Watt’s Happening?

The proposed battery-storage facility is a comparatively small project — 250 megawatts, according to Johnson. By way of comparison, the proposal for Everett, on the site of 22 old oil storage tankers, would procure more than 700 megawatts of battery storage.

Overall, the state plans to lock in 5,000 megawatts by 2030, said Johnson, adding that Agawam’s proposal will likely be resubmitted for subsequent rounds of projects.

Unlike the Everett proposal, Agawam’s site borders a residential neighborhood — the Agawam Industrial Park is on the other side of Silver Street, Johnson acknowledged, adding that there are safeguards in place for such facilities.

The Lounge at Next Level Cowork Space.

The Lounge at Next Level Cowork Space.

“For lack of a better way to describe it, these facilities are broken down into containerized units on the property,” he explained. “There will be a number of units on the property, each one containing batteries; they’re monitored 24 hours a day, seven days a week, 365 days a year — every cell of every battery is monitored for performance.”

Overall, he said such a facility would be a safe, quiet, mostly unnoticed addition to the tax base, and a welcome addition given the cost of infrastructure and capital projects in the city — especially the new high school.

A pet project of Johnson’s and the primary reason he returned to the corner office in January 2024, 24 years after he first served in that capacity (he later served on the City Council), the new high school is an ambitious undertaking, which, as noted earlier, is being undertaken in stages.

“There will be a number of units on the property, each one containing batteries; they’re monitored 24 hours a day, seven days a week, 365 days a year — every cell of every battery is monitored for performance.”

The first stage is what Johnson calls the ‘community wing’ portion of the building, now under construction. It includes the gymnasiums, auditorium, cafeteria, locker rooms, media center, office space, and other facilities, he explained, adding that this phase is scheduled to be completed by the end of this year or the beginning of 2027.

Phase 2 is the academic wing, construction of which will entail demolition of a portion of the existing high school, said Johnson, adding that the community wing will be temporarily connected to the academic wings of the current high school to ensure there is no disruption to any programming during ongoing construction.

Phase 3, scheduled to be completed in June 2028, involves demolition of the existing building and completion of athletic fields. This phase will be completed by the end of 2028, said the mayor, adding that the undertaking is on time and, more importantly, on budget.

Agawam officials cut the ribbon on the city’s new police station early last month.

Agawam officials cut the ribbon on the city’s new police station early last month.

As for the new police station, it replaces a nearly 40-year-old facility (a renovated elementary school) on Springfield Street that was cramped not long after it opened, the mayor noted.

“This station has more room — there’s built-in additional capacity, and it’s laid out to better accommodate workflow,” he explained, adding that renovation of the old insurance property came with a price tag that is roughly half of what new construction would have been.

 

Work in Progress

When asked about the name affixed to their new venture, Steven and Adam Rovithis both pointed to the sign on the wall in the conference room reading “Welcome to the Next Level.”

It was placed there to help motivate those working at the real estate company they formed (Rovithis Realty, later rebranded ROVI Homes) and moved into the former laboratory facility on Herbert P. Almgren Drive in the Agawam Regional Industrial Park, on the site of the former Bowles Airport.

Agawam at a Glance

Year Incorporated: 1855
Population: 28,692
Area: 24.2 square miles
County: Hampden
Residential Tax Rate: $14.10
Commercial Tax Rate: $26.67
Median Household Income: $49,390
Family Household Income: $59,088
Type of government: Mayor, City Council
Largest Employers: OMG Inc., Agawam Public Schools, Six Flags New England
* Latest information available

“One of the marketing people said, ‘why don’t we just call it Next Level?’” Steven recalled, noting that the name helps indicate that this is co-work space with some different, innovative twists.

The property was acquired by the two brothers — who come from a family of entrepreneurs; their uncle, Manny, owned the appliance chain that bore his name, and their father, Steve, helped him get that venture off the ground — to house the real estate business, but other tenants as well. These included an attorney’s office and the kitchen design company, said Adam, adding that, with the real estate employees working remotely during and after COVID, there was more space available to lease out, and co-working space became an increasingly attractive option.

Indeed, while the co-working movement has had its ups and downs — some ventures have thrived, while others, most notably the large-scale Venture X facility in Holyoke, have not — the brothers thought their community concept would work and forged ahead.

In putting together their venture, they borrowed from other co-work facilities and office spaces and tweaked concepts, said Steven, noting that they had seen variations of the Pit and the Lounge in other settings.

They currently boast several tenants making use of the different kinds of spaces available, especially the private offices and the Pit. Clients have ranged from permanent tenants to professionals who have made use of the space and its amenities after dropping off teenagers at nearby Six Flags and before picking them up again.

Current tenants include an IT professional, a software development company, two financial services professionals, a healthcare consultant, a hazardous waste consultant, and others, said Steven, adding that the community aspect of the venture is punctuated by regular networking events among tenants on the third Thursday of every month.

“We get all of our business owners together, have some food and drink, talk a little bit of business, and do some networking,” he said. “We have a few deals come together in the lounge — two different businesses saying ‘hey, I can help you.’”

As noted earlier, the partners believe this is a concept that can work in other markets, and expansion is certainly an option down the road.

“I think we can do more, but right now, we’re still so new at this that we want to make sure that we nail this location,” Steven said. “If this works, we can definitely do more. I think co-work is picking up again, and this concept, 99 bucks a month to get out of your house … that’s appealing to many people.”

January Is National Glaucoma Awareness Month

By
Healthcare News

Combating the ‘Silent Thief of Sight’

 

As part of January’s National Glaucoma Awareness Month, Prevent Blindness, the nation’s leading patient advocacy organization dedicated to preventing blindness and preserving sight, is providing patients, care partners, and allied health professionals with free educational resources on the condition.

According to the National Eye Institute, glaucoma is a group of eye diseases that can cause vision loss and blindness by damaging the optic nerve. Generally, symptoms begin slowly, usually starting with loss of peripheral (side) vision. It is sometimes referred to as the ‘silent thief of sight’ because people with glaucoma often do not notice vision loss in its early stages.

Jeff Todd

 

“There is currently no cure for glaucoma. However, as with many eye diseases and conditions, early detection and treatment can slow significant vision loss. That’s why access to affordable quality eyecare is essential for everyone.”

There are several types of glaucoma, with the two most common being primary open-angle glaucoma and angle-closure glaucoma. Other important types include normal-tension glaucoma and secondary glaucoma, caused by injury or other conditions like diabetes. While rare, glaucoma can also occur in children and includes congenital glaucoma in babies.

Common risk factors for glaucoma include:

• Age: 60 years or older (over age 40 for African-Americans)

• Race/ethnicity: African American, Hispanic, Asian, or of Native American descent.

• Family history: Parent, brother, sister, or anyone related by blood with glaucoma.

• Medical history: History of high pressure in the eyes, previous eye injury, long-term steroid use, head trauma, or nearsightedness.

• Diabetes: Adults with diabetes are twice as likely to develop glaucoma. The risk increases with the amount of time someone has had diabetes.

“There is currently no cure for glaucoma. However, as with many eye diseases and conditions, early detection and treatment can slow significant vision loss,” said Jeff Todd, president and CEO of Prevent Blindness. “That’s why access to affordable quality eyecare is essential for everyone.”

Prevent Blindness offers a collection of free, expert-approved resources at preventblindness.org, including downloadable fact sheets, a listing of glaucoma financial assistance resources, shareable social media graphics, and a dedicated webpage.

Prevent Blindness and Responsum Health invite the public to join the Glaucoma Community, a free platform (responsumhealth.com/the-glaucoma-community) that provides educational glaucoma content, a personalized newsfeed, a moderated community chat, and a dedicated Facebook group. The community is offered in multiple languages and is available via a web browser or through a free mobile app for Apple or Android users.

On Tuesday, Jan. 20 at 3 p.m. Prevent Blindness will also host a free webinar, “Critical Conversations About Glaucoma.” This discussion is designed for people living with glaucoma, their care partners, and family members, and offers practical guidance, reassurance, and support.

Topics include understanding glaucoma from the start, how to describe vision changes, proper use of glaucoma eye drops, managing the emotional impact of a diagnosis, and talking with family about hereditary risk and eye exams.

The “Critical Conversations About Glaucoma” webinar will be moderated by Hillary Golden, founder of Glaucoma Coach and a Prevent Blindness ASPECT Patient Engagement Program graduate. Speakers will include Dr. Karen Allison, associate professor of Clinical Ophthalmology at Flaum Eye Institute, University of Rochester Medical Center, and a Prevent Blindness board of directors member; and Dr. Pathik Amin, visiting associate professor of Ophthalmology, Glaucoma Service, Illinois Eye and Ear Infirmary, University of Illinois at Chicago. Register at preventblindness.org/glaucoma-webinar.

Accounting Associations Take Issue with New Federal Loan Caps

By Contributor
Accounting and Tax Planning

What’s in a Classification?

 

The National Assoc. of State Boards of Accountancy recently came out in opposition of the U.S. Department of Education’s implementation of new student loan policies that reclassify accounting degrees as ‘non-professional.’

“Classifying accountants as anything other than professionals fundamentally misrepresents the critical work CPAs perform, work that is responsible for the integrity of the global financial systems on which businesses and individuals rely,” NASBA President and CEO Daniel Dustin said. “There’s a reason certified public accountancy has been a licensed profession in the United
States since 1896.”

The Department of Education change affects federal loan caps under the new Repayment Assistance Plan (RAP) that, beginning in July 2026, will reduce borrowing limits for accounting students to $20,500 per year, compared to $50,000 per year for degrees the department now labels ‘professional.’

NASBA argues that a reduction in loan access may deter a broad range of students from entering the CPA profession at a time when the complexity of markets and businesses require a robust and educated workforce. The association maintains that federal policy must accurately reflect the realities of professional CPA licensure, as economic stability and protection of the public depend on a strong and well-regulated accounting profession.

This reclassification also excludes many other long-recognized licensed professions, including those responsible for public health and safety, such as nursing, architecture, education, and engineering.

According to the U.S. Department of Education, the new loan limits that result from these reclassifications will help drive down the cost of graduate programs and reduce the debt students have to take out. Graduate students received more than half of all new federal student loans originated in recent years, and graduate student loans now make up half of the outstanding $1.7 trillion federal student loan portfolio.

Among the professions that still retain their ‘professional’ designation for higher graduate school borrowing limits are medicine (MD), dentistry (DDS/DMD), law (LLB/JD), and several others. Undergraduate students are generally not affected by the new lending limits.

NASBA plans to consult with the 55 U.S. accounting jurisdictions it represents — which license more than 653,000 CPAs in the U.S. — and will engage policymakers to ensure accounting is restored to the professional degree category.

Other organizations have publicly opposed the reclassification as well. The National Assoc. of Tax Professionals is also urging the Department of Education to reconsider the change. In a statement, the NATP argued against the non-professional classification on four grounds.

1. The reduced federal borrowing levels will make accounting education less financially accessible. This could deter students from entering the field, especially first-generation college students, students from rural or underserved communities, adults seeking a career change, working students completing degrees part-time, and anyone needing graduate-level coursework to advance.

For a profession that already requires rigorous education and often additional coursework for licensure, lowering loan access could make a critical career path harder to pursue.

2. Accounting is a professional field, and the reclassification doesn’t reflect that. Accounting is a licensed, regulated, ethics-based profession with real-world public responsibility. Tax professionals and accountants complete extensive coursework, uphold ethical and legal standards, maintain continuing education, help taxpayers navigate complex federal and state laws, and protect the integrity of the tax system.

Reclassifying these degrees as non-professional does not align with real-world requirements or the public-facing nature of this work.

3. The tax-professional workforce is already stretched thin. More than 80 million taxpayers rely on paid preparers each year. Many small businesses, elderly taxpayers, rural communities, and underserved populations depend on credentialed professionals to prepare accurate returns and resolve IRS issues.

But the tax workforce is aging, and firms across the country report difficulty recruiting new talent — a trend NATP members have voiced repeatedly. Limiting access to accounting education risks shrinking the talent pipeline, increasing filing errors, lengthening IRS response backlogs, reducing availability of professional help in underserved areas, and exacerbating seasonal workforce shortages. This isn’t just an academic concern, but a practical one with direct consequences for taxpayer service.

4. Taxpayer service and compliance could suffer. The federal tax code is becoming more complex each year. New credits, expanded eligibility rules, increased digital reporting requirements, and shifting IRS processes all increase the need for well-trained professionals.

If fewer students can afford to pursue accounting degrees, taxpayers could experience longer wait times for appointments, reduced access to qualified preparers, higher risk of filing mistakes, greater reliance on unregulated or untrained preparers, and increased compliance challenges.

Economic Outlook 2026

By
Cover Story Economic Outlook

Watch to see more from Brian Canina:

Clouding the Issue

The Forecast Calls for … More Uncertainty

It’s called the ‘quits rate.’

As that name suggests, it represents the number of employees who voluntarily quit their jobs as a percentage of total employment.

When times are good for workers, the quits rate is understandably higher. When times are not so good, or when there are high levels of anxiety and uncertainty about the economy and the jobs market — and that would describe the current climate — the rate starts to come down.

“Over the past few months, quits have dropped precipitously,” said Bob Nakosteen, a semi-retired Economics professor at UMass Amherst’s Isenberg School of Management, reflecting on a jobs market increasingly described with the words ‘stuck’ and ‘stagnant.’ “People are hanging onto their jobs for dear life, which tells me that they’re not getting offers to entice them to quit, and they don’t feel that they can take the risk to leave their job and look for another one, because they’re just not out there.”

This sentiment is reflected in the latest jobs report: the Bureau of Labor Statistics reported a few weeks back that the U.S. economy lost 105,000 jobs in October and added 64,000 jobs in November, with the unemployment rate rising to a four-year high of 4.6% that month.

The falling quits rate and the jobless numbers are just two of the many ways economists and business leaders are trying to quantify and qualify the current economic scene, often described as ‘confusing,’ although quantifying is more difficult with fewer hard numbers to work with — in general, and even more so because of the recent government shutdown.

Another measure is the Associated Industries of Massachusetts’ (AIM) Business Confidence Index, or BCI. Scored on a 100-point scale, with 50 indicating neutrality, the monthly BCI soared to 57.7 when President Trump was elected in November 2024, but quickly fell to 41.5 (a COVID-like level) in April when Trump’s tariff plan was announced, and has continued to hover below 50 since, AIM President Brooke Thomson said.

She told BusinessWest that, overall, the business community doesn’t like uncertainty, and the prospect for more in 2026, reflected in the BCI numbers, poses questions about what kind of year it will be.

Between the quits rate, the BCI, and other measures, the emerging picture is one of continued uncertainty, even about the near term, let alone several quarters out, given ambiguity about matters from tariffs, interest rates, the jobs market, and the AI investment boom (and whether that bubble is about to burst) to inflation and affordability crunch.

There is some optimism following the most recent quarter-point interest rate drop early last month, but there will need to be more of those, and likely more substantial cuts, in the year ahead for a deep impact to result, said those we spoke with.

Bob Nakosteen

Bob Nakosteen

 

“People are hanging onto their jobs for dear life, which tells me that they’re not getting offers to entice them to quit, and they don’t feel that they can take the risk to leave their job and look for another one, because they’re just not out there.”

“With the recent Fed rate cuts, we’re expecting things to probably pick up, modestly, because there is still some potential uncertainty, economically,” said Brian Canina, president and chief operating officer of Holyoke-based PeoplesBank. “If the Fed continues to lower rates, and the lowering of the rates on the short end of the interest rate curve impacts the long-term interest rate, and those come down, we may see some increased lending and some potential refinancing.”

Overall, said Nakosteen, there is a mixed economic picture for 2026, with expectations for slower growth and perhaps — that’s perhaps — a mild, short recession.

But it’s very difficult to project without hard data, with so much uncertainty clouding whatever picture the data presents, and amid a variety of mixed signals, such as GDP rising a robust 4.3% in the third quarter at the same time as bourbon maker Jim Beam announced it would be shuttering one of its distilleries in Kentucky, in part due to tariffs and slumping demand.“

The data are not painting a clear picture at all. Unemployment is going up — kind of gently, but it’s going up. Inflation is rising — kind of gently, but it’s still rising,” he said, adding that the country may be heading for what economists call ‘stagflation,’ a somewhat rare economic condition characterized by high inflation, stagnant economic growth, and high unemployment occurring simultaneously.

 

Ups and Downs

As he talked about 2025 and what kind of year it was for the region, Aaron Vega spoke from two different, but in many ways similar, perspectives — first as outgoing director of Planning & Economic Development in Holyoke and the incoming president and CEO of the Western Massachusetts Economic Development Council.

Brian Canina

Brian Canina

 

“With the recent Fed rate cuts, we’re expecting things to probably pick up, modestly, because there is still some potential uncertainty, economically.”

“It’s like two steps forward, two steps back, one step to the side,” he said, noting that this was true in Holyoke, but also the region. While new businesses were added, including Pickleball Kingdom at the Holyoke Mall, and new initiatives launched, there were setbacks, such as recent layoffs at Yankee Candle and Sublime System’s decision to pause its project to build a plant in Holyoke following the loss of a U.S. Department of Energy grant.

Elaborating, Vega said the region’s economy was buffeted by some strong headwinds, most of which were beyond its control. These included tariffs, policy changes, inflation, ongoing changes in the retail realm, and even the price of energy.

“We all know that Massachusetts is a bit of an expensive state in which to do business. So how do we entice businesses to come to Massachusetts, and then, how do we get them to come to Western Massachusetts when we’re still developing our hubs and developing our initiatives?” he asked, adding that these same headwinds will prevail in 2026.

This up-and-down nature of the economy was reflected in the BCI numbers for 2025, said Thomson, noting that the index would rise a few points one month, drop a point or two, then rise again, and then fall again; it was up two points to 48.5 in November, for example. This wavering is a symptom of uncertainty and policies that foster it, she said, adding that the sluggish performance in 2025 — some economists say the country is teetering on recession if not officially in it — was different from such cycles in the past.

“Most recessions, or downturns, occurred because of some sort of situation in the financial markets, some sort of causation that deeply hit our financial markets,” she explained. “This was different; it’s almost self-inflicted through policy. There’s nothing inherently wrong in the financial sector.

Aaron Vega

Aaron Vega

 

“It’s like two steps forward, two steps back, one step to the side.”

“There’s still money out there to lend to businesses, there’s opportunities for businesses, but there is feeling on behalf of business leaders that they don’t know what to expect … ‘I don’t know what my bottom line is going to be, I don’t know what my costs are going to be, so I’m not going to take out that loan, I’m not going to do that expansion project, I’m not going to give out big bonuses or hire more people because I don’t know what’s around the corner.’”

This was the picture throughout 2025, and this sentiment is expected to continue into at least early 2026, Thomson said, adding, again, that business owners like consistently and reliability, and these are two commodities missing at the federal policy level, and there has been a resulting trickle-down to states, with some, like Massachusetts, getting hit harder than others.

Indeed, several sectors in the Bay State were deeply impacted by federal policy changes, including healthcare (see related story on page 25), education, and especially manufacturing, due to tariff policies, she noted.

“I’ve been throughout the state this year visiting manufacturers, and even the ones that are managing to do all right are doing it because they’re being really, really creative, despite this,” she added. “And they would never say they’re thriving; they’re saying, ‘we’re being creative, and we’re managing it.’ But I have more stories with people saying, ‘this is killing me — I’m barely making it,’ and there have been two or three small business that have actually closed their doors.”

 

Fear of the Unknown

Carol Campbell, president of Chicopee Industrial Contractors (CIC), spoke for many business owners when she said 2025 was “an interesting year,” marked by those headwinds Vega mentioned, and especially tariffs.

CIC works with manufacturers, handling rigging, machinery moving, machine installation, and other services, and many of those machines are made overseas, said Campbell, adding that the tariffs placed on them — or the threat of tariffs, as well as general uncertainty about what might come next — prompted some hesitation and project delays.

Brooke Thomson

Brooke Thomson

 

“Most recessions, or downturns, occurred because of some sort of situation in the financial markets, some sort of causation that deeply hit our financial markets. This was different; it’s almost self-inflicted through policy. There’s nothing inherently wrong in the financial sector.”

“What we found was just a fear of the unknown,” she explained, adding that, by March, even Fortune 500 companies were hitting pause on some projects.

Things improved as the year went on, and, overall, 2025 was a solid year, she said, adding quickly that there is optimism about 2026, but also some lingering fear of the unknown.

As they look ahead, those we spoke with said several factors will determine the trajectory of the economy, especially the AI investment boom and whether that bubble will burst, inflation, consumer spending, business confidence (especially when it comes to hiring), and, of course, interest rates.

“A lot of it will hinge on what happens with interest rates,” said Canina, adding that the size and frequency of cuts will ultimately determine the impact on the economy.

“A 25-basis-point change is not necessarily going to have a significant impact,” he explained. “But when you see the Fed make consecutive rate cuts, and if they were to drop a full percentage point in a six- to 12-month period of time, I think by the 12-month point you’ll start to see some pickup, and then, it will continue to grow from there.”

Elaborating, he said many businesses remained on the sidelines in 2025 when it came to large investments and expansion initiatives, due mostly to uncertainty about the economy and where things were headed, and partly to interest rates still well above those enjoyed just a few years ago, post-COVID. He’s optimistic that some will get back in the game in the months to come.

Jeff Sullivan, president and CEO of Springfield-based New Valley Bank, agreed.

“The mortgage rates and the longer-term rates, we don’t see them coming down quite as much,” he said. “It’s nothing that’s going to change consumer behavior — we don’t see a refinance boom.

Carol Campbell

Carol Campbell

 

“What we found was just a fear of the unknown.”

“Meanwhile, the idea of borrowing money at 6% or 6.5% doesn’t seem to be unpalatable,” he added, opining that current rates are not stifling activity. “It’s not stopping deals from happening. Would they rather borrow at 5%? Absolutely they would, but where we are now is tolerable. When the rates peaked nine or 10 months ago and it was hard to get under 7%, that was starting to chill the market, but now we’re back down to 6% or 6.5%, and that’s not stopping anyone.”

Overall, Sullivan is more upbeat about 2026 than some others we spoke with. He said 2025 was a solid year for the bank, in deposit growth and otherwise, while he also noted cautious optimism among many commercial customers.

“The overall mood is generally positive,” he said. “The people who are more nervous are the people who do business with the general public, especially with the middle-class, working-class general public. The firms that are business-to-business sales … I think the optimism is there. The firms that are dependent upon lower- and middle-income consumers being their customers … I’m more worried.

“It’s the K-shaped recovery,” he went on. “The rich get richer, and the poor get poorer; we definitely see that sentiment among our customer base.”

Meanwhile, he expects the recent wave of mergers and acquisitions to continue, as businesses search for all-important scale and private equity firms continue their hunt for opportunities across seemingly all sectors of the economy.

“These private equity companies have a belief that they’re going to be so successful, they’re paying top dollar to acquire local companies and roll them up into a much larger platform,” he said, adding that the trend extends across the board, even to HVAC contractors, alarm companies, and sprinkler companies. “We hear from customers every quarter that are taking buyout offers; they’re saying, ‘I can’t say no to this. It’s so much money; it’s more than I thought I’d ever get. I wasn’t ready to sell, but I can’t say no.’”

 

The Local Business Community Offers Perspectives on 2026

By
Economic Outlook Special Coverage

Surveying the Landscape

Beyond the big-picture context provided by regional business leaders in the lead story on page 4, how do individual business and nonprofit leaders in Western Mass. see their own enterprises faring in 2026? On the following pages, 17 of them share their answers to that question — and what they see as the key trends, challenges, and opportunities arising in the coming year.

 

Ray Berry, Owner, White Lion Brewing

Ray BerryAs a brewery, we operate at the intersection of hospitality and manufacturing. According to our national trade association, the craft beer industry is expected to experience its third consecutive year of volume decline, and the second year in which brewery closures outpace new openings.

Despite these industry headwinds, White Lion remains optimistic. While overall production is sideways, we are seeing meaningful growth and expanded opportunity across other areas of our operation.

Strategic changes implemented in 2025 are positioning the business for greater strength in 2026. These include our transition to an all-alcohol bar, which increased foot traffic; a renewed focus on community engagement that drove a significant rise in on-site events; activation of underutilized space within Tower Square to reach new audiences; continued growth in outdoor programming to strengthen partnerships; and, looking ahead to 2026, a planned enhancement of our food menu to better reflect and complement the diverse experiences we offer.

 

Megan Burke, President and CEO, Community Foundation of Western Massachusetts

Megan BurkeWhile rising prices, increased demand for services, and reductions in federal resources strained the Western Mass. nonprofit community in 2025, our nonprofit partners demonstrated resilience. More than 50% of the nonprofits serving our community reported funding losses, forcing them to do more with less.

Yet, this year revealed the strength of our communities. We saw our neighbors step up with incredible generosity of both time and money, deepening their commitment and finding creative ways to respond.

As the Community Foundation plans for the year ahead, our 35th year of impact, we are listening to residents as we hone our vision to advance equity and opportunity for all. We feel honored by the call to serve as a connector, supporting those who seek to give and the community helpers who are best placed to respond to changing needs. While we anticipate many new challenges in 2026, we are committed to standing with our communities, responding with urgency and trust, and meeting this moment together.

 

Sandra Doran, President, Bay Path University

Sandra Doran

The defining challenges in higher education today are affordability, access, and relevance. At Bay Path University, we are steadfast in delivering an affordable, high-quality education that leads to a career.

For more than 125 years, Bay Path has prepared learners for careers. We meet regularly with employers and business leaders because understanding workforce needs matters. Today, one message is clear: graduates must be AI literate.

That is why we are thoughtfully investing in augmented artificial intelligence as both a teaching tool and an educational resource — making learners career-ready while also improving efficiency and controlling costs. This approach delivers what students and employers expect in an education that must be affordable, relevant, and aligned with opportunity.

 

Thomas Dowling, CPA, Partner-in-Charge, Whittlesey

Thomas Dowling

Looking ahead, I predict that talent shortages will continue to be a challenge for many industries. As a result, organizations will reconsider their approach to attracting, developing, and retaining their people. Rather than sticking to traditional hiring models, I anticipate that we’ll see an increased focus on investing in existing teams, whether that involves upskilling or adopting a more deliberate, longer-term approach to workforce planning.

Artificial intelligence will continue to become part of everyday operations, enabling businesses to work more efficiently and make better-informed decisions. With broader adoption comes increased responsibility, particularly in terms of governance, ethical use, and cybersecurity.

The organizations that find the right balance between new technology and human judgment will be better-positioned to strengthen their teams, adapt to change, and remain resilient.

 

Curtis Edgin, President, Caolo & Bieniek Architects

Curtis EdginAs Caolo & Bieniek looks forward to 2026 and beyond, the only thing we know for certain is there will continue to be change in the architecture and construction industry.

As codes and standards continue to evolve and material technologies improve, we’ve learned that these changes help us raise the bar in the environments we create for our clients and the communities we’re part of.

Meeting client needs, from enhanced building performance to concerns of increasing construction costs, requires us to be educated in the possibilities and apply that knowledge in how we serve our clients’ best interests.

Improved delivery technology provides our team with opportunities, but is only part of the answer. There still needs to be an experienced understanding of how buildings go together, as well as an awareness of conditions those in the field encounter.

We’re optimistic we will meet the challenges, as we have done for more than 60 years.

 

Jeffrey Fialky, Managing Shareholder, Bacon Wilson, P.C.

Jeffrey FialkyOverall, 2025 was a great year for business from our vantage point. We witnessed quite a bit of business succession as well as real estate activity, particularly in the commercial space. Favorable downward movement in interest rates was certainly a contributing factor, a catalytic trend that will inevitably continue into 2026 with at least one more interest rate cut in the forecast.

The likely theme this year, and for years to follow, is artificial intelligence. I read a recent article that stated that AI can currently replace 11% of the workforce. With a technological leap that outpaces the Industrial Revolution and internet boom by exponential proportions, the business community will continue to have to stay nimble as the future unfolds.

I do believe, however, that in the Pioneer Valley, while by no means immune or insulated from the impact of evolving technology, is nonetheless very well-positioned. Unlike communities in other parts of the state or country that have employment tied closely to the technology sectors, the Western Mass. economy is, to a large extent, based upon healthcare, manufacturing, and trades, industries that will still require the human touch.

I recently called a doctor’s office to schedule an appointment, and the appointment was scheduled by an AI assistant; I was surprised by the efficiency. So while you can see that certain jobs may be adversely affected by AI, potential realized savings in that regard opens up the opportunity for small businesses to continue to invest in growth of their core operations, which in turn will lead to expansion and hiring.

 

John Gannon, Partner, Skoler, Abbott & Presser, P.C.

John GannonThe labor and employment law landscape for businesses is evolving in 2026. This year, employers will be navigating Massachusetts’ new pay transparency requirements while dealing with growing oversight of AI tools in hiring and workplace practices.

Massachusetts’ new pay transparency law requires many employers to post salary ranges in all job postings. This includes “any advertisement or job posting intended to recruit job applicants for a particular and specific employment position,” regardless of whether the employer recruits directly or utilizes a third party for such purposes.

Federally, employers are looking at potential new regulatory guidance on the use of AI-driven hiring tools, such as the No Robot Bosses Act, which is designed to establish safeguards against employment discrimination that may arise from AI algorithms. The legislation is also meant to ensure that human judgment remains a critical component in employment decisions.

These changes present new, unique compliance challenges for employers.

 

Lynn Gray-Yucka, General Manager, Holyoke Mall

Lynn Gray-YuckaHolyoke Mall’s strength lies in creatively curating the right tenant mix to drive revenue, enhance customer experience, strengthen market relevance, and enhance the overall asset value. We are optimized for sustained financial growth well into the future as we embark upon a substantial reinvestment into the infrastructure. This three-phase, multi-year enhancement project includes new paving, curbing, and landscaping; fresh paint on the exterior building, new signage packages, and interior upgrades that have already started and continue into 2026.

As the shopping center industry continues to be ever-changing, Holyoke Mall is a shining example as the only high-performing, super-regional property within our trade area. Twenty years ago, our center had a tenant mix that included 90% to 95% traditional retail. Today, that number is closer to 70% to 75%.

As business continues to evolve, Holyoke Mall will be ready for what comes next as the dominant shopping center in Western Mass., offering more than just traditional retail, but also best-in-class dining and entertainment concepts.

 

Roseann Martoccia, Executive Director, Access Care Partners

Roseann MartocciaAt Access Care Partners, we serve older adults and people with disabilities of any age, as well as providing support to families and caregivers. As we look at 2026, we know Massachusetts has a rapidly growing aging demographic; already, 27% of the Commonwealth’s current population are age 60 or older. This trend will continue for the next 10 to 15 years and bring with it increasing care needs, including dementia, chronic medical conditions, and behavioral health issues.

To meet these needs, funding for home and community-based services is more critical than ever. Supporting people in their homes is not only a cost-effective option; it also enables caregivers to remain in the workforce and provide economically for their families while contributing to the overall stability of the workforce in Massachusetts.

Our industry experienced 2025 as a year of uncertainty and funding challenges due to changes at the federal level. The impact on Massachusetts, our healthcare system, and care at home will continue in 2026 and beyond. We will approach the year with continued commitment to serving our communities’ needs by meeting these challenges and strengthening our advocacy.

 

Amy McMahan, Founder, Mesa Verde and NOM Meals

Amy McMahanI think Western Mass. restaurants are going to continue to experience a thinning of the herd due to a shrinking skilled laborforce, rising food costs, and decreased consumer spending. But necessity is the mother of innovation, and these restaurants are modeling winning strategies:

• Equity as a business strategy: By paying a universal $25 per hour wage, Dreamhouse in Turners Falls has eliminated the front/back of the house pay differential, enabling higher wages in the kitchen. This translates into consistently high food quality and dining experience.

• Win-Win alternate revenue streams: Hillside Pizza in South Deerfield and Bernardston has long partnered with local nonprofits, providing fundraising mechanisms that benefit the community and provide a steady, separate income stream for their restaurants.

• Partnership and pop-ups: Ginger Love Café, a popular food truck, takes over Jake’s Northampton, a beloved breakfast spot, in the evening. Reduced rent and start-up costs mean a higher chance of survival for both parties.

• Workforce retention as a separator: The expansion of Northampton’s La Veracruzana into Amherst proves the endurance of legacy restaurants that have tenured, nimble, and skilled staff who execute affordable, high-quality food.

 

Megan Moynihan, CEO, United Way of Pioneer Valley

Megan MoynihanFor more than 100 years, United Way of Pioneer Valley has stood alongside our neighbors in Hampden County, Granby, and South Hadley. Today, that commitment matters more than ever. We face challenges that demand collaboration, local knowledge, and unwavering dedication.

The need is real. In 2025, food insecurity surged by 447%, affecting 49,000 residents. Call2Talk answered more than 2,000 crisis calls, while Thrive guided 700 individuals toward financial stability. Yet, amid these challenges, hope shines through. Youth Leaders in Action is shaping tomorrow’s community builders. VolunteerConnect links thousands of volunteers with more than 100 organizations. And Stuff the Bus ensures students start school ready to learn.

We’re also investing in the nonprofit sector itself — because strong organizations create strong communities. Through programs like Community Leadership Connect, OnBoard, and Leaders Lounge, we equip local leaders to navigate unprecedented pressures.

Together, we’re building the next century of impact for the Pioneer Valley. Join us in making a difference.

 

Evan Plotkin, President, NAI Plotkin

Evan PlotkinSpringfield’s commercial real estate market stands at an inflection point. As interest rates ease, capital is slowly returning to secondary markets that offer value investors can no longer find in gateway cities.

Downtown Springfield tells a compelling story. The more than $10 million dollar transformation of the former CityStage theater into the Hope Theater is creating a state-of-the-art cultural attraction and educational center. At 1350 Main St., the top two floors now house a cutting-edge STEM high school focused on science, engineering, technology, and mathematics, a model that points toward the future of office space. Perhaps more institutions of higher learning will follow this lead, repurposing traditional office buildings as we’ve done at One Financial Plaza.

The anticipated commuter rail connection to Boston could prove transformative, spurring development around the station neighborhood well before trains begin running. Decisions about the future courthouse location will significantly shape downtown’s trajectory. Across from MGM, residential and curated retail development is already underway — early stages of what promises to activate that critical corridor.

The trend toward downtown residential conversion is creating new vitality. More housing means more foot traffic, more retail demand, and a more vibrant urban core.

For patient investors, Springfield offers something increasingly rare — genuine upside in a market others have overlooked.

 

Nicole Polite, CEO, the MH Group

In 2026, healthcare staffing will continue to remain in high demand due to an aging population, increasing medical and behavioral health needs, high turnover and burnout, and ongoing labor shortages across the field. Hospitals, long-term care facilities, behavioral health programs, home care agencies, and recovery centers will continue to rely on staffing agencies to fill gaps caused by retirements, burnout, and turnover.

Staffing models such as per diem, contract, and travel will remain in high demand, placing greater emphasis on cost control and schedule optimization. Demand will remain strongest for registered nurses, licensed practical nurses, behavioral health clinicians, direct care workers, and home health aides.

There will be a stronger focus on regulatory and compliance requirements, particularly credential verification, background checks, worker classification, and pay transparency — along with faster onboarding while maintaining compliance.

Technology will assist in supporting compliance; however, healthcare is a highly regulated, human-centered industry. Patient care requires licensed professionals, supervision, ethical decision making, and relationship-based trust — areas where AI cannot operate independently.

 

Hannah Rechtschaffen, Director, Greenfield Business Assoc.

Hannah RechtschaffenIn 2026, business hits the intersection of high-tech efficiency and deeply human experience. AI is taking hold in the local marketplace, helping rural businesses punch above their weight. And it’s our job to help them compete. Online shopping isn’t slowing down, either; convenience is here to stay.

The twist: people are also showing up. Travel to the region is increasing, and there’s a quiet cultural reset. Less drinking, less doomscrolling, and more intentional socializing have led to growing demand for late-night spaces centered on connection: games, music, conversation, and creative gatherings.

For communities like Greenfield, this duality is not a contradiction — it’s an opportunity. The future of regional business is not digital or physical, but a thoughtful, well-supported blend of both: technology supporting human-centered experiences rather than replacing them.

None of this is happening without pressure or constraint. What’s encouraging is how places like Franklin County respond: pulling together regional and state leaders to advocate for policy changes that make progress possible, while staying relentlessly focused on the daily work — connecting businesses to opportunity, to one another, and to the resources they need to be hopeful about the future. That is where momentum turns into resilience.

Yes, there are tectonic shifts happening in how we do business, and there is a call back to the analog not as nostalgia, but as relief. 2026 will be a big year because we invested in places, people, and experiences that make this region worth showing up for.

 

Meg Sanders, CEO, Canna Provisions

Meg SandersIf there is one thing we can count on in 2026, it’s that nobody in the cannabis industry truly knows what’s coming. The news about the Trump administration rescheduling cannabis to Schedule III have created the illusion of clarity, but let’s be honest. This is not the first time a White House has said, ‘hurry up and look at this issue.’ An executive order to study something is not the same as meaningful reform, and history has taught this industry not to confuse motion with progress.

At the same time, the Commonwealth is staring down a 2026 ballot initiative that could roll back adult-use sales entirely. If that happens, the results won’t be theoretical. The black market will surge overnight. Tens of thousands of jobs will vanish. Hundreds of millions in tax revenue will evaporate. And communities that embraced legal cannabis will be left to absorb the fallout. So when people confidently predict what 2026 will bring, I smile and take it with a grain of New Year’s salt.

The only certainty in cannabis right now is uncertainty, and savvy operators aren’t betting on promises or panic. Instead, they’re preparing for a year where adaptability, resilience, and clear-eyed realism will matter more than ever in Western Mass.

 

Timothy Suffish, CFA, Senior Vice President, Head of Equities, St. Germain Investments

Timothy SuffishEntering 2026, investors continue to expect more from their wealth management relationship. Simply managing their investments is not enough. They want a dedicated team of professionals to handle all of their finances. Whether it be their financial advisor walking them through their retirement plan options or a portfolio manager articulating market dynamics, clients expect a holistic approach that is professional and consistent with their expectations.

Wealth management continues steering more toward teams, as the work necessary to provide the maximum value to clients is simply too complex to take on for one person. A team comprised of advisors fluent in tax planning, estate planning, asset management, and financial planning is what’s expected to hit personal and professional financial goals.

Ultimately, trust is the foundation of a wealth management relationship. Having a trusted partner who is experienced and dependable is critical to accomplishing your financial goals.

 

George Timmons, President, Holyoke Community College

George TimmonsFor community colleges, 2026 will be defined by one word: integration.

At HCC, we’ve spent six months in deep conversation — with faculty and staff, students, and nearly 100 regional business and nonprofit leaders — about the future we want to build together. Those conversations have positioned us to tackle the most pressing challenges in Western Mass. head-on.

HCC is uniquely positioned as the convener that brings diverse voices to the table. We sit at the intersection of education and workforce development, of student aspiration and employer need.

Free community college in Massachusetts has brought unprecedented enrollment growth and diversity to our campus. Our response isn’t to work harder in isolation — it’s to work smarter in partnership.

In 2026, we’ll leverage that convening power to build solutions: employer-driven programs that launch quickly, transportation coordination that gets students to class reliably, and wraparound supports addressing basic needs holistically. We’re partnering with regional employers to anticipate workforce gaps and prepare students for living-wage careers.

Community colleges belong to their communities. HCC will prove we’re the catalyst amplifying what’s great about Western Mass. while addressing our toughest challenges — together.

Paciorek Electric Builds on Almost Three Decades of Growth

By
President Tim Paciorek
Features Special Coverage

Wired for Success

President Tim Paciorek

President Tim Paciorek

Tim Paciorek always knew he wanted to own a business one day. In fact, he can trace that itch for entrepreneurship back to when he was 8 years old and wanted a four-wheeler that cost $700.

“My father said, ‘if you want something like that, you’re going to have to pay for it yourself. But what I’ll do is match whatever you make. So you’ve got to go find a job. You’ve got to do something.’”

His first job was a paper route, which taught him about dealing with customers and collecting money — a job he soon supplemented with work on a local farm.

“When I saved $350, he put up the other $350, and I got my four-wheeler. That was, in a sense, teaching me delayed gratification and also having goals and dreams. That’s how it all started,” said Paciorek, who continued to do both jobs for several years and never stopped working throughout his teen years, from starting a car reconditioning enterprise when he was 12 to making Christmas ornaments at a woodcrafting shop, to raking leaves and mowing lawns.

“All of that was building up to owning a business,” he said. “I wanted to be successful, and I didn’t want to work for somebody for the rest of my life. Even at 8 years old, I wanted it. I knew I was going to have my own business one day.”

To do that, Paciorek decided to attend Smith Vocational and Agricultural High School in Northampton and learn a trade. He was interested in electrical, plumbing, carpentry, and automotive, especially the first two, but he chose electrical because his uncle, John Paciorek, had an electrical business in South Deerfield, and by his junior year, he was working there part-time as a co-op, and moved to full-time after graduation.

“I wanted to be successful, and I didn’t want to work for somebody for the rest of my life. Even at 8 years old, I wanted it. I knew I was going to have my own business one day.”

“He did a really good mix of work — residential and a lot of commercial, but also industrial. We worked at a couple of plastic factories, working on machine wiring, and we also did a lot of work at Mount Snow; we would go there from August to December and would work there six days a week, 10-hour days, rewiring the lodges and lifts and the condos and all kinds of stuff.

“Even though I was working for someone, I was learning a lot of things about the business, and watching a lot,” he added, “and I knew that I was going to own an electrical business one day.”

In 1997, the year he earned his electrical license at age 21, Paciorek started transitioning toward that goal by dedicating his days to his uncle’s business, but doing a lot of side work on nights and weekends — until July 4, 1998, which he calls “my personal Independence Day,” when he hung his own shingle, full-time.

“The rest is history,” he told BusinessWest — a history marked by strong business growth, an active commitment to cultivating the next generation of young electricians, and an intriguing real estate project in Hatfield that has become home not only to Paciorek Electric, but a host of small businesses.

“Now I’ve got my own son, Rocky, working for me — that was really a great moment for me when he decided to join the electrical field. He went to Smith Voke just like I did, learned the trade, and came to work for us; he’s also licensed,” Paciorek said. “And my brother, Tony, is also working for me. It’s really cool to have two family members working in the in the business.”

 

From the Ground Up

In fact, Paciorek now has 11 employees in all, and a fleet of 10 service vans, but it was a long road getting to this point.

“The first five years, I worked basically on my own. If I had a bigger job, if I needed extra hands to pull wire or whatever, I would call up some friends and have them come help me. But mostly it was just me for five years, doing everything myself.

Rally House, a tennis and pickleball facility in Hatfield, is among the projects Paciorek Electric has worked on.

Rally House, a tennis and pickleball facility in Hatfield, is among the projects Paciorek Electric has worked on.

“Many times, I look back and wonder how I did it,” he added. “I would work all during the day, and then at night I’d be in the office, sometimes until midnight, doing billing or work quotes, that type of thing.”

But he gradually got the help he needed, hiring his first apprentice — his brother — about five years in, and hiring an office manager five years after that. Growth has been steady ever since; these days, almost half the work is residential, and the rest commercial and industrial, the latter including work for such notable names as Deerfield Plastics, Pliant Corp., and high-tech, secure companies such as Telaxis and Millitech. In all of it, he relies on reputation.

“I always talk to my guys about customer service, about giving the customer what they want — as long as it’s legal, of course. Customers ask all the time, ‘do you have to do that?’ And we say, ‘yeah, we have to; it’s code.’ But we’ve had customers that wanted their light fixture moved five times. And we’ve done it. The customer’s always right as long as they’re paying for it.

“I always wanted to be in business, and even starting at 13 and 14 years old, I would go to different seminars about business, and I started learning about real estate, finding out that a lot of wealthy people held a lot of their investments in real estate.”

“That’s what we live by — to keep customer satisfaction up. My guys are great. We have a very strict code of ethics where we talk about customer service, keeping the place clean, using booties if the weather’s bad or they’ve got nice floors. And we keep good communication so the customer knows what’s happening — because sometimes you run into obstacles when you’re running wires. We try to keep the communication up so customers know where we’re at.”

Speaking of where the company is at — literally — Paciorek bought his current headquarters, the former home of General Cigar Co., in 2015. It wasn’t his first experience there, as it was on his paper route a couple decades earlier. The complex — with multiple buildings and vehicle bays — was more space than the electrical company needed, but he was thinking bigger than that.

“I always wanted to be in business, and even starting at 13 and 14 years old, I would go to different seminars about business, and I started learning about real estate, finding out that a lot of wealthy people held a lot of their investments in real estate. So I started taking real estate courses not to be a Realtor, but to be an investor or a developer. And I started learning about apartment buildings and commercial properties.”

Buying the 65 Elm St. complex — the third-largest building in Hatfield, with more than 83,000 square feet, plus a front house, two barns, and a five-car garage — not only meant consolidating what had become four different locations for his operation, but also having room to lease space to what are now about 20 small businesses, from financial services firms to wellness and behavioral health practices to other construction trades. In the winter, the building’s basement becomes a car storage business, where about 60 clients keep their vehicles, many of them classic show cars, out of the cold weather.

He credits Greenfield Savings Bank for taking a chance on the real estate project, which involved a complete gut job and renovation.

Tim Paciorek (center) has grown his team to 11 employees.

Tim Paciorek (center) has grown his team to 11 employees.

“They’ve been really great as far as helping me and seeing the vision that I had. Any time you invest in anybody, you’re taking a chance, and you hope that it goes right. And I think they saw the vision I had in this building. I give credit to all the different people that helped me get here through the years, from bankers to my accountants and attorneys. There’s a whole team of people that you need to do a project like this, or to be in business at all.”

 

Making Connections

All these perspectives — about entrepreneurship, the trades, and what it takes to succeed — are lessons Paciorek imparts to young people considering career options. And he has supported a number of apprentices starting out in the field; some have become full-time employees.

“The trades are definitely in need of more workers, people that will put their tools on and actually get out there and work,” he told BusinessWest. “The Baby Boomers are retiring, and they’ve been retiring for the last 10 years. So that is causing a huge shortage in electricians and plumbers and carpenters — all the trades. And it’s really hard to find new help, so you have to keep the young people coming in.”

One problem is that many vocational programs aren’t able to take as many students as they’d like due to a shortage of teachers, but Paciorek also sees a lack of motivation in many young people to do the hard work necessary to move ahead.

“The vast majority of this generation doesn’t have the skills or, unfortunately, the drive that a lot of us employers are looking for. And there are a lot of things that we’ve got to try to teach them, but some things can’t be taught,” he explained. “Things like a good handshake and eye contact, that stuff can be taught. But the drive is really hard.”

“Whenever I have kids in front of me, I tell them, ‘whatever you want to do, whether it be an electrician, a doctor, a lawyer, a plumber, a writer — whatever you want to do in life, you need to start learning about it.’”

For instance, he added, “that cell phone is dangerous. I tell all the guys, ‘you’ve got to stay off your cell phone. A customer doesn’t want to pay for you to be on your cell.’ And I’ve had to fire a couple of people in the past because of that. It’s a different generation — when I grew up, we didn’t have cell phones, so we just worked. Nowadays, it’s become a habit for a lot of this generation to be on their phone all the time. So that’s one of the things I say when I talk at the different schools.”

One major problem, he added, is the lack of job opportunities for young people compared to when he was growing up in the 1980s — which means fewer opportunities to develop the work ethic he learned early on. Jobs for teenagers are still around, he added, and motivated young people will find them, but they’re not as obvious.

“I talk to kids all the time, and they say, ‘well, I’m not old enough. I have to be a certain age.’ I say, ‘OK, then do what I did; go do your own business — wash somebody’s car, go rake leaves, find something else to do.’”

Certainly, not everyone grows up with the same drive as Paciorek, whose serial entrepreneurship over the years has also included almost two decades as a DJ, working about 40 weddings a year, and ownership of a Hatfield restaurant, Grill ’N Chill, now known as Posada’s Cantina, which he ran with his brother for eight years.

“Whenever I have kids in front of me, I tell them, ‘whatever you want to do, whether it be an electrician, a doctor, a lawyer, a plumber, a writer — whatever you want to do in life, you need to start learning about it.’ When I was young, I remember my dad telling me, ‘if you want to succeed, don’t go talk to a broke person; you talk to someone who’s successful. If you want to be a doctor, go talk to a doctor. If you want to be an electrician, go talk to an electrician.”

So he continues to talk to them, and encourage them to start training in a trade.

In his own work, Paciorek has carved out an impressive body of work, and took numerous opportunities during his talk with BusinessWest to credit everyone who has supported his journey, from his financial advisors to his parents, who instilled his early values, to Rocky and his fiancee — not to mention the customers who have trusted in Paciorek Electric and his real estate company, DiamondBack Properties, over the years.

And the business is still evolving, with one example being a robust business in generators, installing about 50 and servicing about 500 each year. “It started off as just a little side thing, a generator here, a generator there, but now it’s pretty big,” he said.

The same can be said of a 28-year-old electrical company and its visionary leader, who worked hard to earn a four-wheeler at 8 years old, and has worked hard to achieve a whole lot more ever since.

Baystate Leader Sees Momentum Even as Seas Get Choppier

By
Peter Banko says that, despite a mountain of challenges, the Baystate Health system has achieved needed momentum.
Healthcare News Special Coverage

Turning the Battleship

Peter Banko says that, despite a mountain of challenges, the Baystate Health system has achieved needed momentum.

Peter Banko says that, despite a mountain of challenges, the Baystate Health system has achieved needed momentum.

Peter Banko was asked if he was frustrated.

He would certainly have good reason to be.

After all, Banko, president and CEO of Baystate Health, had spent the past 17 months or so trying to right the ship at the system — “turning around a battleship in a bathtub,” as he would later tell the audience at a forum on the state of the healthcare sector in the region — and had made a good amount of progress through difficult and unpopular decisions that included layoffs, cutbacks in many departments, and, most recently, buyouts for many employees, resulting in a profitable fiscal 2025.

But by his estimation, provisions within the One Big Beautiful Bill Act (or OB3, as he calls it), signed into law last July, will cost Baystate Health $146 million a year through its specific provisions and their aftereffects, and essentially wipe out all that’s been accomplished and bring the system back to where he started in terms of the size of the hole to dig out of.

“Those reductions wipe out our positive cash flow in one fell swoop,” said Banko, noting that the system exceeded budget expectations for fiscal 2025 and recorded a 3.6% EBIDA (earnings before interest, depreciation, and amortization). “We exceeded our budget expectations by about $50 million; it was the first time we exceeded our budget in six years. But whatever progress we made this year gets eliminated by the One Big Beautiful Bill; we’re down to zero again, and we start from scratch.”

“We’ve got a lot of great work going on behind the scenes that isn’t glamorous and won’t make headlines, but it’s the right work. I feel more optimistic than I’ve felt in a long time.”

So … while frustration would certainly be understandable, and the picture for 2026 is bleak by most accounts (more on that later), he prefers to be upbeat — to a degree.

“That’s because I believe we’ve created some momentum,” he said. “I’m happy with the momentum we’ve created. We’ve got a lot of great work going on behind the scenes that isn’t glamorous and won’t make headlines, but it’s the right work. I feel more optimistic than I’ve felt in a long time.

“I feel like we have the team and the committed board and committed team members that are willing to do the tough work and make the difficult decisions for it to be successful,” he went on, adding that there are certainly more difficult decisions to be made, and more consolidation likely in the healthcare industry — and 2026 is shaping up to be an ultra-challenging transition year for hospitals.

But, overall, he believes the ship has been turned and is positioned to navigate the turbulent seas that are forecasted.

For this issue and its focus on healthcare, we talked at length with Banko about the progress that’s been made, how much of that progress stands to be undone by the OB3, and what happens next as he continues the turn-around assignment he assumed in the fall of 2024.

 

Time of Transition

Banko said the One Big Beautiful Bill Act will result in $1 trillion in cuts nationally and represents “the largest rollback to federal support for healthcare in our lifetimes.”

Most of the impact to the Baystate system will not kick in until October, a month before the midterm elections, he went on, adding that online estimators project that the overall impact to Baystate will be more than $140 million. Broken down, these cuts involve everything from sharp increases to the number of uninsured individuals from Medicaid and the Affordable Care Act to a decrease in funding from Medicaid (MassHealth), to a loss of funds from the 340B Drug Pricing Program.

The impact to the system — and all providers — will be profound, he said.

Valley Springs Behavioral Health Hospital, one of Baystate Health’s most significant recent projects, opened in Holyoke in 2023.

Valley Springs Behavioral Health Hospital, one of Baystate Health’s most significant recent projects, opened in Holyoke in 2023.

“A lot of people won’t have insurance, so they won’t have access to coverage or financing,” he explained. “They’re going to delay care, and they’re increasingly have to use the ED when things are really serious, so we’re going to have more overcrowding. It would be shortsighted to say that this will most significantly impact the poor and vulnerable in our community; if you have commercial insurance, you can expect double-digit increases in your premiums the next five years because commercial insurance makes up the difference for Medicare and Medicaid.

“If you’re an employer in this state or anywhere in the United States, you’re going to be paying more for your insurance to cover the gaps here,” he went on, adding that, for systems like Baystate, the impact will be felt in the ER, certainly, but in other realms as well.

When asked to make projections on what will happen across the system and its four hospitals — Baystate Medical Center, Baystate Noble Hospital, Baystate Wing Hospital, and Baystate Franklin Medical Center — Banko said it’s too early to do so, with the specific impacts not likely to be known until the provisions of the bill take effect.

And that won’t be until almost a year from now, he went on, adding that, in most respects, 2026 will be what he called a “transition year.”

“It will be like preparing for a snowstorm,” he told BusinessWest before extending the metaphor further. “Everyone is going to be buying milk and bread and snow shovels; there’s going to be a lot of preparation and action in anticipation of next year.”

When asked how a system prepares for the storm that’s coming, he said the system will continue to make additions and adjustments in the ER in anticipation of more people using that front door instead of primary care.

“We’re aggressively recruiting nurses and physicians for the ER, and we’re working on improving our throughput in the hospital, which impacts the ER,” he explained. “We’re working on improving access and throughput, which will help.”

Overall, he said the system itself will manage, but he’s concerned about the human toll for the cutbacks and their impact on the overall health of the community.

“It will be like preparing for a snowstorm. Everyone is going to be buying milk and bread and snow shovels; there’s going to be a lot of preparation and action in anticipation of next year.”

“Let’s consider this from the humanistic end — someone who had coverage now doesn’t,” he said. “They may be in the middle of cancer treatment; they may be in the middle of a pregnancy. A few months from now, they get diagnosed with a condition, and they delay care, or they’re feeling symptoms, and they know they can’t afford care. From a community standpoint, we’re worried about the impact to the most vulnerable people in our community.

“How do we look our community in the face and say, ‘15% to 25% of you no longer have coverage,’” he went on. “This state has worked so hard, going back to Governor [Mitt] Romney, to provide care for as many people as possible — it’s hard to say all because some people fall through the cracks — and now, it’s all being dismantled.”

 

Bottom Line

And it’s unlikely there will be much, if any, help coming from Washington, Banko opined, noting that, for now, both sides consider what’s happening to be a “political win,” which makes action before the midterms unlikely in his view.

“Behind the scenes, I think everyone knows what the right things to do are,” he went on. “But OB3 has become a political football, so the folks left holding the bag are our governor and our Legislature — they’re going to have to fill a huge budget gap, $4 billion to $5 billion, and I don’t envy them having to try to figure that out. And our healthcare systems are left holding the bag because it impacts us most severely. Who gets lost in this are the people losing coverage — I’m not sure they have a voice at the moment.”

As for the Baystate system itself, Banko said that, when it comes to the progress made in 2025, budget-wise, roughly half is attributable to cost cutting, with the other half coming from revenue growth.

“We saw decent growth in our business last year, above what our expectations were,” he noted, adding that this growth came in ER volume, surgical volume, inpatient volume, and other realms. “More than half our financial improvement was solid revenue growth.”

Looking ahead to 2026, he’s projecting revenue growth of 2% to 3%, with expenses growing 6%.

“And in any business, that’s not a recipe for success,” he went on, adding that the system has identified core growth areas, including overall access to care.

“We lose a lot of our patients to Boston because they can’t get in here. So if we can grow revenue by 6% to 8% and trim some of our costs, that will allow us to stay in the game,” he explained, adding that there will be more cost cutting in the year ahead — at Baystate and most other providers.

There will also be some less profitable services cut back or eliminated by many providers, he said, as well as continued consolidation within the industry as systems look for all-important scale in the wake of the rising costs of doing business.

“We’re talking to a lot of organizations, and with each one, I have a confidentiality agreement that I can’t violate,” he said, withholding comment on rumored talks between Baystate and Mercy Medical Center. “So, I would just say this … everyone is talking to everyone right now. There isn’t a week that goes by that I’m not having a discussion with a competitor, someone in an adjacent market, someone in a non-adjacent market.

“Everyone is viewing the changes from OB3 as transformational, so everyone is trying to figure out the same thing,” he went on. “We’re all talking to one another about, ‘hey, how do we manage this?’ Or ‘can we manage this better together?’”

There is some evidence that scale has not worked out in healthcare, at least as much as it has in other industries, he continued, adding quickly that he believes scale does bring advantages; systems just need to seize those advantages.

“Our overhead costs are about 12.9%,” Banko explained. “Without more scale, we can bring that down to 10%, but best-practice health systems are below 8%, and there’s no way we can get below 8% without more scale.”

In the meantime, and as he mentioned earlier, he senses real momentum across the system, progress in many ways overshadowed by large headlines about layoffs and buyout programs.

“What gets published in the media is just the financial stuff,” he told BusinessWest. “So when we do a layoff or cut costs somewhere, that gets all the media attention, and it gets all the attention inside the organization. But I would say that 80% of the work is non-financial, and we’re making real progress.”

Heed These 2025 Federal Information Reporting Considerations

By Contributor
Accounting and Tax Planning Special Coverage

A Time and Place for Everything

By Mary C. Walsh

As the tax filing season looms, employers must ensure compliance with federal information reporting requirements, including payroll and payment reporting to the government, employees, and other income recipients. Most of forms are required to be electronically filed. In 2026, there are new requirements for reporting employee tips and overtime. This article provides details regarding these reporting obligations.

 

General Federal Year-end Information Return Filing Requirements for Forms W-2, W-3, and 1099 (INT, NEC, and MISC)

• Electronic filing is required if at least 10 of the following forms, combined, are required to be filed: W-2, 1094, 1095-B, 1095-C, 1097-BTC, 1098, 1098-C, 1098-E, 1098-Q, 1098T, 1099, 3921, 3922, 5498, 9027, W02G, and 499R-2/W-2PR. In some cases, electronic filing is given more time to file with the IRS than paper filing.

• Filing and due date information is set forth in IRS Publication 509, Tax Calendars for use in 2026 (www.irs.gov/pub/irs-pdf/p509.pdf). See also IRS Publication 1220, Specifications for Electronic Filing of Forms 1097, 1098, 1099, 3921, 3922, 5498, and W-2G, which sets forth electronic filing format specifications.

• Typically, due dates fall at the end of a month. However, if a due date is a weekend day or holiday, the next business day becomes the due date. Also, Congress or the president may specify a different due date, e.g., if there is an emergency. In 2026, Jan. 31 is a Saturday, making Feb. 2 the next business day, and Feb. 28 is a Saturday, making March 2 the next business day.

 

“For 2025, the IRS encourages employers to provide some accounting so employees can claim the deduction on their federal tax returns. The IRS has stated that employers may report the amounts of qualified tips and overtime to employees through secure methods, including an online portal or additional written statements provided to employees.”

Information Reporting Due Dates for 2026

• W-2, Wage and Tax Statement: File with Social Security Administration (SSA), electronic and paper, by Feb. 2. Provide to employees by Feb. 2.

• W-3, Transmittal of Wage and Tax Statements: File with SSA, electronic and paper, by Feb. 2.

• 1099-INT, Interest Income and 1099-DIV, Dividend Income: File with IRS, electronic, by March 31. File with IRS, paper (must be accompanied with IRS Form 1096, Annual Summary and Transmittal of U.S. Information Returns) by March 2. Provide to recipients by Feb. 2.

• 1099-NEC, Non-employee Compensation: File with IRS, electronic and paper, by Feb. 2. Provide to recipients by Feb. 2.

• 1099-MISC, Miscellaneous Income: Nothing reported in box 8 (substitute payments in lieu of dividends or interest) or box 9 (crop insurance proceeds): File with IRS, electronic, by March 31. File with IRS, paper (must be accompanied with IRS Form 1096, Annual Summary and Transmittal of U.S. Information Returns) by March 2. Provide to recipients by Feb. 2.

• 1099-MISC, Miscellaneous Income: Amount reported in box 8 (substitute payments in lieu of dividends or interest) or box 9 (crop insurance proceeds): File with IRS, electronic, by March 31. File with IRS, paper (must be accompanied with IRS Form 1096, Annual Summary and Transmittal of U.S. Information Returns), by March 2. Provide to recipients by Feb. 2.

 

Special Issue: Tips and Overtime

The One Big Beautiful Bill Act (OBBBA), enacted this past July, allows certain employees to deduct tips and overtime compensation. One area of uncertainty, affecting both employers and employees, regards 2025 payroll reporting for tips and overtime.

Under the OBBBA, from 2025 to 2028, certain employees who receive qualified tips may deduct up to $25,000 of those tips, and those who receive overtime pay may deduct up to $12,500 of qualified overtime compensation ($25,000 for joint filers).

To enable employees to report their deduction, the OBBBA requires employers to provide separate accounting of the total amount of cash tips and overtime. Employers failing to comply with these reporting requirements may be subject to penalties.

Although the IRS has released a draft version of Form W-2 for 2026 reflecting OBBBA changes, the 2025 version of the form will not be updated, creating a challenge for employer reporting compliance. As a result, for tax year 2025, the IRS announced that employers will not face penalties for failing to provide required tip and overtime accounting to employees (Notice 2025-62). This relief only applies to tax year 2025 because the IRS recognizes that employers might not have the information required to be reported.

For 2025, the IRS encourages employers to provide some accounting so employees can claim the deduction on their federal tax returns. The IRS has stated that employers may report the amounts of qualified tips and overtime to employees through secure methods, including an online portal or additional written statements provided to employees.

When reporting these amounts, employers should not stop at the maximum of $25,000 (tips) or $12,500 (overtime). The full amounts of qualified tips and overtime should be reported. It is up to employees to determine the maximum deductible amount when preparing their federal income tax returns.

With little authoritative guidance and difficulty getting full information from existing systems and payroll providers, employers must do their best in providing employees with this information. Employers could, for example, provide the information by separate letter or use W-2 Box 14 (Other). For the most current guidance (updated as issued), visit www.irs.gov/newsroom/one-big-beautiful-bill-provisions and click on “No tax on tips (Section 70201)” and “No tax on overtime (Section 70202).”

Massachusetts, Connecticut, Maine, Rhode Island, Vermont, and New Hampshire do not allow employees to deduct tips or overtime; thus, this reporting issue largely does not impact New England and New York payroll reporting.

Finally, remember that this article is intended to serve only as a general guideline. Your personal circumstances will likely require careful examination. You should schedule a meeting with your adviser to assist with all your tax planning needs.

 

Mary C. Walsh is a senior manager at Meyers Brothers Kalicka, P.C. She holds an MS accounting and an MBA from Northeastern University, an LLM in taxation from Boston University School of Law, a JD from the University of Connecticut School of Law, and a BA from UMass Amherst. She is a CPA licensed in Florida and an attorney licensed in Massachusetts. She is a member of CPAmerica and the American Institute of Certified Public Accountants.

 

Staying Current with Eversource’s Mike Vedovelli

By
Mike Vedovelli seen today at Eversource
Where Are They Now?

Where Are They Now?

 

Mike Vedovelli seen today at Eversource

Mike Vedovelli seen today at Eversource

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

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

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

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

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

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

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

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

 

Community Focus

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

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

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

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

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

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

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

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

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

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

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

 

Power Play

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

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

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

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

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

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

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

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

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

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

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

 

Appeals Court to Address Employers’ Shield to Equal Pay Liability

By Contributor
Law

Work in Progress

By Meaghan Murphy, Esq.

 

A Massachusetts Superior Court recently dismissed claims brought by an employee under the Massachusetts Equal Pay Act (MEPA) and the Massachusetts anti-discrimination law after an employer successfully used the MEPA’s absolute defense to liability. Unhappy with the outcome, the employee who filed the lawsuit appealed the Superior Court’s decision, and that appeal is pending.

The Appeals Court heard argument in this case on Sept. 3, and a decision is expected in the coming months. That decision will be the first appellate guidance on the affirmative defense available to employers under MEPA and will set the standard for pay equity disputes across the state.

Before diving into the case on appeal, it is important to understand what MEPA prohibits and requires, and what the employer defense that acts as a total shield to liability is all about.

 

What MEPA Does

MEPA applies only to claims of discriminatory pay based on gender. The law prohibits employers from paying employees less due to their gender, and further requires employers to pay employees equal pay for comparable work.

Meaghan Murphy

Meaghan Murphy

“The Appeals Court affirms the Superior Court’s dismissal of Woodward’s claims, it might mean that employers can rely on self-evaluations and proposed changes as a shield to liability, without actually making the changes — a lower standard for this affirmative defense than expected.”

Comparable work is work that requires substantially similar skill, effort, and responsibility, and is performed under similar working conditions. A job title or job description alone does not determine if two employees are performing comparable jobs. A more fact-specific analysis of the day-to-day duties and responsibilities is typically required.

 

The ‘Evaluate and Progress’ Defense

MEPA contains a rare ‘safe harbor’ provision that courts can rely on to dismiss MEPA claims when an employer successfully shows they have met the legal requirements. Under §105A(d) of MEPA, employers are protected from liability for gender-based pay disparity claims if they complete “a self-evaluation” of their own pay practices “in good faith” and demonstrate “reasonable progress” toward eliminating any identified wage differentials based on gender for comparable work. An important caveat: that self-evaluation must be completed within three years of an employee (or group of employees) filing a claim under MEPA.

If an employer can satisfy these requirements, then MEPA claims are barred. In other words, there is no liability for employers who can show they took these steps within three years of getting sued under MEPA. Of course, not all employers conduct these self-evaluations. But for those that do, this ‘evaluate and progress’ defense is a total game changer.

 

The Case on Appeal

In Woodward v. Board of Registration in Nursing et al., the plaintiff, Lauren Woodward, was hired by the Board of Registration in Nursing as a compliance officer. Woodward is a woman, and the two other compliance officers at the time were men.

Part of a compliance officer’s pay was based on the number of years of relevant or similar work experience they had prior to being hired. The board gave credit — and increased the pay — for that prior experience. All three compliance officers were credited with different numbers of years of experience, but the two men were credited with more years based on their respective experience. That resulted in the men being paid more than Woodward for the same job.

In June 2020, Woodward filed a lawsuit alleging that she was paid less than the two male compliance officers. She asserted a claim under MEPA and a sex discrimination claim under the Massachusetts anti-discrimination law based on these same allegations of sex-based pay disparity.

In a motion filed with the court, the board asked that the claims be dismissed and asserted the ‘evaluate and progress’ defense under MEPA. The board argued that it had conducted a good-faith self-evaluation of its pay practices within three years of Woodward’s claim being filed, that it had identified wage differentials based on gender for comparable work, and that it had made reasonable progress towards eliminating those wage differentials.

During its self-evaluation, which the board said was conducted in November 2019, the board identified seven individuals — both women and men — who were subject to potentially impermissible pay disparities. The board proposed that the pay for all seven employees be adjusted upward to match the pay of their peers doing comparable work. Notably, Woodward was not one of the seven employees identified during the evaluation, so her pay was not proposed to be adjusted upward to match that of her two male co-workers.

Based on these facts, the board argued, it had satisfied the requirements of the ‘evaluate and progress’ defense and, therefore, is shielded from Woodward’s MEPA claim.

Woodward did not dispute that the board had conducted a self-evaluation of its pay practices. However, she disputed other important facts, including whether the self-evaluation was conducted in good faith and whether the board made reasonable progress toward eliminating wage differentials based on the findings of that self-evaluation.

Interestingly, Woodward pointed out that, while the board had proposed adjustments to the pay for the seven employees identified, it had not actually made those adjustments. Therefore, according to Woodward, the board failed to show reasonable progress toward correcting the gender-based pay disparities.

The court was not persuaded by this argument from Woodward, finding that the proposal for pay adjustments for the employees identified was enough. According to the court, though evidence of actual pay increases would have demonstrated greater progress towards eliminating gender-based wage differentials, evidence of the board’s first step toward such pay increases — identifying potentially impermissible wage differentials and proposing corresponding pay increases, subject to funding approval — appears to satisfy the requirements of MEPA.

The board also argued that, even if it could not use the ‘evaluate and progress’ defense, the pay disparity between Woodward and her male peers was lawful because it was based on their varying experience and not their differing genders. But the court did not get to that argument because the board successfully demonstrated it was entitled to the affirmative defense MEPA provides. So the court stopped there.

The court also did not address the merits of Woodward’s sex discrimination claim under the state’s anti-discrimination law. Under MEPA, an employer who can establish the ‘evaluate and progress’ defense avoids liability under MEPA and the state’s anti-discrimination law.

Woodward’s claims were dismissed at the summary judgment stage (i.e., before ever getting to a jury). As mentioned above, Woodward has appealed. In her appeal, Woodward contends that the court improperly analyzed her claims and how MEPA’s ‘evaluate and progress’ defense should be applied.

 

What’s Next?

Employers and employees alike should be interested in the Appeals Court’s decision in this case. If the Appeals Court affirms the Superior Court’s dismissal of Woodward’s claims, it might mean that employers can rely on self-evaluations and proposed changes as a shield to liability, without actually making the changes — a lower standard for this affirmative defense than expected.

Alternatively, the Appeals Court could disagree with the Superior Court’s dismissal of Woodward’s claims and send the case back down for further analysis, which might result in a jury deciding the case. A decision is expected in the coming months.

 

Meaghan Murphy is an attorney with Skoler, Abbott & Presser, P.C. Licensed in both Connecticut and Massachusetts, she regularly advises clients on various workplace issues, including discipline and performance matters, policy development and implementation, and compliance with local, state, and federal laws and regulations.

How to Make the Most of Your Charitable Giving

By Contributor
Law

Choosing a Cause That Matters

By Gina M. Barry, Esq.

 

As we come to the holiday season, charitable giving comes to the fore. Do you donate money to charity each year? Perhaps you donate to an organization dedicated to finding a cure for an awful disease. Perhaps you choose to benefit organizations that support and encourage positive growth in our youth. Perhaps you decide to support the local animal shelter or abuse prevention.

To reap the most benefit from charitable giving, you must first choose an appropriate charity to benefit from your generosity. There are thousands of charities working within a huge variety of causes from which to choose. Thus, you can be certain there is a charity working to bring positive change in a way that you would love to support. Of course, the causes touched upon above are just a few examples of where your donation can make a difference.

Once you have decided that you would like to support a charitable cause, it is important to determine how you will contribute. Most will choose to donate cash; however, you might also consider donating highly appreciated securities, which would allow you to avoid paying the capital gains tax on those assets. Likewise, the charity also would avoid paying this tax due to its charitable status.

Aside from a monetary donation, you may also donate goods. When purging your household to make way for new holiday items, you can donate those that are gently used, but no longer desired. For example, you may have a pantry full of uneaten, non-perishable food that your family is not eating. Consider filling a couple of grocery bags with this food and donating to your local food pantry.

Gina M. Barry“Donations claimed as tax-deductible contributions for 2025 must be actually paid to the charity on or before Dec. 31, 2025, and it is best always to obtain a receipt for your donation regardless of the amount.”

Likewise, children often grow out of clothes and get bored with their toys while they are still in good repair. Many charities that benefit children would be delighted to receive these clothes and toys to help the children that they serve. Similarly, when you and your old vehicle finally part ways, you do not have to send the vehicle to a junkyard. Many charities accept any vehicle, working or not, as a donation.

If making a monetary contribution or a donation of goods is not possible at this time, consider volunteering your time to your favorite cause. Elder services, animal shelters, hospitals, and soup kitchens are all wonderful places to volunteer. While the time you volunteer is not tax-deductible, any out-of-pocket expenses associated with volunteering are usually deductible. For example, travel expenses to and from the volunteer site, as well as parking fees and tolls, may be deducted.

 

Next Steps

When you have decided which cause you would like to help and in what manner, you are almost ready to make a donation. Be certain the charity has received approval from the Internal Revenue Service (IRS) as being eligible to receive tax-deductible contributions. You can determine the tax-exempt status of an organization either by contacting your local IRS office or by asking the organization for a copy of its ‘letter of determination,’ which is the formal notification the organization receives from the IRS once its tax-exempt status has been approved. Also, IRS Publication 78, Cumulative List of Organizations, is an annual listing of thousands of organizations that can accept tax-deductible donations.

Donations claimed as tax-deductible contributions for 2025 must be actually paid to the charity on or before Dec. 31, 2025, and it is best always to obtain a receipt for your donation regardless of the amount. When considering donating to charity, it is also important to check in with your tax advisor, as there have been some important changes.

For example, starting in 2026, even taxpayers who take the standard deduction (i.e., don’t itemize) can claim a modest ‘above-the-line’ deduction — up to $1,000 for singles and $2,000 for married couples filing jointly. For those who do itemize, deductions for charitable contributions will apply only to the portion that exceeds 0.5% of adjusted gross income. That means the first 0.5% of adjusted gross income in charitable gifts each year will not reduce taxable income. Further, in 2026, the tax benefits of itemized charitable deductions will be capped at 35%, even for those in the 37% marginal tax bracket. Thus, to make the most of your charitable giving, be sure to consult your advisor before making your donations.

Charitable giving is extremely rewarding. You will not only reap the benefit of knowing that you are helping to make a difference in this world, but when tax season comes, you may enjoy a beneficial tax deduction as well.

 

Gina M. Barry is an attorney in the Springfield office of Bacon Wilson, P.C. She is a member of the National Academy of Elder Law Attorneys, the Estate Planning Council, and the Western Massachusetts Elder Care Professionals Assoc. She concentrates her practice in the areas of estate and asset protection planning, probate administration, guardianships, conservatorships, and residential real estate.

Eversource Wins Award for Electric Grid Monitoring System

By
From left: Eversource Senior Vice President of Engineering Digaunto Chatterjee, Eversource Manager of Substation and Transmission Data Innovation Junhui Zhao, Assoc. of Edison Illuminating Companies Vice President of Technical Strategy Elizabeth Cook, and Assoc. of Edison Illuminating Companies CEO Steve Hauser.
Environment and Engineering

Innovative Approach

 

From left: Eversource Senior Vice President of Engineering Digaunto Chatterjee, Eversource Manager of Substation and Transmission Data Innovation Junhui Zhao, Assoc. of Edison Illuminating Companies Vice President of Technical Strategy Elizabeth Cook, and Assoc. of Edison Illuminating Companies CEO Steve Hauser.

From left: Eversource Senior Vice President of Engineering Digaunto Chatterjee, Eversource Manager of Substation and Transmission Data Innovation Junhui Zhao, Assoc. of Edison Illuminating Companies Vice President of Technical Strategy Elizabeth Cook, and Assoc. of Edison Illuminating Companies CEO Steve Hauser.

In recognition of its ongoing commitment to sustainability in providing safe, reliable electric service to customers, Eversource has been honored with a 2025 Achievement Award from the Assoc. of Edison Illuminating Companies (AEIC), the electric utility industry’s longest-serving and preeminent association of leading operations experts.

The AEIC Achievement Awards are presented annually to member utilities and individuals who demonstrate significant contributions to advancing operational excellence in the electric industry. This year, Eversource received one of the prestigious awards for developing a cutting-edge leak detection method for high-pressure-fluid-filled (HPFF) cables — a type of high-voltage, underground electric transmission line that runs through densely populated areas like Boston — which is already helping to enhance the operational efficiency of the grid and mitigate environmental risk.

“This remarkable technology has reduced the time required to detect leaks within these underground transmission networks from several days to a few hours, and we are already seeing in practice how valuable this application is for our system operators, as it allows us to respond to any issues and address them even more quickly and efficiently,” said Digaunto Chatterjee, Eversource’s senior vice president of Engineering.

“Not only does this transformative monitoring tool provide substantial operational benefits, it can also be implemented cost-effectively, creating vast potential for this method to become a scalable solution as utilities across the country face challenges of addressing aging infrastructure and maintaining environmental responsibility.”

“Not only does this transformative monitoring tool provide substantial operational benefits, it can also be implemented cost-effectively, creating vast potential for this method to become a scalable solution as utilities across the country face challenges of addressing aging infrastructure and maintaining environmental responsibility,” he added. “I’m incredibly proud of our team for being recognized by AEIC for their achievements on this innovative project, which we hope will serve as a model for similar advancements throughout the industry.”

Operated in Boston and other cities throughout Eversource’s three-state service territory, HPFF systems are designed to provide safe, reliable and efficient delivery of electricity in densely populated urban areas. Because of the extensive lengths and critical nature of these underground, high-voltage power lines, HPFF systems require smart, highly sensitive methods of leak detection monitoring.

Eversource’s team of engineers was honored with the 2025 AEIC Achievement Award for the solution they developed to address these challenges in the Boston area — a dynamic monitoring dashboard powered by artificial intelligence, which offers comprehensive insights into the operational status of HPFF networks that allow for a dramatic reduction in leakage detection time, in turn lowering environmental risk.

Since its implementation in late 2023, the early detection system has been rigorously tested and has already proven to be effective in detecting early-stage leaks within the HPFF network in Boston, highlighting the benefits of integrating sophisticated analytics with operational expertise. Because this innovative tool is entirely data-driven and does not require new sensors, it is also cost-efficient and provides greater potential for the system to be more widely adopted.

Blue Cross Blue Shield Foundation Grants Support Perinatal Health

By
Insurance

Advancing Equity

 

The Blue Cross Blue Shield of Massachusetts Foundation announced $771,000 in new grant funding to support 15 organizations working to improve perinatal health across Massachusetts through its Perinatal Health Initiative, a multi-year program aimed at reducing racial inequities in perinatal health outcomes.

Now in its second cycle, the multi-year Perinatal Health Initiative grant program is part of the foundation’s broader strategy of grantmaking and policy analysis aimed at better understanding and disrupting structural racism and broadening health equity.

Building on the foundation’s 2024 effort, the two-year program was shaped by insights from community partners, fellow funders, and an ongoing assessment of the perinatal health landscape. Seven of the organizations funded in 2025 are continuing grantees from the foundation’s initial cohort to deepen their impact through this next phase. The grants support organizations providing community-based perinatal education and support, expanding the perinatal workforce, and policy advocacy.

“These organizations are creating lasting improvements in perinatal health by expanding access to culturally responsive care and centering community voices.”

“These organizations are creating lasting improvements in perinatal health by expanding access to culturally responsive care and centering community voices,” said Audrey Shelto, president and CEO of the Blue Cross Blue Shield of Massachusetts Foundation. “Their work exemplifies the power of community-based leadership in achieving health equity.”

The foundation’s board of directors approved two-year grants ranging from $25,000 to $60,000 for each of the following nonprofit organizations and their projects:

• Accompany Doula Care, Boston, which will partner with Health Leads and collaborate with healthcare systems, advocates, and providers to launch a cross-sector workgroup to increase equitable maternal health outcomes by integrating doulas into clinical care teams and creating supportive hospital policies;

• Berkshire Nursing Families, to expand the organization’s support of families who are Black, Indigenous, and people of color in Berkshire County by launching perinatal education programs, training new staff to become certified lactation counselors, and building a diverse workforce;

• Family Health Center of Worcester, to expand the capacity of its OB Advocates program, which connects community members with trained and culturally aligned doulas during pregnancy through two years postpartum;

• First Teacher Boston, which will integrate its pilot perinatal health program into its community-based parent education for Black and Brown families in Dorchester, Roxbury, and Mattapan, offering year-round workshops, infant-focused resources, and professional development for staff in perinatal care;

• Greater Lowell Health Alliance of CHNA 10, which will build upon its Doula Academy to expand, diversify, and increase skills of the local perinatal workforce in the Lowell area;

• Greenfield Community College Foundation, to create Massachusetts’ first public certified professional midwives accredited training program to increase access to a pipeline of trained, licensed midwives and expand community birth options;

• It Takes a Village, Huntington, which will partner with the Green River Doula Network to provide community-led perinatal education, perinatal mood and anxiety disorder prevention, labor preparation, postpartum care, breastfeeding support, peer-led support circles, and extended home visits for historically marginalized families in Western Mass.;

• Massachusetts Society for the Prevention of Cruelty to Children, which will support the Mind the Gap Coalition’s statewide advocacy to strengthen perinatal mental health policies and align efforts across the continuum from prenatal to infancy;

• Nantucket Community School, to increase access to childbirth education and lactation supports by providing classes and training three instructors from Black, Indigenous, and people of color communities and those fluent in Spanish and Brazilian Portuguese;

• Neighborhood Birth Center, Roxbury, to educate public health experts, policy makers, and payers regarding issues to advance midwifery education, workforce development, and access to birth centers, and lead a campaign to promote equitable reimbursement for licensed midwives and birth center facilities;

• North Quabbin Health Collaborative, Orange, which will expand one-to-one nurse visits for families up to one-year postpartum in rural and structurally marginalized communities in the towns of Orange, New Salem, Petersham, Warwick, and Wendell, providing health education programs, screening, and referrals;

• Propa City Community Outreach, Roxbury, which will implement a community-centered initiative focused on perinatal loss, expanding access to healing-centered education, connecting families and care providers across Massachusetts, and reducing isolation for families experiencing loss;

• Sacred Birthing Village, New Bedford, to train 12 multi-ethnic and linguistically diverse women in Southeastern Mass. to provide doula care and prepare them to meet state certification requirements for MassHealth-covered services;

• Worcester Addresses Childhood Trauma, which will partner with Worcester Public Health to deliver culturally responsive perinatal education, public awareness campaigns, and events guided by the Citywide Black and Brown Maternal Health Work Plan; and

• Worcester RISE for Health, to strengthen its Maternal Care Access program for refugee and immigrant communities by providing practice-based mentorship for doulas and developing a centralized referral system and wraparound supports.

The Blue Cross Blue Shield of Massachusetts Foundation will continue to collaborate with other foundations working in perinatal health to collectively learn, align philanthropic efforts, and elevate local leadership and community-led solutions to advance birth equity in Massachusetts.

What Employers Must Know About Salary Range Transparency Law

By Contributor
Law Special Coverage

Out in the Open

By Michael Lewis, Esq.

On Oct. 29, Massachusetts’ pay transparency law took effect. Employers must post a good-faith pay range for each specific position and provide that range to applicants and employees on request. Larger employers must also submit workforce equal employment opportunity (EEO) data to the state.

Actions to take now: Set credible pay ranges, update posting templates, train managers and recruiters, and calendar your EEO data submission.

Posting and disclosure duties apply if you averaged 25 or more Massachusetts employees last year. Count all employees whose primary place of work is Massachusetts, including full-time, part-time, seasonal, and temporary workers. Include remote employees tied to a Massachusetts worksite and out-of-state employees who report to or are assigned to a Massachusetts base. Determine coverage once a year by averaging headcount across all pay periods. The separate EEO data reporting duty applies to employers with 100 or more Massachusetts employees that already file EEO reports with the Equal Employment Opportunity Commission (EEOC).

Your postings must show a real pay range for Massachusetts roles. Every advertisement or job posting for a particular and specific position with a Massachusetts primary place of work must list a range you reasonably expect to pay at the time of posting. Third-party and agency postings count. If pay is by commission or piece rate, include the expected commission or piece rate range. The law does not require listing benefits or bonuses.

You also must disclose ranges to applicants and current employees. Upon request, give any applicant the range for the posted position. Give current employees the range when you offer a promotion or transfer, and upon request for their own position, even if no vacancy exists. Make sure managers know who answers these requests and how.

“Every advertisement or job posting for a particular and specific position with a Massachusetts primary place of work must list a range you reasonably expect to pay at the time of posting.”

‘Primary place of work’ reaches remote and hybrid setups. If a role reports to or is assigned to a Massachusetts worksite, treat it as covered, even when the individual works outside the state. If the role can be performed in Massachusetts, assume the posting rule applies.

Enforcement sits with the attorney general; there is no private lawsuit. Expect a warning for a first violation, then escalating civil penalties. Through Oct. 29, 2027, you get two business days to cure after a notice. Retaliation against applicants or employees who seek ranges or complain about violations is prohibited.

Large employers must submit EEO workforce data to the Commonwealth. If you file EEO-1 (or EEO-3/4/5, as applicable) with the EEOC, you must transmit the same reports to the Secretary of the Commonwealth on the state schedule. The state will publish aggregate industry reports; individual employer submissions are not public records.

 

Seven Practical Steps to Get Compliant Quickly

• Decide coverage. Run the 25-employee average using last year’s payroll periods. Flag multi-state and remote roles tied to Massachusetts.

• Map positions. List all ‘particular and specific’ jobs in Massachusetts, including internal ladders and common transfer paths.

• Set ranges now. Build good-faith minimums and maximums for each position using market data, internal equity, geography, and level. Avoid inflated bands that you would not actually pay.

• Standardize postings. Add a salary-range line to every template and require recruiters and agencies to include it. For social posts, link to the full posting with the range.

• Train managers and recruiters. Give a script for handling range requests. Remind teams not to ask for salary history until after an offer. Reinforce anti-retaliation.

• Document and monitor. Keep a living list of ranges, the date set, the factors considered, and the owner. Review at set intervals and after material changes.

• Calendar the data filings. If you file EEO reports federally, calendar the Massachusetts submission dates and designate the filer.

 

Templates You Can Use Today

Required range line for postings: “Pay range for this role: $__ to $__ per year [or $__ to $__ per hour]. Actual pay will reflect skills, experience, and job-related factors. This role [includes commission with an expected range of $__ to $__ ] is paid by piece rate with an expected range of $__ to $__].”

Applicant range request response: “Thank you for your interest. The pay range for the [position] is $__ to $__ [plus commission/piece rate as posted].”

Employee request for current position: “The current pay range for your position, [position/title/level/location], is $__ to $__. We review ranges on [cadence] based on market data, skills, and responsibilities.”

 

Common Questions from Employers

Do we need to update a posting if the range changes during the search? Post the range you reasonably expect to pay when you publish the posting. If your range materially changes during the search, update the posting and your internal file.

Do we need to include bonuses or benefits? No. List the base salary or hourly range. Include commission or piece-rate ranges if those pay forms apply.

Do internal promotions without a posting trigger disclosure? Yes. Provide the range when offering a promotion or transfer.

Do we have to share ranges for every job on demand? Applicants get the posted position’s range on request. Employees get their own position’s range on request, even when no opening exists.

How should we handle multi-state postings? If the role could be filled by someone whose primary place of work is Massachusetts — or the role reports to a Massachusetts worksite — include a Massachusetts-compliant range.

 

Key Dates and Thresholds at a Glance

• Oct. 29, 2025: Salary-range posting and disclosure duties began for employers with 25 or more Massachusetts employees.

• Feb. 1, 2026 (EEO reporting): EEO-1 due annually; EEO-3 and EEO-5 due in odd-numbered years; EEO-4 due in even-numbered years — only for employers that file these reports with the EEOC.

• Through Oct. 29, 2027: Two-business-day cure period after a notice from the attorney general.

 

Why Act Now?

Pay ranges will surface internally and externally. Employees will compare. Posting ranges that you cannot defend invites morale issues and legal risk. You control the narrative by setting credible bands, training your teams, and responding cleanly to requests.

 

Michael Lewis is an attorney with the Commercial Litigation Group at Halloran Sage, handling complex business and employment disputes for a wide range of clients in industries including healthcare, manufacturing, retail, and technology.

Engineering Firms Prioritize Ways to Attract, Develop New Talent

By
Two Western New England University students work on a jet engine they built
Environment and Engineering Special Coverage

Something to Build On

Two Western New England University students work on a jet engine they built

Two Western New England University students work on a jet engine they built. (Photo courtesy of Western New England University)

 

Among the courses Mike Rust teaches at Western New England University (WNE) is “Introduction to Engineering,” a very hands-on class that teaches the engineering design process to freshmen through a robotics development project.

At first, “they’re looking at me like, ‘I don’t know how to do these things.’ And then we train them in all the technical things that they need to do,” said Rust, professor of Biomedical Engineering and director of Experiential and Entrepreneurial Learning at WNE. “Over time, they’re weaning off, and at the end of the course, the faculty’s checking in, but the students are doing it themselves. They almost don’t notice, but by the end, they’re acting like an engineer; they’re thinking like an engineer — because they’ve lived and breathed it their first year on campus.

“When I was a student a couple decades ago, we didn’t get a project like that to work on until junior year,” Rust said, adding that giving students hands-on experience from day one helps them thrive throughout college — which can translate into success in internship experiences and their early career. “The context sticks a little better when they have the muscle memory because they’ve experienced it, not just thought about it.”

It’s not just in class that WNE engineering students are preparing for the real world. At the Delbridge Career Center, the university’s career services hub, a professional adviser is assigned to each student, and available resources include résumé development, mock interviews, internship connections, and an alumni network.

“Engineering is a professionally oriented field, and students, when they’re coming through our programs, are already thinking in these terms when they start: where are they going to go with this degree? What are they going to do long term?” Rust said, explaining how those career services tie into the hands-on classroom model.

“The context sticks a little better when they have the muscle memory because they’ve experienced it, not just thought about it.”

“We teach theory, but we’re always putting that theory into practice with projects; students are actually doing it. So when they go to the interview, they can say, ‘I have done these things; this is the value I can provide your company.’ And when they get their first job after graduation, they can hit the ground running.

“Everyone needs to be trained when they join a company,” he added, “but what we hear from companies is that the learning curve is a little flatter because they’ve got a lot of that hands-on exposure.”

That’s appreciated by firms like Westfield-based Tighe & Bond, a very large, multi-state engineering firm that hires close to 100 new employees each year.

Bob Belitz says Tighe & Bond’s robust internship program aims to give aspiring engineers as much real-world, hands-on experience as possible.

Bob Belitz says Tighe & Bond’s robust internship program aims to give aspiring engineers as much real-world, hands-on experience as possible.

“In such a competitive marketplace, we’re trying to build relationships and connections as early as possible, so we get connected to students and universities whenever we can,” said Bob Belitz, the firm’s president and CEO. “We’re participating in educational programs, going into elementary schools, middle schools, and high schools to judge fairs or just explain to these students what a career in STEM could look like.”

Those efforts are complemented at the college level with scholarships and an internship program that brings in about 30 students per year to work on real-world projects.

“What we’re trying to do through these programs is give these students a real-life, hands-on experience, to get them on as many projects site as possible. The more practical exposure they get to the work we do, the better, so our mission is to do as much of that as we can,” Belitz said, adding that interns also get professional development opportunities like help writing résumés, enhancing speaking and interview skills, and even a career fair where they present a poster board on the projects they worked on during the summer.

“In such a competitive marketplace, we’re trying to build relationships and connections as early as possible, so we get connected to students and universities whenever we can.”

“A large majority of them either come back for another internship, or we offer them full-time employment. They’re exposed to the culture of the company; we assign them buddies and team leaders throughout the course of the summer when they’re here. Hopefully they appreciate that direct investment,” he went on.

And if they choose to pursue work somewhere else, well, “it helps enhance the profession either way.”

 

Values and Purpose

All these efforts at recruitment and career development are important for an industry that needs new blood, said Ashley Sullivan, president and CEO of O’Reilly, Talbot & Okun Associates (OTO) in Springfield.

“For the past few years, it has been very challenging to recruit and find people. We have a shortage of people, it seems,” she noted. “We have a big exodus with retirements — through the whole COVID pandemic, there were people rethinking engineering. So there’s a lot of work, and there seems to be not a lot of people.”

Ashley Sullivan says today’s young recruits are looking for a company that aligns not only with their work interest, but with their purpose, goals, and values.

Ashley Sullivan says today’s young recruits are looking for a company that aligns not only with their work interest, but with their purpose, goals, and values.

One way to attract talent is through a workplace culture that resonates with young people, she explained, and OTO started to put more emphasis on that when she transitioned into company leadership in 2020, better defining its brand; emphasizing workplace values like transparency, respect, and togetherness; and operating according to the mission statement, “we will elevate our industry to create and deliver the best solutions for natural and built environments.”

“We asked, ‘who are we? Who do we want to be?’” Sullivan said. “And we need to live by that so we can communicate it and say, with full transparency, ‘this is what we are. If you want to work at a place like this, this is what you’re going to get.’”

Meanwhile, the recruitment process involves not only interviews with top leadership, but eventually meetings with field staff and project managers. “We invest a lot in the interview process — by that time, we know this is a great candidate, so how do we show them how they would fit into our business model and fit in with our people?”

Belitz also emphasized the value of workplace culture in attracting what he characterizes as a more purpose-driven generation of young job applicants than he’s seen before.

“The narrative has changed a little bit. This generation is interested in the stability of the company. I don’t know if it’s the uncertain economy driving it, but to be able to say to these prospective interns that the company has been around over 100 years, we’re very financially stable, we do purpose-driven work, we’re 100% owned by employees — that’s a nice difference,” he explained.

“The big picture is that we’re trying to train engineers who are value creators — technically strong, skilled at math and science, but they also have that vision of how the world can be a better place.”

“We’ve also put in some really good benefits for students, like loan repayment. Benefits are a hot-button issue, so we’re really trying to promote this overall climate of stability and of the company investing in the people we bring into the firm,” Belitz added. “And giving back to the community is another key part of the puzzle — and a big selling point for young people.”

Sullivan agreed with that emphasis on culture and purpose.

“I think this newest generation wants a company that knows who they are and has a purpose — one that aligns with their purpose or what their goals are,” she told BusinessWest. “It could be that they want to see their projects have an impact on the community — they’re really community- and impact-driven, much more than the rest of us that were just looking to get a job, which is really neat. I think culture and the big picture is important to them.”

In short, she said, “they want to matter. They want to know their value, and they want to be valuable. And they want that from the beginning.”

Meanwhile, retention is as important as recruitment, which is why Tighe & Bond invests thought, time, and energy into cultivating career tracks for employees, Belitz said.

The firm’s onboarding and training program consists of not only leadership training, but anything people need to do their jobs: project management, quality management, safety and health principles, and more — efforts branded internally as Tighe & Bond University.

Mike Rust says higher education has seen a shift toward giving engineering students more hands-on, project-based experience right from the start of their college careers.

Mike Rust says higher education has seen a shift toward giving engineering students more hands-on, project-based experience right from the start of their college careers.

“We’ve also started investing more in training around technology, making sure folks have a good understanding of how to appropriate and use things like artificial intelligence and other investments we’ve made in digital toolsm” he added. “There’s a lot of energy around that, especially with the younger generation.”

Sullivan said many recruits want to see a clear career ladder at work.

“I think it’s important for them to be able to see where they could be in a few years, so they feel like they’re moving along. I think they want to see opportunity; they don’t want to get stuck in a rut or doing one task.

“And for me, leading a small business, I want people that want to do that because I love that people will develop and can do a little bit more of a project. If that means they’re more valuable, then the pay comes with that,” she added. “At OTO, those two things are aligned. It’s always in our benefit to develop people, so we’re looking for people that really want to do more.”

 

Surveying the Landscape

While Tighe & Bond is a civil and environmental engineering firm and OTO specializes in geotechnical, environmental, and industrial hygiene consulting services, Western New England, like many universities with strong engineering programs, is sending graduates out into myriad engineering disciplines — mechanical, electrical, civil and environmental, biomedical, industrial, and more. And placement rates are high, with 97% of engineering graduates placed in jobs within six months.

“Engineering tends to be pretty steady regardless of what’s going on in the economy,” Rust said. “The big picture is that we’re trying to train engineers who are value creators — technically strong, skilled at math and science, but they also have that vision of how the world can be a better place.”

Elaborating, he added, “they’re encouraged to think in those terms — to take an existing product and improve it, or talk to the customer about what the pain points are and how to address them. They’re thinking not only about what a company does, but what it could do. And companies come back to us and say, ‘can you get me five more of that student you got us last year? They were what we want.’ Because they’re not satisfied with the status quo.”

Sullivan, who has taught classes at WNE, still participates in engineering advisory boards there, connecting area industry leaders with educators.

“We talk about what we looking for for graduates and who are we looking to hire. But they also talk to us about the exciting research they’re doing, the programs they have, the outreach they have, where they have challenges, where they may need support,” she explained. “And I really feel like, whenever you have two or more groups together working to solve a problem, the ideas that come out of there are amazing.”

Like Rust, Sullivan appreciates when young people emerge with a problem-solving mindset, but also an appreciation for how they can change the landscape, both literally and figuratively.

“We get to work with a lot of people, and we get to see new development and help with projects that impact our own lives or the people we care about,” she said, naming the recently opened Square One expansion in Springfield and DC Station, the new electric vehicle charging hub in Northampton, as two examples.

“I can bring my daughters to an urgent care and know that I worked on it,” she added. “That’s one of the reasons why we try to encourage people to come to OTO, or to be in civil engineering: you impact people. The work is hard, but it’s so rewarding, and you’re constantly reminded why you do it.”

From New Coverage Risks to Emerging AI, the Insurance Landscape Is Shifting

By
Insurance Special Coverage

Rate of Change

 

Insurance isn’t any home or business owner’s favorite topic — well, except for insurance agents, maybe — and the many pressures on rates over the past several years, from inflation and supply chain issues to adverse weather events and jury verdicts, has made it an even more difficult conversation.

The good news, said Sam Hanmer, president and CEO of Chicopee-based Rush Insurance Group, is that, while the rate environment has continued to move north, he’s seeing a slowdown on the property side.

“Property took the biggest hit after COVID. When supply was so hard to come by, it shot pricing up. Everyone’s experienced that. As an industry, we were relatively slow to figure that out,” he explained, noting that insurance carriers eventually increased rates to reflect that reality, some numerous times. “So the industry has caught up in terms of costs of construction.”

Still, rate changes vary with the age of a property, said Mark Rosa, senior account executive with Borawski Insurance in Northampton. “With newer homes, rates are fairly stable. Someone with an older house could see some rate increases because there are some insurance credits on new homes that someone with a house built in 1978 is not going to qualify for,” he noted. “But I don’t expect what we saw the last few years, 10%, 15%, 20% rate increases. That’s gone away slowly, and I expect to see some kind of stability.”

“I don’t expect what we saw the last few years, 10%, 15%, 20% rate increases. That’s gone away slowly, and I expect to see some kind of stability.”

That said, climate change and natural disasters have continued to impact the rate environment in unpredictable ways.

“I think that we as insurers would like to have that buttoned down, but with weather patterns, I think we’ll have to wait a little while longer; I think that’s going to continue to plague the insurance industry,” he said, as opposed to, say, construction costs, which have settled a bit: “I think we’ve handled that with the rate increases in the past.”

Automotive insurance has seen rate increases as well, but for different reasons, one of which is simply today’s technological sophistication, Hanmer said. “A fender bender used to cost $500, now it’s six grand, with all the cameras in these cars now.”

Another issue causing auto rates to rise is what Rosa, and others in the insurance industry, characterize as “legal system abuse,” or a trend toward massive payouts in lawsuits that wind up being borne by insurance payers and, eventually, passed on to customers. It’s a concern across all types of insurance, but particularly product liability and auto accidents; in those areas, verdict payouts rose 7.1% annually, on average, between 2016 and 2022, according to the U.S. Chamber of Commerce.

A 2025 Perryman Group study, “The Economic Impact of Excessive Tort Costs on U.S. Households,” says consumer prices in the U.S. are estimated to be 1.32% higher than they would be without excessive litigation.

Sam Hanmer

Sam Hanmer

“People believe they can buy insurance online, which a lot of people do, and they never have problems — until they have one. So where do they turn? They need an advocate in the form of an agent.”

Meanwhile, the median size of so-called ‘nuclear verdicts’ — defined as jury awards of $10 million or greater — has more than doubled since 2020, according to Marathon Strategies’ “Corporate Verdicts Go Thermonuclear: 2024 Edition.” And it’s not just the severity of the verdicts that’s trending upward, but the frequency of litigation as well.

All these statistics were compiled in a recent Legal System Abuse Toolkit prepared by Trusted Choice and the Big I for use by independent insurance agents.

“Legal system abuse is a problem for policyholders, consumers, and the economy as a whole,” the toolkit argues. “It drives up prices, drives out insurers and investors, and clogs the court system with frivolous cases that could be handled fairly without litigation. Moreover, the beneficiaries are opportunists in the legal field and their financial backers.”

There are other trends at play as well. Hanmer said umbrella insurance is seeing higher rates these days, and Rosa noted that some types of contractors, such as snow plowers, have found it harder to secure affordable policies. “But most classes of businesses are seeing some stability, and even some rate softening,” Rosa added.

 

 

Knowledge Is Power

Like many indepenent agencies have expressed to BusinessWest over the years, both Hanmer and Rosa took the opportunity to underline the importance of working with an agent to navigate these complexities.

“We have to understand their business before we put a program together,” Hanmer said. “We need to understand the business they’re in, their risks, the exposures they face, and how best to mitigate them. There’s more to that than buying insurance, but insurance is still primarily how you protect yourself from unknowns and risks. So with in-depth knowledge, we can put a program together and best fit what those exposures are.”

That creates relationships that go well beyond just buying a policy, he added.

“People believe they can buy insurance online, which a lot of people do, and they never have problems — until they have one. So where do they turn? They need an advocate in the form of an agent. It’s so important to educate people that there is a need for an agent. When you buy insurance, you hope you never use it, but when you need it, you’re glad you have it — and you’re glad you have an advocate.”

Mark Rosa

Mark Rosa

“We’re seeing cyber claims for classes of businesses I never thought possible. And there are legal fees that come with cyber strikes.”

Rosa agreed. “Obviously, you need to ask the right questions. Without an intimate knowledge of a business, you’re not able to do the job in the right way,” he said. “There’s so much in every one of these policies; they aren’t just one size fits all. There’s a lot of time involved in order to do the job correctly.

“So it’s a lot of learning what the business does, spending time with the owner, asking lots of questions. Otherwise, we don’t know how to fill certain gaps,” he went on. “I think what differentiates one agent from the next is what the experience is like and how unique it is. Everyone’s business is unique. While you might qualify for a certain policy type, it doesn’t mean you don’t need to go above and beyond that.”

Rosa added that insurance isn’t something business owners always want to talk about, but the conversations are necessary, if only to regularly check in on changes to the business and evolving risks and exposures.

One of those is cyber liability, which over the past decade has become an essential part of commercial insurance — for businesses of all sizes and sectors.

“More and more, the hackers are incredibly adept and professional in how they do things — it’s amazing how good these guys are. So cyber insurance is something that everybody needs now,” Hanmer said. “It used to be, people thought only big companies were targeted, but that’s not true anymore. Everyone is getting targeted. Cyber insurance is a must buy in this market.”

Rosa agreed. “We’re seeing cyber claims for classes of businesses I never thought possible. And there are legal fees that come with cyber strikes,” he noted. “Some business owners say, ‘the data was backed up from the day before, so I don’t care.’ Well, that’s understandable, but what happens when the state or the federal government comes and slaps you with a fine, and now you’re paying for credit monitoring? We’ve seen a small business pay $63,000 between the fines and the legal paperwork. And that business could have had a cyber policy anywhere from $1,200 to $1,500 over the year.”

 

Career Opportunities

Beyond the financial numbers, Hanmer said, the biggest challenge the industry faces — not just regionally but nationwide — is a shallow talent pool of young people clamoring to enter the field.

“They’re not migrating into the insurance world like they had in the past. So staffing and talent is our biggest challenge right now. Ask any agent, and they’ll say the same thing — we can’t find anybody,” he explained, before offering a few thoughts on why that might be.

“It’s not flashy enough, I think, for kids. All the technology and the tech startups, that’s where they’re migrating — the more tech-oriented world. Insurance is not tech-heavy, although it’s evolving. So I don’t think insurance is exciting enough for them, and it’s too bad because it’s a great business. When I find a young person and I can bend their ear for a minute, I encourage opportunities to be in the insurance world.”

Rosa noted that technology is creeping into the insurance world in some intriguing ways. For one, underwriters are using it to adjust what they currently have on the books, using drone or satellite footage.

“When they see your house was built in 1978, now they’re subscribing to third-party technology to show an image of your roof. And hey, this roof looks like it might be 20 to 30 years old. So are the rates increasing? They might be,” he said — if the company wants to keep insuring that property at all.

If not, he went on, “now you’re going from a carrier with a favorable rate to your options being more limited, and it’s gone from $1,200 to $1,600. It’s about insurability and certain risks and what insurance companies are willing to insure.”

At the same time, insurance companies are increasingly determining how they can incorporate artificial intelligence into those processes, and that will affect rates as well, Rosa noted.

“For homeowners and our business clients, AI will shake things up. Carriers have access to so much data, and they might say, ‘hey, we can’t insure this type of business any longer.’ And that will force rates higher. It might even be a good opportunity for carriers that don’t use the technology.

“It’s too hard to say what will happens,” he added, “but I do think insurance is an industry that’s been kind of slow on technology for many decades, but that will accelerate in the next two to five years — and insurance is going to be different from what it is today.”